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An Employee-Owned Specialty Publications International, Inc. Magazine

August 2014


Recruitment/ Retention:

it’s not just an HR thing


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August 2014 • Vol. 35 No. 8

Cover Story


Human Element Herb Greenberg, of Caliper Corp.

10 tips to becoming a better manager

34 36 Cover photo courtesy iStock Photo



it’s not just an Hr thing Dr. Rick Johnson

Columns 10

Aftermarket John Walker


Bottom Line Garry Bartecki

Human relations managers – everybody needs technicians!

Important personnel issues

Sales Trends

Dave Kahle

Increase sales opportunities by prioritizing your customers

Your Business Clete Campbell Merger creates new CONNEXUS INDUSTRIES Corporation

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 Email: • Material Handling Wholesaler reserves the right to reject or cancel any advertising for any reason, at any time. Advertisements that simulate Material Handling Wholesaler editorial matter in appearance or style or that are not immediately identifiable as advertisements are not acceptable.

Industry News 16 Nuts & Bolts

Dean Millius General Manager/Publisher Alva Coffman Account Executive Kathy Regan Editor Hobie Wood Production Manager Valerie Vorwald Graphic Designer

30 Shifting Gears

Reader Resources 24 Classified

38 New Products

47 Source Directory

50 Advertiser’s Index

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Cover Story Dr. Rick Johnson

Recruitment/ Retention:

it’s not just an HR thing

I have worked with numerous companies that have or had employee retention issues without any real understanding as to why they can’t seem to keep good employees. Oh, most of them track turn over. Some even measure it accurately. Some even do exit interviews but very few have a clear understanding as to the cause of high turnover rates. Added to that fact, a common attitude seems to exist that turnover in operations and logistics may just be the “nature of the beast.” This attitude often becomes apparent when I am discussing turnover with business owners that seem to have a track record of high turnover rates in the warehouse or in their trucking. Ironically, most companies that have a high turnover rate in operations may find that they have a higher than desirable turn over in their sales and administrative force as well. My suggestion to you, if this is beginning to sound familiar, is that there is no such thing as the “nature of the beast”. It’s time for you to take a long hard look at the culture of your company. The value you place on your employees; your competitiveness in the market place. I am not talking about lip service. It is easy to say; “Our employees are our most important asset. We strive to become the Employer of Choice.”

The acid test Ask your employees if they think they are the company’s most important asset. Ask your employees if they think you are the Employer of Choice. Do it anonymously. You might just be surprised at what they reveal. Regardless of what you might believe about warehouse personnel or even truck drivers, I am here to tell you that having a high turnover rate and being an Employer of Choice is an Oxymoron.

A strong word of caution Once you elect to solicit input from your employees you not only have to listen to them, you must act on the results. That doesn’t mean you have to acquiesce to every wish but you must acknowledge the input and create a plan to address the legitimate issues of concern. Failure to do this will not only cost you credibility and integrity but it will compound your turn over problems.

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August 2014


Cover Story

Look into the mirror I know that it isn’t easy to take the blame for high turnover. I know that the majority of CEO’s, presidents and owners do value their employees. This is true even in many of those companies that have high turnover. However, remember the old cliché; “The buck stops here.” If you aren’t responsible, who is? Trust me; it isn’t your human resource manager, (If you have one). It’s your responsibility to ensure that the culture and the environment that your company is built on releases the power of profit that is stored in every employee that works for you. The maximum force of that power of profit cannot be released unless you actually believe that your employees are your most important asset and you demonstrate that belief in everything you do. I once had an owner argue with me that he treated his employees like family. Yet his sales force came and went like a revolving door existed. His key management team had only one person with more than ten years of tenure and his overall (unplanned) turnover exceeded thirty five percent. I told him that if he treated his employees like family then he could probably be arrested for being an abusive Father. I understand that everything you do as a company centers around the profitability of the company. However, if you are struggling with a high turnover rate, you must come to the understanding that your employees may not be profit but without your employees there can be no profits. Rest assured that I understand that you can’t baby sit everybody. You can’t give every employee everything they want. Well, here’s some exciting news. You don’t have to. Start by building a culture and environment that is based on the following principles:

• Trust your employees — demonstrate that trust with empowerment and delegation. Do not micro manage. • Respect your employees — demonstrate that respect by valuing their opinions, their ideas. Learn to really listen to them. • Give credit where credit is due — demonstrate that by recognizing not just extraordinary effort or the occasional home run but recognize individual efforts in a sincere fashion and do it publicly. • Create opportunities to learn — demonstrate your willingness by taking a risk, assign employees tasks that may stretch their talent and then coach them (not manage) through the process. • Recognize that you don’t have to have all the answers — demonstrate that recognition by asking for help, advice and input from your employees. • Learn to say please, thank you, can you help, what do you think, what would you do — demonstrate this with humility, compassion and sincerity. Yes, dealing with humans means that sometimes they do stupid human things. But, even though you may be the CEO you can do some stupid things sometimes as well. After all, you are human too; aren’t you? Your responsibility is to have a personal and corporate commitment to recruiting, training, motivating and retaining the best employees you can possibly get.

So what is an acceptable turnover rate? The answer to that question is that it depends. It depends on many factors including the unemployment rate, your individual market and the type of business you are in, the external

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Cover Story environment, individual job function and even something as simple as the neighborhood your plant is in. However, I will give you my personal general opinion as to what your unplanned (employees that leave by their own decision) turnover rate should not exceed. (Remember – this is unplanned turnover) Outside Sales..............................................20% Inside Sales.................................................15% General Administration...............................20% Operations..................................................30% Truck Drivers.............................................25% Middle Management..................................20% Executive Management..............................15% I once had a candid discussion with the CEO of a smaller company ($25 million in sales) and he proceeded to give his opinion as to the competency of his entire management staff. It consisted of eleven employees. He made exceptionally negative comments about nine of those managers and the other two managers on his staff, according to him, were average at best. I told him the solution to the problem was simple — “We need to replace the CEO.” He decided not to hire me.

What’s the answer? So how do you consistently attract, recruit and retain good people? It isn’t easy but it’s not impossible. Follow these guide lines and you will have success at recruiting and your retention rates will improve. Being an employer of choice is earned and it isn’t cheap. You have to invest in your employees. So, when you feel that nagging tinge of reluctance at budget time; when you are looking at employee training, education and development, remember the following formula for high turnover replacement costs. n Replacement cost = 1.5 times annual salary n $50,000 x 1.5 = $75,000 x 10 employees = $750,000

for the next two months. The most critical time frame for new employees that are making a decision whether to stay at your company or begin looking again is the first sixty days. Can you imagine how they will be welcomed by other employees when there is an opportunity to get a two month bonus for coaching the new employee?

We can’t afford to pay at or above mid-market wages This is an overused excuse. It isn’t always about the money. Of course employees want to be paid well, who doesn’t? That is natural and normal. However, many many surveys have been conducted that rank pay 3rd, 4th or 5th as the most important reasons to work for a company. Recognition, praise for work well done, a sense of belonging is all more important to most people. That doesn’t mean you can be the cheapest in the market but it may mean you don’t have to be the highest either. Drink your own Kool Aid when it comes to selling your value propositions. Isn’t that what you tell your sales people when they face price objections. Well, your company has value propositions too. Figure out what the value propositions are for working at your company. If you can’t figure them out then you have a problem. Seek outside help to create the kind of culture and environment that will support becoming an employer of choice. 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 editorial@mhwmag. com to learn more or to arrange to have him speak at your next event.


Be on the lookout You must always be on the lookout for good personnel. You never know where you may find your next employee. It could be at the local convenience store, a waitress or waiter or even that individual you met at the trade show. Remember, the best employees generally already have a job unless they are in transition. I know of a CEO that carries two sets of business cards. On the back of one the following statement is printed. “You act like the type of person that would fit in at our company. The type of person we are always looking for. If you would be interested in pursuing an opportunity at our company; call 111 111 1111 and ask for Joe Job in Human Resources. Tell him you have my card and he will schedule you for an interview.” Recruitment and retention is not just a Human Resource responsibility. It is the responsibility of every manager that works at your company. Make sure all your managers are aware of that responsibility and hold them accountable for it. Create some form of recruitment incentive for all employees. Pay them half when their recommended candidate is hired and half after six months. Establish a buddy system for new employees. Once the employee has been on the job two weeks have them select a buddy mentor to teach them the ropes. This isn't skills training, it’s culture training. Reward the buddy with a monthly bonus


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Aftermarket John R. Walker

Human relations managers – everybody needs technicians! Over the past ten/fifteen years I have not been into one equipment dealership (farm, construction, outdoor power, industrial or lift truck) that hasn’t had a sign posted on the parts counter, a banner across the front window or a sign in the yard expressing the need for technicians. I haven’t had one dealer conversation where a dealer didn’t tell me how difficult it is today to find qualified technicians. Sounding like “chicken-little” claiming the sky is falling, manufacturers, associations and dealers have a serious problem! Today there is a shortage of well over 200,000 off-road and on-road technicians. As reported, the average age of technicians has increased to 62. That number alone should indicate just how serious the problem will be in another four to five years from now. It is a political year and all candidates, as well as the president, are pushing education and in particular, higher education for everyone. It seems as if no one can live the American Dream unless they have a college education or even higher. No one running for office is interested in touching or commenting on the community and technical training facilities to solve this problem. As I said in an article years ago, this only means that someday we will end up with a “whole bunch” of out of work history professors and political science graduates, while sophisticated

equipment manufactured by dealers’ suppliers sits idle for lack of technicians to work on that equipment. Today in North America, unemployment is indeed a problem. Who knows the positive effect that the equipment industry could have upon this problem if more recognition to the problem of hiring qualified technicians was being addressed on a national level. In Montana, South and North Dakota technicians are bringing down as much as $70.00 per hour and jobs are going unfilled because of a lack of entry level technicians. Manufacturers (there are exceptions) seem to pay little attention to the problem. Too many manufacturers view the dealer’s service department as an expense and not as a profit center. There is a tendency to forget that if dealers don’t have a sufficient staff of qualified, well-trained technicians, there will be a problem satisfying the dealer’s set-up problems, and the manufacturer’s warranty problems. It also will seriously affect the dealers’ cash flow and overall profitability. In the long run, this will erode the dealers’ and the manufacturers’ market share dramatically. Manufacturers must recognize that past the warranty period, if the dealers do not have these qualified technicians, their service sales will erode, their profits from their major profit center will erode and customers will be extremely dissatisfied. Also, customer satisfaction with the equipment, the dealer and the manufacturer

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Aftermarket will drop-off significantly. This is what we refer to as a reverse “self-feeding-profit spiral.” Manufacturers today are building better products, very high tech products. These are products that take special tooling and advanced training. Qualified, certified, highly skilled technicians are required for the job of maintaining this equipment. There is indeed a tremendous shortage of trained technicians to maintain and keep this sophisticated equipment operating! These high tech products were manufactured not only to build a better product, but also to protect the dealership’s aftermarket business. We believe that this makes good sense. The manufacturer (in most cases) offers excellent service training to their dealers and service personnel on how to work on this sophisticated equipment. Two of the problems, however, are that the dealer: 1) does not have a sufficient amount of trained technicians to send to the manufacturer’s training facilities and/or, 2) is “penny-wise and pound-foolish” about paying to send technicians off for training. E-Learning, CDs and in-house training certainly can be effective in this area. However, too many times we see these education tools sitting in the dealership simply gathering dust and not being put to use. Equipment dealerships are certainly not without fault. It is hard to count the number of times we have heard a dealer say: “You don’t know how difficult it is to hire technicians!” Believe me, we do! We also recognize that a typical equipment dealer’s greatest opportunity for increased profitability lies within the dealership’s service department. The dealer’s service department can and should have five times the positive financial impact upon the dealership, versus the impact of new equipment sales. ew a n of e r a ad tor We tribu ® thre dis ERT stem E-S al sy TIM new re

Therefore, rather than frustrating yourself over how difficult it is to find technicians, focus upon the profitable opportunity the dealership has and put some effort into hiring, training and maintaining quality technicians. Quality technicians can be the most important hires the dealership will ever make. A sign on the parts counter, a banner on the outside of your facility, a small, inexpensive (cheap) ad in your local paper will bring you little more than your competitor’s technicians who are looking for another $1.25 to $1.50 an hour and who will leave you the next time someone offers them another small raise. Put some imagination into your hiring and think outside the box! Money is not normally the #1 motivator for qualified personnel changing jobs. We know a dealer in a major metropolitan area who has no problem hiring and maintaining a qualified staff of technicians. This dealer pays a slightly higher hourly wage than his competitors, has a superior benefit program and offers technicians all the additional training they can handle. He is also proud of the fact that he has the highest labor rate in the area, because he supplies the best service in the market. Think outside the box! Advertise the features, advantages and benefits of working for your company. Look at the living advantages in your location. Advertise outside your territory. Just maybe you will find a quality technician who lives in the cold and frigid north that would really like to move south. Many technicians enjoy hunting and fishing. If you are in an area where great hunting and fishing abounds, let your prospective applicants know that is one great benefit you have to offer. Promise them days off during deer season, or the first two days of the trout season. Spend as much time and effort hiring technicians as you would to hire a top-notch sales person. If you know the numbers,

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Aftermarket you also know that your return on your investment will be greater with the technician. No, it is not easy! If you want quality personnel and technicians in particular, you must work at it! If you have a Tech or Vocational School within your area, or a Community College visit them, see what they have to offer, get involved and get your manufacturers involved. If you don’t get involved then you will lose out on the opportunity to take advantage of the offered opportunities of these training facilities. One important fact is that most all of the students coming out of these programs have jobs when they graduate. Some of the key manufacturers in the equipment industry have programs going on to provide their dealers with qualified and professional technicians. Did the dealers have a financial interest in the students? Sure












they did, but it was in most cases minimal. Most of the trade schools we talk with prefer students who are dedicated enough to handle most of their own tuition. It is also not uncommon for a sponsoring dealer to provide summer work in the dealership. Right now an area of prospects might be the military. There are cut-backs in the military and in some specific areas this will offer dealers qualified and quality personnel. Someone who has spent time avoiding unscheduled downtime on a military tank, serviced both in the field and in a motor pool should find little problem working on a crawler, a tractor or even a lift truck. Give a veteran an opportunity! Another area of consideration for finding potential candidates might be the State Prison Authority. (Don’t be a negative



















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Aftermarket thinker.) Many state prisons are developing technical training programs for their inmates. Now how about Trade Associations, local, regional and national? Many industry associations have recognized this as a North American problem and are gearing up to assist many of their dealers in their membership to provide access to service technicians. We strongly recommend that all equipment dealers work with and back their trade associations in this endeavor. Readers and human relations managers, the problem is not going to go away anytime soon! Manufacturers, dealers and associations need to work together to alleviate the problem. If manufacturers don’t, then they may have the best product on the market with nobody to service that product. Dealers, if you don’t focus upon the problem, you will find a decline in sales and profitability in the greatest area of profitability within your dealership. Associations, your survival is dependent upon the survival and strength of your membership. HR managers and dealers, if this article has been of interest to you and you would like us to send you our monthly special: TECHNICIANS, Field & Shop, finding, hiring, acclimating, retaining and compensating, then email us at and we will email you the manual. You will be invoiced $16.99, you will only need to pay the invoice if you are completely satisfied with the product. Please let us know your dealership’s name and address as well as your email address and line of products. “The optimist sees opportunity in every danger; the pessimist sees danger in every opportunity!” Winston Churchill

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Nuts & Bolts Acquisitions, expansions & other business news

Women In Trucking Association has international influence

Crown Equipment unveils new sales and service location in Wichita

Women In Trucking Association’s (WIT) mission to encourage the employment of women working in the trucking industry is reaching beyond North America into other countries. Recently, WIT President/CEO, Ellen Voie, was asked to give the keynote speech at the Motoring Matters Magazine Group’s (MMMG) 2014 Awards Event in Melbourne, Australia. The event, now in its tenth year, brought major CEOs and executives of various commercial vehicle manufacturers, including women employed in the transport industry at the executive and driver level. At the event Voie highlighted the importance of showing the benefits of the transport industry to women employees. "The trucking industry is open to attract women in all areas, from driving to management, but there needs to be attitudinal change," said Chris Mullett, Managing Editor of PowerTorque, a MMMG publication. "The senior management attending the awards event took Ellen's suggestions and experiences back to their own companies in what is an excellent start to promoting the opportunities available to women in both Australia and America," he added.

Crown Equipment Corporation has opened a Crown Lift Trucks sales and service location in Wichita, Kansas. The Crown Lift Trucks facility brings customers an enhanced connection with Crown for their material handling product needs, as well as expanded customer service offerings and opportunities for technician and operator training. The 22,000-square-foot facility is located at 2113 Southwest Street, Suite 300. Mike Tweedie, operations manager, Crown Lift Trucks in Wichita, said, “We’ve come to know the Wichita market well. Based on our prior experience in the area and our deep industry expertise, we’re looking forward to providing businesses in this market with an enhanced level of material handling sales and service. There is something positively different about the Crown Lift Trucks experience that goes beyond just the sale of a forklift.”

Gamber-Johnson is a leading manufacturer of rugged mounting equipment. We offer a variety of forklift mounts designed to hold computer displays, laptops or keyboards. Whether you want to mount your device to the roof or on a support brace, Gamber-Johnson has a solution that will fit your needs.


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August 2014


Nuts & Bolts

Hirschmann MCS partners with Penn State Engineering Department

Myers Industries completes sale of WEK Industries, Inc.

Over the past year, Hirschmann MCS collaborated with the engineering department at Pennsylvania State University, Harrisburg (PSU) to design an interactive crane model equipped with the new PAT-B5 line of wireless sensors and vSCALE D2 console from Hirschmann MCS. The students designed and built a crane model according to a specific list of requirements provided by Hirschmann MCS. The PAT-B5 sensors were mounted on the boom to replicate industrial use, while the PATB5 wireless receiver and vSCALE D2 console were mounted on a stand-alone podium to display actual sensor values. The project also featured an electronically controlled winch that can be used to pick up various loads. Hirschmann MCS plans to continue their partnership with PSU in working with future engineering students to modify the crane to the next level. Hirschmann MCS intends to use the crane model in future exhibitions and it will continue to serve as an educational opportunity for students to learn the functionality of Hirschmann MCS’s products while designing and simulating actual crane function.

Myers Industries, Inc. announced that it has completed the sale of WEK Industries, Inc. to Industrial Opportunity Partners, owners of Toledo Molding and Die, Inc. for approximately $19.5 million. The sale of WEK Industries includes manufacturing facilities and offices located in Jefferson, Ohio and Reidsville, North Carolina. Additional terms of the agreement were not disclosed. Western Reserve Partners advised Myers Industries, Inc. in connection with this transaction. WEK Industries has been a part of the Myers Industries' Engineered Products Segment and had annual net sales of approximately $36 million in 2013. The majority of WEK Industries sales are driven by custom blow molded plastic parts for the automotive industry. Commenting on the announcement, John C. Orr, President and Chief Executive Officer said, "The transaction allows WEK Industries to become part of Industrial Opportunity Partners portfolio of custom businesses and better positions the business for growth. We want to wish all of the WEK Industries employees well and thank them for their contributions to Myers Industries."

TVH acquires Equipment Parts Wholesale, LLC Equipment Parts Wholesale, LLC (EPW) and TVH Parts Co. (TVH) are pleased to announce that TVH has acquired the assets of EPW. EPW is a Fresno, California supplier of parts and supplies for aerial lift equipment. EPW will serve as a sales division of TVH and will continue to focus on the aerial lift equipment market and the equipment rental industry under the EPW brand. With the acquisition of EPW, TVH will increase its new product development and inventory offerings for this portion of the industrial equipment market. Dirk von Holt, Vice President at TVH stated that “There was an opportunity to acquire the assets of EPW which aligns with the strategy of our company to increase our product selection to include other industrial equipment segments”. EPW was founded in 2001 and has become a well-respected supplier of replacement parts for aerial lift equipment. The staff at EPW has a wealth of product knowledge and industry experience which TVH intends to combine with its knowledge base and distribution network to enhance service and product availability to customers of both companies.


to view the latest news in acquisitions & expansions!


August 2014

August 2014


Nuts & Bolts

Manufacturing technology orders up 3% year-to-date

Automate named top 10 manufacturing show in the U.S.

April U.S. manufacturing technology orders totaled $391.53 million according to AMT - The Association for Manufacturing Technology. This total, as reported by companies participating in the USMTO program, was down 20.4% from March but up 9.8% when compared with the total of $356.52 million reported for April 2013. With a year-to-date total of $1,620.83 million, 2014 is up 3.0% compared with 2013. These numbers and all data in this report are based on the totals of actual data reported by companies participating in the USMTO program. “The manufacturing technology market is up 3% yearover-year thanks to March and April orders picking up the slack from the January and February weather-induced slowdown,” said Douglas K. Woods, AMT President. “Indicators such as the Purchasing Managers’ Index which surged forward in May and the optimism expressed by Oxford Economics in their spring update on our market suggest we are on track for strong 2014.”

The Automate Show has been named one of the top 10 manufacturing shows in the U.S. according to Superior Business Solutions, who compiled the list after researching over 150 different manufacturing related shows on the Trade Show News Network. Automate 2015, North America’s leading automation event, will be held March 23-26, 2015 at McCormick Place in Chicago. We’re excited to see the recognition Automate has received by being placed on this top ten list,” said Jeff Burnstein, President of the Association for Advancing Automation (A3), primary sponsor of the Automate 2015 Show and Conference. “We see the enthusiasm through our new and returning exhibitors, who have already secured 125% of floor space ten months out from the show compared to our 2013 show.” Among the 129 companies that are already committed to exhibiting covering over 48,000 square feet of space, 25 have never exhibited at Automate before. Thirty-three companies that have exhibited previously are expanding their space in order to display more of their technologies. A special pavilion at the front of the show is devoted to system integrators who will present a broad range of applications in areas such as material handling, assembly, welding, inspection, and material removal. This space is filling up quickly and will sell out in the coming weeks.

More Nuts & Bolts articles on

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Bottom Line Garry Bartecki

Important personnel issues We are all aware of how economic factors and business issues change on a daily basis. They change and we change or we fall behind at a time when it is quite risky to fall behind. Look at personnel factors as an example; there were tremendous changes as a result of the recession and the very slow recovery. As business cratered personnel adjustments were made from the number of employees on the payroll, the payroll and insurance costs paid on behalf of employees and the amount of work employees were asked to do. Tough times lead to tough decisions and tough workloads. On the bright side the recession made most companies more efficient because productivity increased as employees found ways to “do more with less”. And from what I see and hear these productivity gains remain in place as we move along to some sort of recovery. But as the media keeps touting the recovery in terms of earnings growth and increases in stock prices a lot of employees are going to think this same definition of earnings growth applies to their company as well, when in fact it may not. In many cases public companies have engineered their EPS (earnings per share) without any units’ sales growth but through some minor price increases, cost reduction and share buy-backs all of which increase EPS without much of any increase in the top line. Amazing how that works.

Employees have paid for their fair share of this recession and we have to give credit where credit is due. It has been five years of virtually zero pay increases even though inflation has been increasing where people spend most of their budget. So, if company profits are increasing as the media states, an employees’ expectation at this time is for some sort of pay increase. Can you blame them? In 2010 surveys showed that pay increases was number six on the list of job expectations. Today it is number 1 along with the ability to use job skills and being able to work in an environment where co-workers and supervisors get along and work together. So what is a CEO to do? Is a company more at risk today in terms of losing quality personnel because they really need those few extra bucks a pay raise will give them? I believe that is the case. It may not be an 80% likelihood, but 60% is surely in the ballpark. What a management team has to do now is assess their ability in terms of when and how much they can add to their payroll cost. If they conclude they can, then the next step is to ascertain which employees get a raise or bonus and which do not. And if you have any in the second category is may be time to assess their ability to stay with the company. If you find your company is still behind the eight-ball for whatever reasons it may be wise to find other ways to compensate

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August 2014


Bottom Line for performance which mitigate an outright pay hike. But in any event companies finding themselves with tight cash flows better as least communicate a game plan to employees about what has to happen before pay raises are in the picture. A lot of these problems and issues will fall on the HR department. If you don’t have a fully qualified HR professional on staff I suggest you explore a contract or hourly arrangement to get the help you need to avoid compliance and documentation issues required by law or by your lawyers if a lawsuit presents itself. In todays’ environment this is a MUST! No matter what you do there are some basics management should consider that will not cost much but add to the communication factor mentioned earlier. Some of these are: Communicate the financial status of the company along with the plan to get it to the point of reinstating pay raises if you have not done so already. People like to know what is going on and how they fit into the program. You may find some good ideas as a result of these meetings as well. Have a discussion about health insurance and how the new plans are working and whether there will be any changes in deductibles and/or out-of-pocket costs. I would also let them know that insurance is part of personnel cost and has to be considered when discussing pay hikes. To improve productivity, which could allow for performance comp changes, the computer system should be reviewed to determine that employees are making full use of the system to pull out strategic information and reduce manual labor related

to business transactions. I find many companies use expensive, industry specific systems but only use 50% of its capability. It may pay to ask your system vendor for the name of a user who is taking full advantage of the system and then compare what you are doing against what they are doing. Another option would be to have the vendor audit your procedures and offer suggestions how to make better use of the programs. Make sure employees are educated about any employee benefit plans offered by the company, especially employees close to retirement age that have tremendous market risk. This is an ERISA requirement by the way and if your plan vendor is not complying with ERISA rules on an annual basis then find a new vendor. This is nothing to fool around with. I am sure you can find other issues or comments you want to communicate with your troops and I encourage you to do so. I will repeat, however, that if you plan to do anything along these lines that you consult with an HR pro to ensure you are saying or doing anything that will get you in trouble with the Feds. On a final note I will remind you that our friend Dr. Al Bates constantly reminds us that personnel costs should not increases faster than the top line. So if you believe a pay raise is on the table do your homework first to see if it works and how you can mitigate it with higher productivity, incentive programs rather than a fixed pay hike or perhaps a bonus program if company goals are made. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.

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Human Element Herb Greenberg, Caliper Corp.

10 tips to becoming a better manager 1. Learn what motivates each of your employees

3. Play to your employees' strengths

And use this to help manage their performance. While some people may be motivated by status, power or being awarded additional authority, others may be more excited by the opportunity to tap into their flair for the creative, jobrelated travel, or more face-to-face contact with customers. Rewarding good employees with things that speak to their unique motivations, interests and long-range career goals can help you retain your best employees.

Know what their talents are and allow them to participate in projects and activities where they get to use them. When people are able to do what comes naturally to them, they are more successful as well as more satisfied.

2. Actively work on improving your communication skills Rather than thinking about what you want to say, think about what you want people to hear. Depending on your audience, you may need to alter your message. Your customer service reps are likely to respond better to your message if you talk in terms that relate directly to them, rather than speaking to them as you would the executive management team. And, of course, one of the biggest parts of communication is listening. Ask for input and listen to what you're hearing. Encourage people to share new ideas as well as concerns so communication lines are kept open.

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6. Build your team You can't just tell people they are a team and expect them to perform like one. They need to understand the purpose of the team and believe that the team is capable of producing more than the individual members. They also need to know what talents each member is bringing to the team so each person understands how they are expected to contribute. Be sure you treat the group as a team and reward them for working together rather than rewarding individual accomplishments. Don't hesitate to get help with team building if you're uncertain about how to get people on the same page, working together toward a common goal. The ability to surround themselves with the right people is often what differentiates successful managers from those who continue to struggle. Hiring right the first time means you spend less time on dealing with performance problems and turnover, and more time on strategizing and developing your strong performers. Developing and promoting your best people leads to happier, more productive employees and less time wasted on complaining and creating a "toxic" environment.


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When you notice a potential problem, don't wait until it becomes an actual one. Nip it in the bud with a casual, but strong, comment about your concern. For example, if an employee is beginning to make a habit of coming in late, you may want to stop him or her in the hall and say, "I noticed you've been having some trouble making it in on time. If there's a problem, let me know and we can talk about it. Otherwise I just wanted to remind you that we start at 8:00." This way you don't blow a minor concern out of proportion and you can still keep it from escalating into something major.

7. Hire and promote great people

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Human Element


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If you don't know where you're going, you can't effectively communicate the path to your staff. Your employees need to understand how their jobs fit into the big picture and how they'll know if they've been successful in contributing to company's goals.


Understand your company's vision

Tap your staff's creativity

Be sure to ask for ideas regularly. Set aside time specifically for brainstorming. Not only will employees feel more involved and valued, you're likely to get some great new insights in the process.

10. Improve yourself Be open to your shortcomings and make an effort to improve them. Pick one thing you'd like to develop and put a plan in place. If you need some help identifying what to work on, ask for input about changes you could make personally that will help your employees in their jobs. And the focus doesn't just need to be on work. Doing anything that makes you feel better about yourself can have a positive impact on every area of your life.

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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 or call 609-524-1200. Email to contact Herb.

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Shifting Gears Industry personnel and organization news

UniCarriers Americas announces winners of 2013 Service Excellence Awards UniCarriers Americas Corporation announced the winners of its Service Excellence Program (SEP) Awards for the past fiscal year, ending March 31, 2014. The SEP is designed to reward and recognize those dealers who have achieved the highest standards of aftermarket service. The Service Excellence Program was established in 1995. Its ongoing mission is to provide a comprehensive program for UniCarriers Americas’ dealer service network that is based on implementation of best-in-class principles covering technical and customer service practices. Through SEP, UniCarriers recognizes those dealers who cultivate an environment that delivers a truly exceptional customer experience. UniCarriers dealerships that participate in the Service Excellence Program strive to meet standards across seven categories, including business planning, employee competency and customer satisfaction. Successful dealerships provide their customers more efficient work order processing and billing, welltrained and certified technicians, as well as overall quality products and services. Those dealers who excel across all categories are rewarded for their efforts by achieving one of the program’s three award levels: Gold, Silver and Bronze.

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August 2014

Service Excellence Award winners 2013 Gold level: Adobe Equipment LLC, Houston, TX CFE Equipment Corp., Jessup, MD CFE Equipment Corp., Norfolk, VA* CFE Equipment Corp., Richmond, VA* Forklift Systems, Nashville, TN J.M. Equipment, Fresno, CA J.V. Equipment, Edinburg, TX Lift Solutions, Grand Island, NE* Lift Solutions, Sioux City, IA* M&L Industries, Metairie, LA New England Industrial Truck, Woburn, MA Power Machinery, Bakersfield, CA* Power Machinery, Oxnard, CA* Quality Fork Lift, Minneapolis, MN* Sunbelt Industrial Truck, Dallas, TX Silver level: Buffalo Materials Handling, Depew, NY Equipment Inc., Jackson, MS Forklifts of Michigan, Grand Rapids, MI Handling Systems, Phoenix, AZ J.M. Equipment, Sacramento, CA K-Lift Service, Salinas, CA* Lift Solutions, Omaha, NE Lift Solutions, Sioux Falls, SD* Norlift of Oregon, Portland, OR Select Equipment, Buena Park, CA Bronze level: Capital Equipment, Hartland, WI J.H. Ryder Machinery Ltd., Mississauga, Ont. Liftec Inc., South Plainfield, NJ LPM Fork Lift, Bethany, OK Union Machinery, Union, MO* *Indicates first-time participants in the Service Excellence Program

“We had more winners this year in all three award levels,” said Josh Landreman, senior manager product support, UniCarriers Americas. “It’s nice to see the list of winning dealers grow each year as they meet the established standards for achieving total customer satisfaction.” To help dealers reach an award level, UniCarriers conducts SEP dealer engagement visits to assist participating dealers assess their operations and determine steps to close any gaps. “Congratulations to all of our Service Excellence Award winners!” said Landreman. “And special accolades to the ten firsttime participants that received SEP awards,” said Landreman. New for fiscal 2014, UniCarriers Americas introduced its Aftermarket Excellence Program. This program includes an additional component, with parts metrics to help dealers build a more comprehensive aftermarket program and stronger parts and service team.

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Our Primary Goal is to support our dealers, satisfy their customers, earn trust and be the “Vendor of Choice” for rack products and racking systems. We offer a full line of light duty, intermediate duty, heavy and extra heavy duty cantilever racks. We provide multiple configurations of a wide variety of stacking racks. Our structural pallet racks can be configured for a wide range of applications. West Point Rack has the products that generates solutions for your storage needs. We also offer specialty products such as bar cradle trucks, drum racks, hand carts and other specialty transport and storage products. Give us a call at 866.245.3630. We may have what you need. Look forward to hearing from you.


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August 2014


Shifting Gears

Hyster named to 2014 Supply & Demand Chain Executive 100

Honeywell celebrates scanning innovation on 40th anniversary of barcode

Hyster Company has been named to the 2014 Supply & Demand Chain Executive 100 as a leading solution and service provider. Hyster earned this honor for its work to optimize the lift truck fleet of its customer, Estes Express Lines. The magazine’s editorial staff based their decisions on the ambitiousness and scope of the project, the creative application of technologies, solutions or services used and the extent of the business results or impact. Estes Express Lines was experiencing issues with its lift trucks, including reduced tire life, overheating and inadequate operating range. These problems resulted in higher maintenance costs and increased downtime. To address these issues, Estes replaced their existing fleet with Hyster® lift trucks equipped with DuraMatch™ technology. The technology found in Hyster’s patented DuraMatch transmissions reduces tire spin and can decrease tire wear by up to 50 percent, while also extending brake life and preventing overheating with an automatic shutdown feature.

Forty years ago, a 10-pack of Wrigley’s gum was scanned and purchased at a Marsh Supermarket in Troy, Ohio, using what is now used 5 billion times every day: the Universal Product Code (UPC) barcode. In honor of this special occasion, Honeywell is celebrating the anniversary and the role it has played in barcode and scanning innovation over the decades. From the invention of Code 39, the most widely used barcode, to the introduction of the Aztec 2D barcode that is used on airline and railway tickets, Honeywell has continued to collaborate with customers around the globe to deliver new scanning technologies that help transform fundamental business processes. Customers such as AstralPool, LoBue Citrus, Nature’s Best and the San Jose Police Department are just a few examples of companies that have successfully leveraged the barcode and Honeywell scanning technology to gain competitive advantage and increase operational performance.

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Santana Equipment Trading Company celebrates 15-year anniversary milestone Santana Equipment Trading Company will be celebrating its 15th anniversary of being in business this month. Founded in June of 1999 by company owner Eric Davidson, Santana Equipment Trading Company currently operates two locations as an international wholesaler and retailer of used material handling equipment. Eric Davidson notes “It is very exciting to have seen the company grow from operating out of a small townhome in the Chicago suburbs, to maintaining two fully staffed offices/warehouses in Gurnee, Illinois and Phoenix, Arizona. We are very grateful for the customers that have helped get us here, and are hoping to continue expansion to better serve their needs in the future.” To celebrate its anniversary, Santana Equipment Trading Company plans to launch a special promotion to thank its customers for helping lead to a successful 15 years of business.

Agile Planet changes name to Yaskawa Innovation


Quotes by Phone or Email National Sales: Richard DeMoranville

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August 2014

Agile Planet Inc. has changed its name to Yaskawa Innovation. Yaskawa America, Inc., Motoman Robotics Division (Yaskawa Motoman) acquired all outstanding shares of Agile Planet, Inc. in June 2013, to strengthen its global leadership position in the advancement of “next generation” automation solutions. “The name change is intended to better communicate the value that Agile Planet brings as part of the larger Yaskawa family and the purpose behind the organization,” said Steve Barhorst, president and COO of Yaskawa Motoman. “Yaskawa Innovation will develop robotic controls solutions for the Americas and will work closely with our parent company, Yaskawa Electric Corporation in Japan, to drive advancements in the company’s global automation offerings.”

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Sales Trends Dave Kahle

Increase sales opportunities by prioritizing your customers 've heard you mention several times the importance of Q Iprioritizing and targeting customers. Can you shed some more light on this? his is a key issue with me, as I believe it is one of the A Tways to make the biggest, most rapid change in your results. Too much good quality sales time and talent is squandered on customers who aren't worth the investment. If I can help sales people adjust their investment in time so that they are spending more time on the high potential and less time on others, they'll see an almost immediate improvement in results. So, over years of trial and error, I have developed a simple but incredibly powerful system for prioritizing and targeting accounts. While I don't have space here to describe the whole system, I can suggest several things you can do to institute this practice in your sales team's routines. First, you'll need to make sure everyone understands the difference between 'potential' and 'history.' Too many sales teams prioritize their time on the basis of history. In other words, "A" accounts are those who spent the most last year. In today's rapidly changing economy, I don't think it's wise to make decisions based

on the past. A more powerful and useful concept is to make decisions based on the future. So, a high-potential account is one who could buy the most next year, not one who did last year. 1. Set up some company-wide definitions. Everyone should understand what an "A" account is. Likewise for B and C accounts. In addition, there ought to be some standards for how you define each of these. For example, you might say an A account is one who could buy $1,000,000 of your stuff each year. OK, how do you determine that an account could buy $1,000,000? Does the sales person guess? Or do you use some more sophisticated means of coming to that number? In our system, we account for two variables within each customer. First, what is the QPC of each account? QPC stands for Quantified Purchasing Capacity, and is the answer to this question: If this account bought everything they could from me in the next 12 months, how much would that be? After having worked, personally and contractually with over 329 individual companies, I am continually amazed at how few, (less than a handful), actually collect that information. Doesn't it seem like an elementary thing that every sales person should be collecting?





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Sales Trends The second variable is "partnerability" which is the measurement of a number of subjective variables, all having to do with the likelihood that this account will develop into a significant, committed customer sometime in the future. With those two variables in hand, we can rank every prospect and every customer by their potential. Addressing these issues is the first step, and can often set off light bulbs in the salesperson's heads all by themselves. 2. Once you've created the criteria and definitions, train the entire group in the use of those concepts. Require that, by a certain date, they have analyzed and rated all of their customers. You may even develop some forms, electronic or hard copy, which everyone uses. This process can also be an eye opener all by itself. When you help sales people analyze the potential in their accounts, and then examine their accounts from that perspective, you (and they) will be amazed at how much time is spent in accounts that just aren't worth it. 3. Now, legislate that everyone should spend the biggest portion of their time with the A accounts. My rule is 50% of your time with the A accounts, and 50% of your time with everyone else.

4. Manage the implementation. Every time you ride with a sales person, discuss it and look for evidence that indicates the sales person is following through on using the system. Make it an issue in sales meetings and in evaluations. When sales people actually spent more time in those accounts with greater potential and less time in those with little potential, they discover a dramatic improvement in their productivity. I have developed a variety of resources to help you with this. The system is described in detail in chapter six of my book, 11 Secrets of Time Management for Salespeople. It's also dealt with in the time management addendum to How to Excel at Distributor Sales. If you are looking for a training class, consider the Distributor Bronze, Silver or Gold tracks on The Sales Resource Center®. The reason I have so much material on this subject is that I believe that it is one of the key behaviors for sales success. Everyone should be using it. 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 E-mail to contact Dave. 1351 Nagel Blvd., Batavia, IL 60510 Ph: (630) 879-7008 | Fax: (630) 879-8068

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August 2014


Your Business Clete Campbell

Merger creates new CONNEXUS INDUSTRIES Corporation Company mergers are often tricky business endeavors with no firm guarantee of success (AOL Time Warner anyone?), but some are matches in business heaven, bringing together vibrant companies with similar mission statements and visions to create a greater enterprise that can produce even better products and results for their customers. Meet the successful, instant hit merger story known as CONNEXUS INDUSTRIES, a private multi-divisional corporation focused on metal fabrication and erection. CONNEXUS was born in January 2014 as I'Anco Products and Viking Chains, formally known as Nordstrong Equipment, joined forced with Lacey Harmer Inc. to become an intercontinental force specializing in chain and industrial manufactured solutions. The consolidation created a cutting edge material handling force with offices, manufacturing facilities and supply operations throughout North America able to facilitate orders in an efficient and timely manner. About 60 employees are now working in five facilities in Portland, OR., Shreveport, LA., Acworth, GA., Langley, British Columbia, and St. Romuald, B.C., to provide customers with a better brand of innovative budget conscious products and customer service. “The consolidation of these three important companies is exciting news for the market place as the network of experience

under the CONNEXUS banner is a tremendous resource for the industry,” CNX general manager Cliff Lane wrote to industry colleagues in a December 2013 letter announcing the merger. The merger also brought together “today and tomorrow-thinking” companies producing some of the industries' most effective products, including the “Easy Empty” Orange Box (the only true self-dumping hopper in the market place), Laser Tracker fork lift tip guidance system, and the Leaf Chain (utilized in fork lifts and other material handling applications.) “The most exciting part of the merger is that we are now part of a substantial and significant international operation offering some of the best products on the market at very competitive prices,” said Peter Thomas, CONNEXUS' RENS product manager. “An excellent product line, great customer service and competitive pricing means we are destined to continue to grow and become an even greater resource for our customers.” Delivering cost-conscious, high-quality products for customers is at the core of CONNEXUS' mission. “All CONNEXUS products are designed to improve efficiency, thereby saving our customers money,” Thomas said. “CONNEXUS will continue to develop innovative products as needs are identified in the market place. This will always be a core mission.”

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August 2014

Your Business Arguably no product in the material handling industry controls product damage, increases productivity and creates a safe work environment better than CONNEXUS' Lazer Tracker. The immensely in-demand product assists forklift operators in pinpoint accuracy of fork tip placement. CONNEXUS has been an innovator of laser technology since the 1970s, and the Lazer Tracker is continuously fine-tuned for maximum performance. “Better safety, better efficiency, less product damage and a safer work environment all positively affect the bottom line,” Thomas said. “CONNEXUS is one of the originators of laser technology dating back to the late 1970s-early '80s. CONNEXUS is perpetually improving existing products, including the Lazer Tracker. Perpetual innovation and refinement is a core mission.” The Easy Empty Container is another one of CONNEXUS' product marvels. As the forklift tips the mast just a few degrees forward, the Easy Empty Container tips and its unique self-locking mechanism releases the door. When operators tilt the mast back or lower to the ground, the Easy Empty Container resets and the door is locked. Within seconds, the Easy Empty Container is ready to go back to work. Plus, CONNEXUS designs the container in any size and almost any color to match a company's specific needs. “The secret (in the Easy Empty Container's success) is in the engineering,” Thomas said.

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• Scan the code • E-mail • Call 877-638-6190 E-mail to report name/title change, moving, damaged/missing copies, or to cancel your subscription.

Few products on the marketplace deliver higher performance and durability than CXS Light Duty Leaf Chains, which feature specialized selected steal and unique heat treatment to ensure the highest quality chain on the market. The chain also contains treated pins that provide a unique advantage over conventional chains. And, like everything in the CXS catalog, they are consistently being upgraded. “CXS leaf chains set the industry standard for strength and durability,” Thomas said. “CXS Leaf Chain is a smoother running, longer lasting chain.” Under one corporate umbrella, this extremely diverse corporation can go anywhere. In one perfect merger, three successful material handling companies have joined forces in one united group to create an exciting new company ready to explore new frontiers of product performance and customer service. “The merger of Viking Chains, Lacey Harmer and I'Anco Products to form CONNEXUS has resulted in a dynamic industry leader with expectations of perpetual innovation and growth,” Thomas said. “Our material handling lines will continue to set the standard throughout North American and the world.” Clete Campbell is a freelance journalist with 16 years of daily newspaper experience. E-mail to contact Clete.


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Sovella expands Perfo-Stor™ tool storage solutions

Larson Electronics releases new telescoping light mast

Sovella continually seeks to improve and perfect our wide range of products, and provide solutions that best meet the needs of our users. With those needs in mind, Sovella has expanded on the Perfo-Stor™ line of tool storage systems to offer a broad range of practical and versatile solutions for tool storage. The Perfo-Stor product line includes perforated panels, which can be attached to our slotted uprights or directly to a wall, as well as industrial screening, and over 75 varieties of hooks and tool holders. Undoubtedly, Sovella's most popular tool storage solution is our TKT Tool Storage Unit. These freestanding units hold up to 10 Sovella perforated panels, allowing for hundreds of square feet of tool storage on only 21 square feet of floor space. There is a caster on the lower edge of each panel, making them easy to move. Each perforated panel is able to hold 220 pounds of tools and equipment, with a maximum of 2200 pounds per TKT Storage Unit. Tools can be stored using Sovella's large selection of hooks and tool holders.

Industrial lighting specialist Larson Electronics has announced the release of a 25 foot telescoping light mast with 360° rotating capabilities that is equipped with four explosion proof 150 watt LED light fixtures. The LM-253S-EPL-4X150RT-RB is a fold over light mast that produces 48,000 lumens of light capable of illuminating 2.5 acres of work space. The LM-25-3S-EPL-4X150RT-RB produced by Larson Electronics features a rotating boom that allows for 360° of rotation, a removable mast head affixed with four Class 1 Division 1 150 watt LED light fixtures, and an easy fold over assembly. This three stage light boom can be extended to a height of 25’ for effective coverage and collapsed to 12’. The mast is elevated from its folding position with a 1,000 pound hand winch that is fitted with 3/16” cable. A second 1,000 pound winch provides the 12’ to 25’ elevation of the mast. The 360° rotation is provided by a single T-Handle. By loosening the T-Handle, operators can rotate the mast with ease in either direction and lock it into place once the desired position is found.

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New Products

New HOBO® Plug Load Logger provides accurate equipment energy use data According to the U.S. Department of Energy, plug loads – or energy used by equipment plugged into an outlet – can account for up to 50% of a building’s total electrical load. While minimizing plug loads can be an effective energy reduction strategy in buildings, it is often difficult for energy auditors and building management professionals to determine how much energy individual pieces of equipment such as computers, monitors, printers and other devices consume. This, in turn, makes it difficult to prove out the return-on-investment for energy management and control strategies, or even educate building occupants on the impact of equipment shut-down best practices. To help solve these issues, Onset has announced the HOBO Plug Load Logger, a high-accuracy, easy-to-deploy data logger that measures and records the power and energy consumption of 120V plug loads from office equipment, vending machines and other devices. “As plug load analysis has become a more integral part of identifying savings opportunities in commercial office spaces, the need for a plug load monitoring tool of professional grade that can provide accurate, reliable data to the energy auditing professional is very strong,” said Herman Gustafson, Onset product marketing manager.

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August 2014

BEUMER introduces a new stretch hood model As a single-source provider for filling, palletizing and packaging technologies, BEUMER Group supports its customers in all respects supplying sustainable solutions from a single source. The BEUMER stretch hood A sees the intralogistics specialist from Beckum redesign its tried-andtrusted packaging system from scratch. During the development, our specialists analyzed various components and optimized them in terms of function, arrangement and ergonomics. This includes an intuitive menu system on the machine control via a softtouch panel, an optimized, ergonomically designed workplace for the operator and material-friendly transporting of the film in the machine thanks to an innovative film transport system. The new system also features improved system performance and needs far less floor space. For companies in the construction material, chemical or food and beverage industries, the topic of safety when transporting and storing palletized products has been becoming more important. This is what prompted BEUMER to develop a new machine in its proven BEUMER stretch hood model range that offers even more practical and safer handling for the user, compared with other machines in this model range.

QC Industries launches iPad app for conveyors QC Industries launched an iPad app to help end users navigate their product offering and configure their own conveyors for quoting. The QC Industries’ Conveyor Guide app includes detailed literature on QC Industries’ Automation Series and Industrial Series low profile conveyors, including the popular AS40, 125 Series and InnerDrive conveyors. From within the app, users have access to the QC Industries Conveyor Configurator, where they can configure and quote their own conveyor systems. The Conveyor Configurator uses engineering-based rules to ensure the customer’s selections will work together properly, including any gearmotors, stands, sides/guides and accessories. Customers then receive a detailed quote based on their choices. Users will also find an easy-to-browse interactive list of all the belts QC Industries offers for their conveyors, along with installation and maintenance manuals for all QC Industries products. Additionally, customers can use the app to register their conveyors for QC Industries’ 10-year warranty program. The free app is available in the iTunes app store.

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New Products

Akro-Mils expands wire shelving options Akro-Mils announces new system sizes and accessories for its wire shelving systems. Included in the new system sizes are 12 new standard shelf sizes, four new slanted shelf sizes, and four new post heights. Joining Akro-Mils’ current shelving accessories (standard shelves, shelf posts, leveling feet, casters, and quick-adjust clips) are: slanted chrome shelves attach to posts at an angle, “S” hooks for continuous shelving runs, post clamps that attach two units together for added stability, donut bumpers to keep mobile units from damaging walls, handle with posts for creating mobile wire carts and a horizontal push handle to maneuver taller mobile racks. Shelf ledge keeps items from falling off the shelf sides or back. Clear shelf liner mat keeps small items from falling through open wire shelves, and prevents dust accumulation. Wire and plastic shelf dividers create separated shelf sections. Post-mount and wall-mount brackets attach shelves to posts or directly to a wall.

Portable bench scale provides on-site weighing capability A portable, battery powered bench scale that is legal-for-trade and ideal for applications from a truck such as weighing refrigerant tanks or transformer oil is available from Alliance Scale, Inc. of Canton, Massachusetts. The Alliance/CAS PB Series Portable Bench Scale is ideally suited for field weighing applications because it is legal-for-trade and connects to receipt printers and other devices. Featuring a large 6-digit LCD display which is detachable for easy viewing, this scale weighs just 14.5 lbs. and comes in 150-, 300- and 500 lbs. capacities, with 1/3000 external resolution. Equally effective for in-plant applications such as shipping & receiving and assembly, the Alliance/CAS PB Series Portable Bench Scale includes an RS232 port for connecting to other networked devices and provides 300 hrs. continuous use on Alkaline batteries or 60 hrs. rechargeable. An optional wall mount bracket and a receipt printer are available.

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August 2014

August 2014


New Products

Trellborg launches new pit stop line for 25% increased tire life Trelleborg Wheel Systems has launched its Pit Stop Line innovation for its premium range industrial tires. The revolutionary solution answers one of the industry’s most elusive and critical questions – how to know, with 100% certainty, when a forklift tire is worn out and needs replacing. Incorporating an orange line which is embedded into the tire, the indictor is visible on the tire wall and is designed to reveal itself across the surface of the tire when the rubber has reached the end of its lifetime. Trelleborg Wheel Systems Business Unit President, Jean-Paul Mindermann, commented: “Tires are often replaced with up to 25% of their life remaining simply because people are unaware that tread depth has nothing to do with the life of a solid tire. Not only does this misconception cause a great amount of wastage, but it also costs companies thousands of dollars every year through unnecessary tire replacement and machine downtime.

Lista introduces new tech drawer pull Lista, a STANLEY Industrial & Automotive, LLC business, proudly announces its new line of Tech Drawer Pull aluminum anodized drawer handle covers. Available in three attractive finishes, these sturdy handle covers are rugged, easy to clean, and dependable, making them ideal for automotive, laboratory, museum, and health care settings. The new Tech Drawer Pull has been carefully designed to stand up to even the roughest working environments. Sitting flush with the cabinet, Lista drawer handles improve safety and appearance by eliminating protruding edges which could snag on clothing. A secure fit to the drawer front ensures that the handles remain firmly in place, and the anodized finish protects from harsh conditions by providing increased corrosion resistance. With three finishes to dress up new or existing cabinets, the handle covers are available in Brushed Silver, Chrome Color, or Gloss Black. Easily cleaned, the new shape has no pockets or ridges to catch debris. They can be included on new cabinets, or ordered separately to replace existing handle covers.

Aigner Label Holder Corp introduces the Wire•Rac XTend™ Need a larger label for wire shelving? Our new 3” x 5”, clear PVC XTend label holder slides into the top loading slot of our standard Wire•Rac™ snap-on label holder. The label can be changed or re-located as often as needed, with little time or effort. Retrofits any length holder from three (3) inches in length or longer. 12 per package with printable laser/inkjet inserts included. Aigner has the solution for most any label holder need. Aigner label holders are management tools that prevent problems before they arise. Whatever the initial investment, you’ll receive quick payback in materials, labor, and overall efficiency.


August 2014

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Fork-Co USA has a new web site. Visit us today at: Carriage mounted pipe hold-down clamp adaptable to forklifts ranging from 5000 lb through 15,500 lb. Made in Alvin, TX.

The new Fork-Co USA Comprehensive Catalog for 2014 has been published to the web and is accessible through the web site. Find forks, attachments, parts and accessories there.

Fork-Co Forks & Attachments PH: 888.367.5260

FAX: 281.692.1450

August 2014


New Products

Fuel Systems Solutions plans launch of hightech brake pad line

Leum Engineering unleashes Dockzilla™ mobile yard ramps and portable loading docks

MTM, a fully owned subsidiary of Fuel Systems Solutions, Inc., has created a new unit named BRC Brake Division to launch a comprehensive range of high-tech automotive brake pads. BRC Brake Division is located in Cherasco, Italy, and consists of a world class R&D center and new manufacturing site supervised by MTM's seasoned development experts. BRC Brake Division's brake pads will incorporate chemical technology designed for high-performance competitive racing that is cleaner and more environmental friendly than current models. Consistent with all Fuel Systems aftermarket products, the brake pads will offer OEM equivalent quality at competitive prices and will be sold under Fuel Systems' existing brands, namely BRC Brakes, Zavoli Brakes and IBT-Italian Brake Technology, leveraging the company's existing Automotive Division distribution network of thousands of dealers and workshops, as well as through wholesalers and other channels. BRC Brake expects to launch by the fourth quarter of 2014 with manufacturing capacity of over 1 million sets annually for distribution in the European, South American and Asian markets.

Leum Engineering is heating up the loading dock industry with the official launch of the Dockzilla™ family of mobile yard ramps and portable loading docks. Designed with exclusive ergonomic and employee safety features that meet or exceed OSHA loading dock requirements, Dockzilla mobile and fixed position products increase productivity by up to 80 percent over manual loading/unloading. Eliminating the construction expense and hassle of installing a permanent loading dock, these colossal, yet maneuverable workhorses can be relocated to other projects or when a business moves. From factory to farm, the army of Dockzilla products is ideal for numerous applications industries, and settings – including companies leasing their facilities, seasonal businesses, Fortune 500 manufacturers and retailers with multiple distribution sites, and businesses in industrial parks and warehousing districts. Available in multiple configurations to tackle projects from typical to extreme, the Dockzilla product line includes mobile yard ramps, impactable yard ramps, portable loading docks, dock to ground ramps, self-standing platforms, cross-docks, and custom alternatives to permanent loading dock construction.

Prestolite Power offers updated energy-saving industrial battery chargers

The Lo Riser Inclining Platform Trailer is a versatile tool that will help increase your efficiencies and lower costs to deliver a higher return on your investment. With a Lo Riser you’ll see: Lower labor costs - one man loading/unloading offers more deliveries per day Lower specialized equipment costs - no rollback truck required, just a pickup truck - no crown point, equipment can be driven up the built-in ramp Lower worker’s comp claims - enhanced safety features eliminate most opportunities for injuries - no more dangerous, slanted ramp boards


August 2014

AMETEK Prestolite Power offers the Eclipse II HE Series, the second generation of its Eclipse II advanced highfrequency industrial battery chargers. On its introduction in 2011, AMETEK’s Eclipse II Series employed advanced IGBT high-frequency power conversion circuitry to set the industry standard for efficiency, accuracy and flexibility. The new HE series takes this to the next level, incorporating a series of design refinements to minimize overall energy usage throughout the charge as well as in charge maintenance and idle modes. Designed and manufactured in the United States, the Eclipse II HE provides energy-efficient charging in one of the most compact units available. The highly versatile Eclipse II HE is the most adaptive charging solution on the market. Its advanced high-frequency design is extremely efficient at 93%, converting AC power to usable DC power with minimum possible impact on the utility grid. A .95 power factor minimizes AC amp draw and thereby reduces installation costs. The compact design of the Eclipse II HE requires no more space than existing industrial chargers and is available in several different cabinet configurations to best suit the needs of each user.



For a direct link to these websites, visit and click on the corresponding display ad under the category you are browsing.

E Allied Products E Attachments & Access. E Auctions E Automated Storage Systems E Automatic Identification Equip. E Batteries/Chargers E Container Storage E Controls & Information Handling Systems E Conveyors E Customer Fabricators E Drug Testing Compliance

E Dock Equipment E Drum Handlers E Electrical/Electronic Controls E Engines E Finance Companies E Fluid Power Equipment E Insurance Companies E Inventory & Production Control Systems E Inventory And Bar Coding E Lift Tables E LP Gas Distributors

E Powered Industrial Trucks E Rack/Shelving E Rentals E Repair Services E Robots, Automated Equipment E Safety Products E Seats E Storage Equipment E Sweepers Scrubbers & Brushes E Tires/Wheels E Training Education/Assoc. E Transportation & Hauling Equipment E Warehouse Management

E Mechanical Power Transmission Equipment E Non-Powered Floor Equipment & Access. E Other E Overhead Lifting Equipment & Access. E Packing And Equipment E Pallet Jacks E Plant Facilities Equipment E Parts E Plant Yard Equipment




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Campus Crafts

160 Murray St., Rochester, NY 14606 1-(800) 733-6780


E ATTACH. & ACCESSORIES • Pallet Truck Modifications • Turret Mast Attachment • Mechanical Attachments • Special Design Request and Much Much More...

E CONTAINER STORAGE E Container Options • • •

800-939-DYNA (3962)

E Forks 119 Sizes

Specials Available Chicago & CA Stock

ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web:

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames


Flight Systems Industrial Products Remanufactured Controls


• Partnered With Many Leading OEMs • ISO Certified For Quality Management • Serving The Industry For Over 40 Years • 1-800-333-1194 (800) 255-4109

E ENGINES Engines, Cylinder Heads, Parts

GRINDSTAFF 1-816-796-7676 800-896-7676

E BATTERY/CHARGERS • (800) 255-4109 Reman Engines/Gas, LP, CNG, & Diesel

800-447-3967 August 2014



E PARTS E Steer Assembly (Reman) (800) 255-4109 800-447-3967

Steer Axles, Steer Gears, Orbitrols

EP  ALLET JACKS EZ-Lift Quality Scales and Scissorlifts too Chicago & CA Stock

ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web:

E PARTS E Cylinders–Hydraulic

E Tires/Wheels





690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

Website: • E-mail:

Hader Industries 262-641-8000

15600 W Lincoln Ave, P.O. Box 510260 New Berlin, WI 53151-0260 We also carry pumps, power steering units & valves.

E Emissions Analyzer

E POWERED INDUS. TRUCKS E Lift Truck Wholesalers

800 Trucks In Stock

All Makes and Models Chicago and California Stock

(800) 255-4109


E Manufacturer/Suppliers (New)

5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web:


(800) 255-4109 E Manufacturer/Suppliers (Rebuilt)

Cantilever Racks • Structural Pallet Racks Portable Stacking Racks • Specialty Transport & Storage Products 866.245.3630

Reman Engines, Transmissions, Drive Units, Steer Axles, Steer Gears & Differentials


E Label Holders

E Pallet Truck Parts (800) 255-4109


August 2014




Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

• • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962)

800-939-DYNA (3962)

Corrugated Steel Rack Deck Economical • Strong • Easy-Install Fast Delivery • Drain Holes Painted, galvanized, or stainless steel

Rack Deck by DACS 800-909-4937

FAX 800-909-4938






690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

E REPAIR SERVICES E Motors (Electric)

Website: • E-mail: the solution to all your Electric Lift Truck Motor needs. New • Rebuilt • Exchange • Motors • Armatures • Parts 8 Locations Coast to Coast 800-435-9346

Lift Up Your Business ✷Industrial Pneumatics-Radial & Cross-Ply ✷Super Elastic Resilient ✷Press-On Bands ✷Multi-Purpose Tires (MPT)


E Transmissions

Industrial Tire

E TRAINING EDUCATION/ASSOC E Aftermarket 800-447-3967

Reman Transmissions, Drive Units, Differentials & Torque Converters

AFTER MARKET SERVICES Consulting Co., Inc. Experience the benefits of a full-time After Market Consultant at a fraction of the cost. (803) 548-6707 • Email:

E SAFETY PRODUCTS (800) 255-4109

E TRANSPORTATION & HAULING EQUIP. Phone: 508.991.6660 Fax: 508.991.7330


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Campus Crafts • •

160 Murray St., Rochester, NY 14606 1-(800) 733-6780

Call Material Handling Wholesaler today to learn how this space can help your business grow!


August 2014


Advertiser’s Index Advance Metalworking Company, Inc.. . . 46

Gateway Rack Corp.. . . . . . . . . . . . . . . . . . . 38

Rhino Rubber, LLC. . . . . . . . . . . . . . . 13, Insert

Advantage Material Handling, Inc.. . . . . . 19

Grindstaff Engines, Inc.. . . . . . . . . . . . . . . . 12

RLD Transportation, Inc. . . . . . . . . . . . . . . . 32

Aftermarket Services. . . . . . . . . . . . . . . . . . 15

H&K Equipment Company . . . . . . . . . . . . . . . 28

Safety Systems & Controls Inc.. . . . . . . . . . 26

All Brand Forklift Parts . . . . . . . . . . . . . . . 29

Hader Industries Inc. . . . . . . . . . . . . . . . . . . . 7

Shoppa's Material Handling. . . . . . . . . . . . 23

American Industrial Transmission Inc. . . 17

Hamilton Caster and Mfg.. . . . . . . . . . Insert

Stellana U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 51

Arcon Equipment, Inc. . . . . . . . . . . . . . . . . . 37

Hess Auctioneers. . . . . . . . . . . . . . . . . . . . . . 29

Summit Metal Products, Inc.. . . . . . . . . . . . 35

Bay Equipment Co.. . . . . . . . . . . . . . . . . . . . . 29

Industrial Power Products, Inc. . . . . Insert

Superior Engineering . . . . . . . . . . . . . . . . . . 50

Cavaion Baumann USA. . . . . . . . . . . . . . . . . . 2

JH Thomas Industries LTD. . . . . . . . . . . . . . . 22

Superior Tire & Rubber Corp.. . . . . . . . . . . . 43

CharNor Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . 39

Joseph Industries, Inc.. . . . . . . . . . . . . . . . . . 15

Taylor-Dunn. . . . . . . . . . . . . . . . . . . . . . . . . . 40

Combilift LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 27

Keytroller, LLC. . . . . . . . . . . . . . . . . . . . Insert

Thombert, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 41

Connell Finance Co. Inc. . . . . . . . . . . . . . . . 20

Lift'n Buddy. . . . . . . . . . . . . . . . . . . . . . . Insert

Transamerican Equipment Corp. . . . . . . . . 14

Continental Tire the Americas, LLC.. . . . . . . 6

Material Systems, INC. . . . . . . . . . . . . . . . . . 15

Tri-Boro Storage Products. . . . . . . . . . . . . 21

Dyna Rack. . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

MHEDA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Trivium Logistics . . . . . . . . . . . . . . . . . . . . . . 44

Engine Power Source. . . . . . . . . . . . . . . . . . 11

Mor-Value Parts Company. . . . . . . . . . . . . . 36

TVH . . . . . . . . . . . . . . . . . . . . . . . 1, 9, 52, Insert

Flight Systems Industrial Products (FSIP).10

Motor Tech, Inc.. . . . . . . . . . . . . . . . . . . . . . . . 3

UNIRAK Storage Systems. . . . . . . . . . . . Insert

Florida Lift Systems. . . . . . . . . . . . . . . . . . . . . 5

Nutting . . . . . . . . . . . . . . . . . . . . . . . . . . Insert

West Point Rack, Inc.. . . . . . . . . . . . 31, Insert

Fork-Co USA Sales, LLC. . . . . . . . . . . . . . . . . . 45

Ohio Lift Truck, Inc.. . . . . . . . . . . . . . . . . . . . . 9

Wy'East Products . . . . . . . . . . . . . . . . . . . . . 42

Forklift Pro, Inc.. . . . . . . . . . . . . . . 28, Insert

Power Solutions Inc. . . . . . . . . . . . . . . . . . . 34

Xilin-Americas Material Handling Inc.. . . . 9

Forklift Safety Training Services. . . . . . . . . 8

Rack Deck . . . . . . . . . . . . . . . . . . . . . . . . Insert

Xtra Power Batteries . . . . . . . . . . . . . . Insert

Gamber-Johnson, LLC. . . . . . . . . . . . . . . . . . . 16

Regency Metals . . . . . . . . . . . . . . . . . . . . . . . 18

More advertisers & resources at 50

August 2014

Polyurethane and Rubber

Load Wheels & Tires for all applications

Maximized Performance... Covered By Our Perfection Performance Guarantee

999 Wells Street Lake Geneva, WI 53147 PH: 888-734-7687 FX: 262-348-5570



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August 2014  
August 2014