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Human Element Ann Anderson, Caliper Corp.
Keeping your employees engaged is an ongoing process
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Your Business Eileen Schmidt eBS Mechdata celebrates 50 years
Cover photo courtesy iStock
Cover Story 6
A revolution hits warehousing
Columns 10 20
Aftermarket John Walker It’s right in front of you!
Bottom Line Garry Bartecki We have the advantage
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.
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A revolution hits warehousing “Flying off the shelves” might be a reality in the warehouses of the not-too-distant future. “I believe that drones have the potential to see significant adoption in warehousing and closed-system material handling (within the walls of a facility) years before we see their use in parcel delivery (for example, Amazon’s Prime Air concept pitched on 60 Minutes),” said Chase Murray, assistant professor of industrial and systems engineering at Auburn University. Drones inside a warehouse travel shorter distances, don’t have to deal with weather and won’t trigger safety concerns of the general public, Murray said. The Federal Aviation Administration banned the use of drones for commercial use for now, so Amazon’s drone delivery plans will not occur before 2016, he said. “I don’t think we’ll see a large-scale implementation of delivery by drone before the end of this decade.” The more precise, and preferred by some, term is unmanned or uninhabited aerial vehicle instead of drone. Use inside the warehouse will come before deliveries, although some challenges remain. “Although UAVs are fairly adept at picking up items vertically, I’ve yet to see a system that allows an UAV to retrieve an item sideways (from a shelving rack),” so some infrastructure changes will be needed, Murray said. It might all sound a little George Jetson (to those of us of a certain age who remember The Jetsons television show), but the parts to build robots are readily available, Murray said, and “a growing hobbyist community is creating new platforms that can perform some pretty interesting tasks. We’re seeing organic innovation from the public, not just from research labs. All of this innovation is happening very rapidly. Initially, the ‘cool’ factor captured my attention. I’m fascinated by the idea of small flying robots delivering goods. From an academic point of view, this technology has presented a host of new and interesting challenges” 6
that must be tackled by cross-disciplinary teams to make the drones efficient and cost effective, Murray said. That means drones would have to cut material handling times and costs. Costs of the drones themselves are hard to estimate and depend on application but “for indoor material handling, I think the pricing will be similar in scale to AGV (automated guided vehicle systems).” Murray can envision a combined system, with a UAV piggybacking on top of an AGV, to pick orders. It won’t work in every instance, because drones have limited payload capacity and endurance. “For the right application, I do believe that UAVs will revolutionize material handling,” Murray said. “For example, in warehousing, UAVs may enable faster and easier access to goods stored at greater heights,” so warehouses could have smaller footprints and different warehouse layouts. “Fortunately, the material handling industry has become quite comfortable with robots. AGVs have been in use for quite some time, and UAVs may be perceived as being the 3-dimensional counterpart to AGVs. The third dimension, and the fact that UAVs do not need aisles or roadways, is what will make this revolutionary rather than evolutionary. I think industry is waiting for someone to demonstrate how UAVs can successfully improve operations. Once that happens, I see the demand for UAVs increasing dramatically,” Murray said. Aside from drones, the next decade will see increased, and possibly complete, automation. “We’re headed into an era where there is a lot more automation—so in 10 years we may even be completely automated,” said Joe Micek, Vidmar manager of national accounts. “There are a group of fully motorized products that are keeping up with this trend. Motorized parts carousels take advantage of vertical space, capturing what was once wasted space and
Cover Story turning it into valuable storage. Because of one-person operation and motorized retrieval, they bring parts to the picker, thereby increasing productivity and improving worker safety. With this comes increased space efficiency; a motorized parts carousel’s small footprint maximizes floor space by fully utilizing vertical space.” Micek named space utilization and inventory control -knowing where the product is and how to get to it quickly- as inefficiencies in warehouses. “When you’re not using your warehouse square footage to your advantage it can easily lead to problems. Suddenly you can’t find what you’re looking for, inventory management becomes slow, and you can feel the pinch in your bottom line. Organization is the key to any well-run warehouse, and to be organized you need the power of an efficient storage system on your side. Store the product properly, know where it is, and pick and replenish it quickly,” Micek said. “For instance, two cabinets can store the entire contents of five units of standard shelving. That means you can double your storage capacity and free up space for more productive and profitable uses. What’s more, modular cabinets are designed with the flexibility of building blocks, letting you grow one or more cabinets at a time as your needs expand. You can then change them around into as many configurations as you would like, as often as you need.” “Warehouses of the future will become more like true distribution centers where supplies that come in, and immediately go out without storage of the products,” said Chris Castaldi, director of business development at W&H Systems. “With less storage, more cross-docking operations will occur. Cross-docking is a practice in the logistics field of unloading materials from an incoming truck and loading these materials directly into outbound trucks, trailers, or rail cars, with little or no storage in between. The reason this is occurring is because more retailers are supporting omni-channel fulfillment operations that include fulfillment at stores instead of fulfillment from a warehouse. Stores will have visibility into inventory levels across all retail outlets and have the ability to fulfill orders in-house or get inventory from other stores to fulfill orders,” Castaldi said. Here are some cross-docking best practices, according to Castaldi: • Handle each piece of freight only once. • Make dock layout as compact as possible. • Match staff to shipment volume. • Keep the dock floor clean and organized. • Use materials handling tools to speed movement. Conveyors will allow cartons to travel directly from the unloading trailer to the loading trailer, eliminating travel time and extra handling. Inventory management is an easily rectified inefficiency, Castaldi said. Automation helps keep track of where products are and also helps get them where they need to be. “Most warehouses have issues with items that don’t get sold so they carry a stagnant inventory. These unsold items just continue to take up space in the warehouse, where their value is lost. To rectify this, warehouses need to act more like a distribution center and push these products out to the retail stores. They need to not hold onto the inventory and instead sell it in the stores. Retail stores, on the other hand, need to have areas within the store to handle fulfillment operations. Utilizing systems
such as RFID-tags that identify, diagnose, and prevent out-ofstock conditions, will help to remove uncertainty from in-store inventories and prevent lost sales. Moving inventory out to the storefronts using automation to push products from the warehouse will help rectify the situation. Conveyors, picking systems, sortation units are all material handling automation equipment that can improve throughput and increase efficiencies. Order pickers spend about 60 percent of their time walking product or moving product around. Using conveyors or sortation systems can reduce travel time and improve throughput,” Castaldi said. There will be two types of warehouses. “The warehouse of the future will come in two classes. We will continue to see the large centralized warehouse that is common today,” said Greg Henry, senior vice president of operations and software services for DecisionPoint Systems, Inc. “However, these warehouses will carry much larger product sets and may support multiple companies’ products as we continually look to remove cost from the supply chain. They will also continue to adopt technologies that speed the movement of product through the replenishment cycle. Product packaging will continue to evolve to match the capabilities of the automation equipment.” Even with automation, people will still work in warehouses. “These people will be equipped with GPS sensors, voice computing and wearable display technologies to optimize their performance,” he said, including voice input smartphones or Google Glasses. “The second class of warehouse is the small local warehouse that is likely an extension of retail location or display store front,” Henry said, which will reduce delivery times and inventories. Finance costs of inventories are one of the biggest inefficiencies in warehousing, and supply chain visibility and data analysis will minimize it, he said. “You need data to make correct decisions and not rely on hunches or guesses,” said John Rosenberger, product manager for iWarehouse Gateway for the Raymond Corporation. More data will be gathered and shared, he said. Software and apps on mobile devices will be priced so more companies can afford them. But data needs to be analyzed to be of use. He foresees small to medium companies hiring someone to analyze data just as they hire someone to do their taxes. “Monitor and take action on the data you receive,” Rosenberger said. “If you hook up a monitoring device and expect it to correct your problem, you might as well save your money.” Use the data to change processes and standards, be more efficient with time and people. “Labor is 70 percent of the cost in a warehouse,” Rosenberger said. “If a lift truck is waiting to go down an aisle that is too congested,” or if an operator is waiting for an available truck, that is costing money. One solution is to change delivery times so there will be less congestion and enough trucks to do the work, and have batteries that last the entire shift. Mary Glindinning is a freelance writer who has worked at daily and weekly newspapers for more than 20 years. She lives in rural Shullsburg, Wis. E-mail email@example.com to contact Mary.
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It’s right in front of you! Let’s make it as simple as possible. It is not brain-surgery, it is not rocket science! It is something that is available to you on almost every information system used by equipment dealers. It is an invaluable program everyone can use to market their services to their vast body of potential prospects or to quickly discover the dealership’s competition for aftermarket services. We are again talking about the equipment dealer’s unrecognized opportunities. For years the typical equipment dealer in almost all industries has been focusing their efforts on moving the iron. While there is nothing wrong with this focus, it is difficult to understand why, at the same time, they are moving the iron; they fail to promote the dealership’s ability and willingness to service the equipment following the sale. We are amazed at the number of dealers who have been introduced to computer sales ranking reports that immediately show a group of customers who are purchasing equipment from the dealership, but ignoring the dealership when the time comes to have that same equipment serviced. Dealers are amazed to look at the reports to see just who is purchasing parts from the dealership. A five to ten minute review allows dealers and managers to see just who is buying parts to service the dealerships’ customers. Simply bringing this information to the dealerships’ parts and service managers’ attention should provide enough
prospects to keep managers and dealership’s customer service representatives busy for months. I have asked myself on numerous occasions: Doesn’t the dealer want this profitable business? When I titled this article: It’s Right in Front of You; that is exactly what I mean. I have sat down with numerous dealers and distributors in all industries, brought the parts managers in, as well as the service managers, opened the file and asked the questions: 1) Is this or is this not a list of prospects for your two aftermarket departments to increase their sales and profitability? 2) Is this not a list of competitors who are taking large amounts of product support sales and profits away from your dealership? One successful dealer reviewing the reports eventually decided, after seeing how much business, in service, an independent was taking away from him, to take action. The independent was one of the dealer’s top parts customers. Eventually the dealer “bought-out” the independent, and happily one of the side benefits was that the dealer acquired ten qualified technicians all with a combined 125 years of experience servicing the equipment the dealership had sold but seldom serviced. Caterpillar (Dirt Div) announced to their dealers that their records show that globally the company believes their dealers are leaving $18 billion in aftermarket sales on the table; thanks CAT!
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Aftermarket For years we have focused on the need for equipment dealers to market their service department with the same enthusiasm and intensity that they put forth in marketing the equipment they have chosen to market. We have developed fourteen marketing steps for dealers to market their product support, while at the same time increasing their service profitability. Following these fourteen points has set the path for many dealers to enjoy increased sales and profitability. We can continue to think negatively about our service department’s opportunities, or we can take a completely positive attitude toward service. It is the equipment dealer’s last opportunity for high profitability. How many times have you heard yourself or your fellow dealer make a comment such as: Margins are declining dramatically on our equipment and now the manufacturers are cutting our parts margins and there is absolutely nothing we can do about it! Couple the unrecognized sales opportunities from service with the unrecognized opportunities for service profits and you will be in a position to control your own destiny as far as margins are concerned. You will have created a winning combination for success, if it is your decision to do so. We have provided dealers fourteen specific steps to consider if they are interested in turning their service culture completely around. Seven of those steps are listed here. Information regarding the other seven can be found at the end of this article. 1) Turn your shop into an individual profit center, a department that covers all of its expenses and has a “big chunk” left over for the dealership’s Absorption Rate. 2) Eliminate all of your shop
internals. Most internals are nothing more than sales person’s discounts anyway. 3) Look at your shop’s percentage of contribution to total dealership sales. Whatever it is, determine what is needed to increase this contribution by 5% to 7%. 4) If your shop is not “flat rate”, consider doing so. 5) Analyze your shop and individual technician’s Service Billing Efficiency. Determine your own percentage number and compare it with industry standards. Whether it is: 60%, 65% or even 70%, figure out a specific increase for the coming year. See what a minimum of 5% improvement would do for your overall profitability. 6) Figure your Service Gross Profit. If it is running at 50% to 55%, figure out your increased profitability with an additional 5% to 10%. 7) Last, but not least, take a long hard look at your hourly labor rate and make sure you are keeping pace with your service expenses. Don’t look at your labor rate through the eyes of your sales department; don’t look at it from the standpoint of what is being charged down the street. Look at your own labor rate on the basis of what you must charge to make an acceptable profit on your overall shop investment. Any shop is labor intensive and generally most shops employ more personnel than any other department within the dealership. Curries’ model for equipment dealerships now calls for 50%+ of all the dealership’s employees being technicians. Personnel costs and expenses have a tendency to increase 75% faster than other dealership expenses. You can be assured the government will see to it that this will continue into the future. Equipment dealers will be paying a premium for qualified technicians both now and in the future. For a long time it has been a situation of supply and demand. If your labor rates do not
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Aftermarket increase accordingly, how will you cover the cost of increased technicians’ wages? Most equipment dealers today are out of line with other segments of the business world as far as labor rates are concerned. Consider the plumber or the computer service technician. Look at the equipment your technicians are servicing. With every passing year this equipment gets more and more technical and complicated. Plan your labor rate increases. Why not consider something simple like a $4.99 an hour increase every six months? Sound reasonable? It is far better to do it on a quarterly or semi-annual basis than it is to make a $25 to $30 dollar increase after five years of no increases. Whether your dealership is a million dollar operation or a multi-million dollar operation, the ideal situation involving the seven changes mentioned is that in all of the seven changes, additional expenses can be kept to a minimum. By doing this, additional profitability drops to the “bottom-line” of the dealer’s financial statement. Look at the amount of “over-time” your shop is experiencing. Check whether or not this over-time is being billed to the customer and if not then “why not”? Is there any reason why a customer should not be charged time and travel? Have we just continued to allow this to be ignored, without thinking about what it is costing the dealership? Very few changes in a typical equipment dealership can have this overall dramatic effect upon any dealership’s profitability like the changes you make in properly managing by the numbers! Can these changes be made painlessly and without a whole lot of additional effort? Certainly not! The changes will require dedication and commitment right from the top. The changes
will also require a truly professional service manager, a manager capable of planning the details and achieving results. Many dealers dislike our thinking concerning internal labor rates. Some dealers we have discovered don’t even have internal rates, sales is billed nothing, nada, zilch for service work. We have found it works to start off by charging sales the same labor rate you set for your best customers ... There are simple financial exercises to illustrate the typical equipment dealer’s potential service opportunity. What we refer to as unrecognized service profit opportunities. Set your sights on performing the seven steps mentioned above and then do the additional seven in the manual we are offering you. Start off by truly marketing your dealership’s service. Dealerships doing this show parts sales increases of as much as 26% and this is all increased sales and profits with little increased investment. Become a pioneer in the coming years; focus upon your true opportunities. Head out for the new frontier and increase your profitability accordingly. It certainly can be accomplished if the commitment is made. Things that do not change will continue to remain the same! Our special offer to dealers again this month is our document entitled: Fourteen Steps to Increase Product Support Sales and Profits! Email us your request with the name and address of your dealership and your position within the dealership and we will email you this document and you will be invoiced $14.99 payable only if you are satisfied. Email us at 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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YRC Freight driving team sets company safety record
BTS releases July 2014 freight Transportation Services Index (TSI)
YRC Freight announced that the company held an employee safety ceremony for its Albuquerque, N.M. driving team today to celebrate 15 million consecutive accident- and injury-free miles, a company record. The accident- and injury-free streak began in January 2013 and has been accomplished by all 85 members of the Albuquerque professional driving team. "Having 85 drivers work together to achieve 15 million consecutive accident- and injury-free miles is a testament to the professionalism of the Albuquerque team. It is a real honor to be in Albuquerque with the drivers today so that we can personally pay tribute to their achievement," said YRC Freight President Darren Hawkins. "The YRC Freight Albuquerque driving team's safety record is evidence of what a team can do when collectively focused not only on their own safety, but also on the safety of others." At the safety celebration held today, the company unveiled a specially designed trailer saluting the drivers' achievement and will provide each driver with a diecast replica of the equipment. www.yrc.com
The Freight Transportation Services Index (TSI), which is based on the amount of freight carried by the for-hire transportation industry, rose 0.9 percent in July from June, rising after a onemonth decline, according to the U.S. Department of Transportation’s Bureau of Transportation Statistics’ (BTS). The July 2014 index level (119.6) was 26.5 percent above the April 2009 low during the most recent recession. The level of freight shipments in July measured by the Freight TSI (119.6) was 0.5 percent below the all-time high level of 120.3 in May 2014. BTS’ TSI records begin in 2000. The June index was revised down to 118.6 from 119.1 in last month’s release. The May index, the all-time high, was revised up slightly while the January through April indexes were revised down slightly. The Freight TSI measures the month-to-month changes in freight shipments by mode of transportation in tons and ton-miles, which are combined into one index. The index measures the output of the for-hire freight transportation industry and consists of data from for-hire trucking, rail, inland waterways, pipelines and air freight. www.rita.dot.gov
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Bottom Line Garry Bartecki
We have the advantage The question is … will we use it? I think we will for the betterment of the economy, the job numbers and the material handling business. As I have mentioned previously I read and review at least 15 financial and business publications a month, and recently it has been a bit confusing about what to expect and when in terms of GDP, interest rates, employment, inflation (deflation) and the almighty dollar. And every month you find some useful information and details that specifically addresses the material handling industry. This month I was reading John Mauldin’s Thoughts from the Frontline dated September 14, 2014. In it is an exhibit prepared by Boston Consulting Group comparing manufacturing costs for the top 25 export economies, with some very surprising results. The four major areas of direct costs for each country listed are compared in terms of 2014 dollars. The costs covered are: • Labor • Electricity • Natural Gas • Other No other costs are considered and the survey covered all the major export economies including China, Mexico, Japan, etc. What do you think this exhibit shows?
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What it shows is labor being the biggest factor among the four expense categories as you would expect. But what is surprising is how much impact energy costs have on the overall outcome. Mexico for example is now manufacturing for a lower cost than China, and from what I have been reading about new manufacturing sites Mexico is getting more than their fair share which is borne out by the new auto manufacturing plants being built in Mexico. Also surprising is when comparing the US to China they are pretty close, with the US having a 100 reading compared to China’s 96. Mexico is 91. What brings us so close to China is the difference in our energy costs compared to theirs. In short, our excess labor costs are offset by our very attractive energy costs. After reviewing this chart you have to ask yourself why more manufacturing jobs are not coming back to the US. Unless you are selling a good portion of what you are manufacturing in China to China you have to believe that management will find it advantageous to bring the work home, and thus provide more opportunity for the US lift truck industry. Sounds easy does it not….it’s cheaper to manufacture here than China so bring the work home. And now we get to the more confusing part dealing with currency values. Want to get a more favorable spot on this exhibit just weaken your currency and the rest will take care of itself. The US Dollar has been pretty strong lately but we still sit attractively on the exhibit because of our very efficient energy cost. You are all probably aware of the issues facing our dollar, with the IMF as well as the other major countries trying to set up their own international currency to replace the dollar. When your national debt as well as unfunded obligations total what ours does I can appreciate how holders of our debt assign a higher amount of risk to that investment. Time will tell how this will play out, but to be replaced as the world’s reserve currency is not a good thing, especially with the number of dollars we are currently printing. The exhibit in this newsletter exemplifies what I mentioned earlier about finding items of interest related to your industry. You wonder if our local, state and federal are aware of this opportunity and are taking steps to encourage this transition to take place. You also have to wonder if any customers you have with foreign production sites have considered this opportunity. It may be worth a discussion with the right parties along with your offer to help them plan and set up their new manufacturing and warehousing sites. On the other side of the coin I bet any increase in activity would cause an extension of lead times getting equipment. Now wouldn’t that be a nice place to be … maybe. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail email@example.com to contact Garry.
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Human Element Ann Anderson, Caliper Corp.
Keeping your employees engaged is an ongoing process It is generally understood that the more employees are engaged in their positions or company, the more effective they will be at performing their responsibilities. But how can you tell whether a person is truly engaged in the job or just scraping by and slowly burning out? The Wall Street Journal recently ran an article that described Danielle Blimline‘s struggle to decide whether to quit or stay in a job that was no longer engaging her. She was a top performer in the role, but she no longer felt challenged. She felt stuck, and the result was a decline in her performance for the first time in her career with Level 3 Communications. After receiving coaching from an outside resource, she decided to take a chance, propose a change to management, and ask if the company would accommodate her professional needs. However, Ms. Blimline is an exception. She was unhappy with her job, and she took charge in the hopes of finding a solution that would allow her to stay with Level 3. More often than not, employees who are not engaged will underperform, try to “get by,” or simply quit. It’s important to look for red flags indicating that your employees may be experiencing a similar level of disengagement. Are any of your top performers starting to falter? What’s happening? We recommend looking for some warning signs of burnout by asking yourself these questions: • Has the individual been in the same role for a significant amount of time?
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• Does the person complete the same types of tasks or projects again and again? • Is the employee seeking out new or challenging activities and being held back or denied? • Has his or her morale dropped in recent months? • Has his or her formerly strong performance begun to decline? Often, when a current or former top performer leaves a position, it’s because of disengagement, not a skills issue. If you feel one of your employees may be in danger of burnout, we recommend having a conversation to find out the answers to some critical questions. Where does he or she want to be? What type of work does he or she want to do? What seems to motivate him or her? What’s missing in his or her current role? By reaching out to your employees to solicit their input and incorporate their ideas, you are showing that you care. It’s important to provide opportunities for your people to stretch in ways that benefit them – not just the company. By pulling them back in, you can start to pave the way for enhanced engagement and, in turn, enhanced performance. 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 firstname.lastname@example.org to contact Caliper.
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Sales Trends Dave Kahle
The impenetrable account How do I sell to an account that is firmly in the hands of a competitor? In one form or another, I hear that question at almost every sales seminar I teach. It's a great question, reflecting one of the most perplexing and frustrating situations every sales person faces. If you haven't yet been faced with this problem, be patient, you will soon be. Here's how this usually develops: You've called on a highpotential account a number of times, but can't seem to get anywhere. The more time you spend in the account, the more apparent it is that one or more of your competitors are deeply ingrained as suppliers to that account. You may even have had someone say to you, "We do all our business with XYZ competitor." And that leaves you on the outside looking in. If the account has some real potential, you want to be seriously considered as a supplier. But it looks like this account is not really interested in you - not because of you or your company, but because of a previously established strong relationship with a competitor. So, how do you manage this account? What should you do? Let's start with what not to do. Don't vent your frustration by speaking poorly about the competition. And don't attack the competitor's products, company, practices or salespeople. Someone who works for this
customer - or more likely, several people who work there chose to do business with that competitor. They have chosen to buy the competitor's products, have developed a close working relationship, and may be good friends outside of work. When you speak badly about the competition, you insult all those decisions made by the customer to work with that particular competitor. Trying to penetrate an account by insulting your customer's judgement is not a particularly effective technique. Realize, also, that you have only a tiny glimpse of what your competitor is really like. You may have found some evidence in another account of their ineptness, or what you perceive as unethical behavior. And on the basis of this tiny experience, you're ready to launch a holy crusade to reveal their deep flaws and expose the risks of doing business with them. That is almost never the truth. Almost always, your competitor is a company with the products, ethics, business systems, people and goals that are very similar to yours. Very few companies survive in this highly competitive market place if they have shoddy products, lax business morals, incompetent people and poor operating systems. When you criticize these things in your competitor, you show yourself to be ignorant and inexperienced. But what should you do?
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Invest with other industry leaders
GUARANTEED DIVIDENDS! Due to the investments of 35 forward-looking manufacturers and distributors over the past two years, we are elated to report that the Howard Bernstein Scholarship Fund has awarded 24 scholarships for a total of $120,000 to future leaders in our industry.
What Dividends? Current A) Instant nationwide recognition of your company as a progressive leader within our industry. B) Instant recognition by thousands of students who have invested 4 years of their lives at great expense to bring their skills to your company. C) Eliminate the grueling time and effort and great expense to find fully trained “ready to go” talent. D) Opportunities to establish personal ongoing relationships with your choice of one or even more of the qualifying universities. Long Range A) Continuing direct personal relationships with universities of your choice. B) Potential opportunities to visit schools and perhaps to personally address the students on a scheduled program C) Scholarships have been awarded to the following universities: • Auburn • Texas A&M • Clarkson • University of Arkansas • East Carolina • University of Illinois • Oklahoma State • University of Louisville • Penn State • University of Nebraska • Purdue • University of Tennessee • University of Wisconsin • South Dakota State
D) We now have 76 pre-qualified universities from coast to coast with appropriate graduate curriculum of distribution and/or engineering and the list is growing. E) Join with other industry leaders to ensure growth and increased opportunities in the future. F) Join the following who have wisely invested in this important program: • AK Material Handling • Material Handling Wholesaler • Allied Equipment • Mr. Gary Moore • Arnold Machinery • Morrison Industrial Equipment • Atlas Companies • National Lift of Arkansas • Atlas Toyota Material Handling • Ningbo Ruyi Joint Stock Co., Ltd. • Cardinal Carryor • Mr. George Prest • CMH Services • Riekes Equipment Company • Conger Toyota Lift • Mr. George Sefer • Doosan Infracore • St. Onge Company • Stoffel Equipment Company • Eastern Lift Truck • Sunbelt Industrial Trucks • EnerSys • TEKLYNX • Equipco • Toyota Lift of LA • FMH Material Handling • Hamilton Caster • Toyota Material Handling USA • Harrington Hoists • Transamerican Equipment • Hy-Tek Material Handling • TVH Americas • Integrated Warehouse Systems • Worldwide Material Handling • Lift & Equipment
This scholarship program is managed and administered by the Material Handling Education Foundation, Inc. For additional information contact Donna Varner at the foundation 704.714.8731 or Howard Bernstein at 847.433.6585 (summer) or 760.770.6645 (winter).
All scholarships identify the sponsors as benefactors and do not name Howard Bernstein.
Yes, I wish to be an investor in our industry’s future! Name: ______________________________________Title: ______________________________ Company ______________________________ Address: ________________________________________________________________________State: ___________ Zip: ________________ Phone:___________________________Fax: _____________________________Email: _____________________________________________ Elite $5,000 and above
Other $ _________
MHEFI is a non-profit IRC501(C) (3) charitable organization in partnership with MHEDA and MHI.
Please fill out form above and mail to: Material Handling Education Foundation, Inc. (MHEFI) Attn: Donna Varner | 8720 Red Oak Blvd., STE 201 | Charlotte, NC 28217-3992
Sales Trends Here are two proven techniques to penetrate these kinds of accounts. 1. Go around the competition, not through them. This customer is probably not buying everything from your primary competitor. There likely is a handful of other suppliers selling items that you could supply. Focus on those. Find items that are being purchased from someone other than the main vendor, and present your company's options on those. Often these could be small quantities of relatively inconspicuous items that don't appear on the radar screen of your competitor. When you put together attractive programs and proposals for those kinds of items, you don't threaten your customer's relationship with your competitor, and you begin to show them the value of a relationship with you. Be careful to keep a relatively low profile in the account. You don't want to draw your competitor's attention. At first, as you try to pick off some of these miscellaneous items you are very vulnerable to your primary competitor finding and squashing you. As time goes by and you're successful at becoming the supplier of a number of miscellaneous items, you'll gain power and position within the account, and in so doing, build some defenses against the ire of your competitor. You're always safer if your competitor underestimates your activity and success within an account. So, at least until you're well established, be as discreet and inconspicuous as possible. Here's a number of ways to implement this strategy of "going around the competition." A. F ind some area within the customer's business where the competition is very weak. For example, when I was
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selling hospital supplies, I discovered that one of my major competitors was very strong in the operating room. The competitor had a wide range of products, well-respected lines, a history of being active and interested in that area of the hospital, and significant expertise in operating room procedures and problems. So, I didn't bother with the operating room, and spent my time in respiratory therapy and ICU. The competition never bothered to visit those departments. I went around my competition by finding a department on which to focus where the competition was weak. B. F ind someone who doesn't like dealing with your competitor. This may take longer. In a large organization, there are often dozens of decision-makers and influencers. It's likely that one or more of them may not like dealing with your competitor. Maybe personalities clashed sometime in the past, or someone felt slighted or treated rudely. Regardless, someone inside that organization may not be your competitor's biggest fan. Find that person(s). But don't be too quick to bet your future on that relationship. Before you begin to work with that person, access that person's political power within the account. It may be that the champion you selected is viewed as a perpetual complainer who never has any constructive opinions to offer. If that's the case, you'll hurt yourself in the account by aligning with him/her. If you come to the conclusion that your champion is a strong and respected player with in the account, then focus on building a relationship and equipping that person to pursue his or her own agenda with your assistance. 2. Make a persistent, strong appeal to be the secondary supplier for that account. Here's one important thing you know about this customer: They are loyal to their key supplier. That indicates a philosophical position this customer holds - these are people who believe in loyalty to suppliers who do a good job in their account. That's why they continue to buy from your competitor. So, use that position to your own advantage. Make a consistent appeal to the customer that they ought to have the same kind of relationship with a back-up supplier - you. You're not implying criticism of the primary supplier, but things that are out of their control can happen, and the continuity of supplies can be interrupted. In that case, it's to the customer's advantage to have a good relationship with a secondary supplier. That's an argument that often resonates effectively within this kind of account. If they agree with that position, then it follows that they need to be doing some business with you in order to keep you interested and active within the account. And that should lead to a discussion of what you can be selling to them. Both of these strategies require you to be persistent in visiting the account and staying visible to them, even in the face of little success or encouragement from them. Assuming that the potential of the account is worth the investment, this persistency may be your key strategy. I was faced with this exact situation on more than one occasion. As I was venting my frustration over a particularly difficult account, my manager counseled me like this: "The only
Sales Trends thing you can count on," he said, "is that things will change. We don't know how, and we don't know when, but we do know that things will change. Your job is to stay in front of the customer and position yourself to be the customer's easiest, lowest risk choice when things finally do change with the competition" What great advice that turned out to be. The best example was a medium-sized account not far from my home. On my first call there, I met with the head of purchasing. After listening politely to my presentation, he said, "Young man, we already have too many vendors. We don't want to add new ones; we want to eliminate some we already have. Secondly, we don't know much about your company, but what we do know we don't like. So, I'd advise you not to waste your time here." I considered that a real challenge. So, about six weeks later, I returned with my strongest product. This was a product called suction tubing, which is a stable item in a hospital. Every hospital uses it in all sorts of ways and places throughout their operations. We had an exclusive with the country's largest and best manufacturer of suction tubing, coupled with excellent pricing. He couldn't say no to my deal on suction tubing. Again, he listened patiently to my presentation. When I had finished, he said, "We don't use any." I looked through the open door of his office, and saw a supply cart in the hall outside, with suction tubing hanging from it. He was lying to me. I knew it, and he knew that I knew it.
2008, MAST 117/159, 2006, MAST 111/126, 22,000 10,000 LB CAP, LPG, W/ LB CAP @ 24” LOAD CENTER, FKS, PNEU TIRES, OHG, LPG, MONO, 84” FKS, SOLID FORK POSITIONER, 138” TIRES, OHG, S/S, FORK WIDE CARRIAGE, 7732 HRS POSITIONER, 4 WAYS.
TAYLOR THD300 2000, MAST 186/216, 30,000 LB CAP, LPG, AUTO, 96” FKS, PNEU TIRES, S/S, FORK POSITIONER, NO SMOKE.
2006, MAST 147/212 WIDE VIEW, 15,500 LB CAP, LPG, LEVER, 48” FKS, PNEU TIRES, CAB, S/S, FORK POSITIONER, NO SMOKE, 100” CARRIAGE.
1999, MAST 131/177, 17,000 LB CAP, DSL, AUTO, 48” FKS, PNEU TIRES, CAB, S/S, NO SMOKE.
2012, MAST 83/131 WIDE VIEW, 6,000 LB CAP, LPG, AUTO, PNEU TIRES, OHG, S/S, NO SMOKE.
"This really is going to be a challenge," I thought to myself. As I reflected on the account, it became apparent that he was protecting a relationship with my arch competitor. I decided on two lines of attack: Find someone to sell to who wasn't enamored with the competitor, and hang in there as an easy choice if, and when, the competitor stumbled. That's exactly what happened. I found one of the purchasing agents who was interested in what my company had to offer. When the competitor was backordered on an item, the customer turned to us. We were able to deliver. That eventually lead to our obtaining the contract for that item. And that opened the door, gave me a foothold in the account, and allowed me an opportunity to begin working within it. Three years later, that account had become one of my best. I had penetrated it to a greater degree than any others. And, the head of purchasing that had previously so ardently protected the relationship with my competitor, now just as ardently protected the relationship with me. That is what makes it all worthwhile. Almost always, those accounts that protect a relationship with your competitor will just as fervently protect the relationship with you when you become their primary supplier. The payoff is well worth the investment. 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.
2007, MAST 140/180 WIDE 2004, MAST 168/197, 33,000 VIEW, 15,000 LB CAP, LB CAP @ 24” LOAD CENTER, DIESEL, HYDRO, PNEU TIRES, PERKINS DSL, POWERSHIFT, OHG, NO SMOKE. 72” FKS, PNEU TIRES, CAB, S/S, FORK POSITIONER, GOOD TRUCK.
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2007, MAST 92/189, 12,000 LB CAP, LPG, AUTO, 48” FKS, SOLID TIRES, OHG, S/S, NO SMOKE.
2003, MAST 164/173, 35,000 LB CAP @ 48” LOAD CENTER, DSL, 3 SPEED, 96” FKS, PNEU TIRES, CAB, S/S.
1978, MAST 160/132, 62,000 LB CAP, DSL, POWERSHIFT, 72” FKS, PNEU TIRES, CAB, 3RD VALVE, NO SMOKE, W/COIL RAM, STRONG TRUCK.
2007, MAST 100/185 TSU, 15,500 LB CAP, LPG, MONO, SOLID TIRES, OHG, 4 WAYS, NO SMOKE.
2006, MAST 147/157, 33,000 LB CAP, DSL, POWERSHIFT, 92” FKS, PNEU TIRES, OHG, S/S, FORK POSITIONER, NO SMOKE, PAINTED, STRONG TRUCK.
1998, MAST 147/180 WIDE VIEW, 35,000 LB CAP @ 24” LOAD CENTER, CUMMINS DSL, 3 SPEED, 96” FKS, PNEU TIRES, CAB, S/S, REBUILT STEER AXLE, GOOD STRONG TRUCK.
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Si Necesita Asistencia En Espanol Contacte A Heidy Rivas For Our Rental Units Visit Our Website: WWW.BIGFORKLIFTRENTALS.COM
Shifting Gears Industry personnel and organization news
UniCarriers announces Nissan Forklift Nine, Dealer of Excellence and President’s Award Winners for 2013 UniCarriers Americas Corporation (UCA) announces the winners of its Nissan Forklift Nine, Dealer Excellence Awards and its President’s Award winner. The “Nissan Forklift Nine, Dealer of Excellence Award” for fiscal year 2013, which ended March 31, 2014, rewards and recognizes the top nine Nissan Forklift brand dealers throughout the Americas. The Nissan Forklift Nine winners set the standard to which all dealers representing Nissan Forklift by UniCarriers brand products strive to achieve. They create a culture of sales and service professionalism within their organizations, and reflect UniCarriers Americas’ core values. All Nissan Forklift by UniCarriers dealers are measured and evaluated across major categories, including new equipment sales, market penetration, aftermarket parts sales, service expertise, overall performance and professionalism. To attain status as a Nissan Forklift Nine, Dealer of Excellence Award winner, each organization accepted UCA’s challenge, surpassing previous goals and ranking among the OEM’s leading dealerships. The following nine dealers excelled in these critical areas and earned
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the prestigious status as Nissan Forklift Nine, Dealer of Excellence Award winners for 2013: • Capital Equipment & Handling Hartland, Wis. • CFE Equipment Corporation Norfolk, Va. Also received 2013 President’s Award • Forklift Systems, Inc. Nashville, Tenn. • Forklifts of Minnesota, Inc. Bloomington, Minn. • Hoj Forklift Systems Salt Lake City, Utah • J.M. Equipment Co., Inc. Manteca, Calif. • J.V. Equipment, Inc. Edinburg, Texas • M&L Industries LLC Houma, La. • MSB Leon S.A. de C.V. Leon, Guanajuato, Mexico “2013 was a transitional year for UniCarriers Americas that produced positive results for the company and our dealers,” said James Radous III, executive vice president sales, Americas, UniCarriers Americas. “Not only do we celebrate these nine excellent dealers, we appreciate everything they do in representing the face of UniCarriers Americas every day.” Introduced in 1990, the Nissan Forklift President’s Award, presented by UniCarriers Americas, recognizes a single dealership from its Nissan Forklift Nine, Dealer of Excellence winners, that embodies the essential characteristics found only in the most accomplished organizations. To earn this honor, the dealership must outperform previous years, and reach the highest tier of success. “The President’s Award represents the premier honor from UCA and is the most challenging accomplishment for dealers.
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We are proud to recognize CFE Equipment with the President’s Award for 2013,” said Radous. “CFE Equipment embraces the important principles of collaboration among its team, exhibits respect and passion for our profession and continuously pursues excellence in all its endeavors.” CFE Equipment has represented the Nissan Forklift brand for nearly 40 years, producing multiple sales professionals who’ve earned the esteemed Pinnacle Sales Award during its tenure. The dealership has been honored as a Nissan Forklift Nine, Dealer of Excellence Award winner 19 out of the past 22 years, including 2013, and earned gold level status in UCA’s Service Excellence Program across its branch locations. CFE is the only dealership to win the celebrated President’s Award five times.
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American Crane & Equipment announces appointment of new executive vice president
Hyster joins ISRI, the “Voice of the Recycling Industry”
American Crane & Equipment Corporation, an Eastern Pennsylvania based manufacturer of overhead electric cranes and hoists, has promoted Karen Norheim to Executive Vice President. Norheim joined the company in 2002 and has served as Vice President of Marketing and Information Technology for the past six years. As VP of Marketing and IT, Norheim coordinated Karen Norheim marketing activities and established network and computer systems for this large manufacturing corporation. Norheim studied at Pennsylvania State University, earning two undergraduate degrees in Marketing/International Business and International Studies. She also earned a Master’s Degree in Information Science and a Master’s Degree in Business Administration. Prior to joining the team at American Crane, Norheim worked in web development, web analysis and marketing management. During her tenure at American Crane, Norheim successfully increased product sales through expanding distribution channels and implementing innovative marketing strategies.
Hyster Company announced that it has joined the Institute of Scrap Recycling Industries (ISRI) international trade association. As the “Voice of the Recycling Industry,” the ISRI provides safety, education, advocacy and compliance training, and promotes the vital role that recycling plays in the U.S. economy, global trade, the environment and sustainable development. “As a manufacturer of lift trucks for heavy duty industries, including metal and scrap handling applications, we look forward to the many benefits and insights our ISRI membership will provide, in addition to adding our voice to the industry’s trade association,” said Len Lawrence, industry manager of metals for Hyster Company. “It’s exciting to be a part of an organization that does so much for the recycling industry.” The ISRI membership will provide Hyster with access to state-of-the-art education and training ranging from operations and facility management to safety guidance, to the most up-to-date information on regulatory matters, market trends and industry news. Additionally, advocacy tools to promote responsible recycling initiatives at the federal, state and local levels and community outreach materials will also be available for use. www.hyster.com
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eBS Mechdata celebrates 50 years Founded in Colorado before the dawn of the information and technology age, eBS Mechdata Corporation got its start by providing clients with pieces of key business intelligence. The company would transform a dealer's raw data into a report of up-to-date information in critical areas like how much inventory to keep on hand or how much expense was allocated to specific goods. But soon business technology began to change, and eBS leaders quickly adapted. “As technology went into hyper speed, so did (company founding president) Bill Jones and (vice president) Jay Spencer. They began writing integrated accounting and innovative inventory programs,” said Kim Prevost, director of business development for eBS. Today, the company provides computing solutions for equipment dealers and distributors worldwide. eBS specializes in the construction, agricultural, lift truck and material handling sectors, according to the business website. The eBS program Next for Windows SQL also handles light manufacturing: such as field service vehicles for Aspen Equipment and Fallsway Equipment, of Minnesota and Ohio respectively, and fire truck compilation, for Ross Equipment in Utah. Following the company's inception, Jones and Spencer developed a series of new programs designed to work logically with the flow of business. In the 1980s, eBS launched a solution that included real-time accounting, Next Generation. The program featured a distinctively blue screens compared to the green screens in other software of the era. By the 1990s, when computers were becoming mainstream in the business world, eBS launched a new system - Next for Windows on the UNIX platform featuring more memory and virtual space. It allowed equipment dealers to get work done as much as 80 percent faster than in the past. In March of 2007, eBS unveiled technology that allowed dealers to store information without the previous considerable archive and memory limitations. Now, with eBS Next for Windows SQL, dealers could gather information even faster. Ron Rogers became company presidency in 2008 and began moving eBS at “warp speed” in addition to seeking out the best possible industry partners, according to Prevost.
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Now, a half a century after the company's start, the information technology world has changed beyond recognition and eBS has grown and adapted with the rapid changes. The company offers both in-house and Cloud access to its Next for Windows SQL package. In addition, eBS now provides a new Mobile Suite that currently offers a Customer Self-Service Portal (CSSP) and a Customer Relationship Management tool, (CRM). These Mobile Apps are available on both iOS and Android formats as well as via the web. Key throughout eBS' history has been having real data from the field, according to Prevost. It “has been what has truly made the difference in eBS' solutions throughout its history,” she said. The largest share of eBS clients are concentrated in North America, Australia and New Zealand. The company has Cloud backups on the East Coast, London and in Sydney, Australia. eBS is headquartered in Houston and is currently setting up an Australian location that will handle support calls, sales and some training. “But that is not our only area of expansion. Interest from a series of South American dealers – a concentration in Panama – is also looking very promising,” said Prevost, who said the company continues to seek out new clients worldwide. eBS clients range in size from small to some dealers with as many as 500 users. Many have worked with eBS for a long time, 15 percent for over a decade and a half. The company's oldest customer is now in its 40th year with eBS. “We are built of hard working, nose-to-the-grindstone individuals,” Prevost said. “We strive to create the best customer experience, with the highest quality product, at a decent price and provide the best customer service.” Customer loyalty is the highest form of flattery in our everchanging world.” And what will the next 50 years bring? “We are headed toward even more mobility and less ties to the desk,” said Prevost, who said dealers are looking for the best and fastest ways to serve customers. “We are ready to take them there with e-commerce solutions for their parts and equipment that can be customized to their preference and branded to their company.” The future will hold faster and easier methods of distributing information like diagnostics and meter readings, according to Prevost. She said companies will be able to feed that information into the system regarding those areas “at the click of a button or flash of a light.” Prevost believes by the end of the next half a century that eBS, already a cornerstone of the equipment software industry, may be revolutionizing entirely new components within the industries it serves. “We did start out as just a little data reporting station after all,” Prevost said. Eileen Schmidt is a freelance writer and journalist based in the Greater Milwaukee area. She has written for print and online publications for the past 12 years. Email firstname.lastname@example.org or visit eileenmozinskischmidt.wordpress.com to contact Eileen.
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Akro-Mils introduces universal hanging bin Akro-Mils introduces the Universal Hanging Bin. This uniquely designed bin can be hung from any of its four sides, creating different bin profiles. An Akro-Mils exclusive. One bin does it all. The Universal Hanging Bin’s patent-pending design allows bins to adapt to users’ changing storage needs. The bins feature a full-rim hanging cleat design that allows the bin to be hung from a louvered panel by any of its four sides, and from rails by two sides. In addition, the bins are sized to fit evenly across standardsize wire and steel shelving units, providing added utility for optimizing storage spaces. www.akro-mils.com
APEM, INC. launches new MSG series switch guards APEM, Inc.’s announces the launch of the new accessory line, the MSG Switch Guard Series. The robust, modern design allows for the MSG Series to meet the requirements of the most demanding environments, particularly: defense, aeronautics, off-road vehicles and industrial automation. The MSG Series safety guards are resistant to hydrocarbons, acid, high temperature and saline environments.
The side switch guards avoid inadvertent actuation and all models can be installed with seals to reinforce switch actuation control. The MSG Series is designed with a large marking surface and provides excellent handgrip, even with gloves. Another key feature of the MSG series is protection. Sand and dust, typically found in harsh environments, cannot collect in the mobile parts of the guards thereby eliminating the risk of jamming. The safety guards also have a double end stop so there is no distortion or break in cases of crushing. The MSG Series Safety Guards come in an array of cap colors and markings. www.apem.com
Cognex introduces next-generation handheld readers Cognex Corporation announced the next generation DataMan® 8600 series of handheld direct part mark (DPM) barcode readers. The DataMan 8600 provides unparalleled barcode reading performance for manufacturers implementing part traceability programs across the automotive, consumer electronics, aerospace, and oil and gas industries. "The new DataMan 8600 series builds on the success of our industry-leading DataMan 8500 handheld barcode reader, which has been the defining product in industrial direct part mark barcode reading. Rapid adoption of 2-D DPM identification
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RAIN DECK • open area rack deck (B-Deck) • perforated for sprinkler drainage • installed on step ledges of rack beams • top of deck is flush with top of rack beam • smooth top surface protects products • products slide easily on and off • finishes available are painted or galvanized
New Products for traceability has manufacturers demanding a rugged, selfcontained reader that performs consistently on all types of codes and parts," said Carl Gerst, Vice President and Business Unit Manager, ID Products. "The DataMan 8600 series sets a new performance standard for handheld DPM readers, reliably reading everything from the most challenging DPM codes to the easiest printed barcodes." DataMan 8600 series readers combine industrytested 2DMax®+ algorithms and patented Cognex UltraLight® technology to read the most challenging DPM codes on the widest range of materials and surfaces. www.cognex.com
J D Neuhaus adds new hydraulic hoists to range Hoists incorporating the latest generation of super silent hydraulics have now been added to the J D Neuhaus range of high performance lifting and handling equipment. In both their Profi and EH monorail hoist ranges, units providing 75 and 100 metric ton lift capacities have been added. Where heavy loads are lifted and transported in highly restricted spaces with only minimum headroom, then a JDN ultra-low monorail hydraulic hoist range has been introduced, initially available with 50 and 100 metric ton lift capacities and designated as JDN UH 50-H and JDN UH 100-H. All these new lifting products can be deployed as viable alternatives to air driven equipment in locations where hydraulic lines, control hydraulic systems or hydraulic aggregates form part of an existing power set-up available at a proposed location site. An already existing Profi range of hydraulic powered
hoists covering lift capacities from 3 to 50 metric tons are now completed with the latest units designated as Profi 75 Ti-H and Profi 100 Ti-H. These products feature top hook suspension, but can be operated as rail mounted units providing lateral load movements when incorporated with powered trolley units. www.jdngroup.com
Larson Electronics introduces a portable explosion proof LED work light Larson Electronics has announced the release of a new pedestal mount LED work light configured to work on 24 volts DC or AC. The EPL-PM-150LED-24V-100 LED light can illuminate up to 10,000 square feet of work space and features a convenient pedestal mount base stand for easy handling and operation. The EPL-PM-150LED24V-100 explosion proof LED light from Larson Electronics is Class 1 Division 1 & 2 and Class 2 Division 1 & 2 rated. This portable LED light is mounted within an A-frame portable stand constructed from non-sparking aluminum and powder coated for increased durability and corrosion resistance. This LED work light produces a brilliant flood pattern of light that is ideal for illuminating enclosed areas and hazardous locations where flammable vapors, gases and dusts may be present. This explosion proof LED light fixture is comprised of a 16" wide by 14" tall rectangle light head mounted within a pedestal base stand with a convenient carrying handle built into the top of the stand. www.larsonelectronics.com
Portable Storage Racks Dealer’s Choice • • • •
Enhances warehouse/factory efficiency Stacks 4-5 high, nests empty Use air space Full visual control for inventory and handling
Toll Free: 888-288-9078
Fax: 314-381-5908 e-mail: email@example.com web address: www.gatewayrack.com
Put a Pencil to Us
Reduce your operating costs with wheels that last longer than the competition. Thombert is the most requested brand by warehouse managers nationwide. Guaranteed life and lower costs! Test our polyurethane wheels and tires against your current brand. Calculate your total cost per hour, and if Thombert is not lower, you get your money back. Thombert is the only company with the performance guarantee that keeps the competition up at night while you get a good nightâ€™s rest. Itâ€™s that simple.
The Lowest Cost
800.433.3572 | www.thombert.com
YOUR MATERIAL HANDLING
For a direct link to these websites, visit www.MHWmag.com 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 ALLIED PRODUCTS
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E BATTERY / CHARGERS
GET THE TOTAL PICTURE
Sentinel has the right convex mirror for you.
160 Murray St., Rochester, NY 14606 1-(800) 733-6780
E ATTACHMENTS / ACCESSORIES • Pallet Truck Modifications • Turret Mast Attachment • Mechanical Attachments • Special Design Request and Much Much More... www.superioreng.com
E CONTAINER STORAGE E Container Options •
Specials Available Chicago & CA Stock
Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames
800-939-DYNA (3962) www.dyna-rack.com
ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web: www.atlasd2d.com
E DOCK EQUIPMENT
Over 35 years experience of manufacturing & distributing quality loading dock equipment.
www.tvh.com (800) 255-4109
PH: 800.251.3382 Fax: 931.486.0316
E AUTOMATIC IDENTIFICATION EQUIPMENT Barcoding solutions for warehouses, distribution centers and manufacturing. Improve www.supplychainservices.com productivity, increase accuracy, reduce costs, and improve service. Helping Customers Operate Better
E ELECTRICAL / ELECTRONIC CONTROLS
Flight Systems Industrial Products Remanufactured Controls
FS F SIP
• Partnered With Many Leading OEMs • ISO Certified For Quality Management • Serving The Industry For Over 40 Years
www.fsip.biz • 1-800-333-1194 www.MHWmag.com
E Manufacturer/Suppliers (Rebuilt)
Reman Engines/Gas, LP, CNG, & Diesel
Engines, Cylinder Heads, Parts
Reman Engines, Transmissions, Drive Units, Steer Axles, Steer Gears & Differentials
E Pallet Truck Parts
www.grindstaffengines.com • firstname.lastname@example.org
(800) 255-4109 E LIFT TABLES E Steer Assembly (Reman)
www.tvh.com (800) 255-4109 800-447-3967 www.charnor.com
Steer Axles, Steer Gears, Orbitrols
EP ALLET JACKS
E Tires/Wheels 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: www.atlasd2d.com
THE BEST POLYURETHANE WHEELS AND TIRES
AMERICAN VULKO-TREAD CORPORATION
690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052
Website: www.avt.us • E-mail: email@example.com
E POWERED INDUSTRIAL TRUCKS E Lift Truck Wholesalers
E PARTS E Cylinders–Hydraulic
Hader Industries www.haderind.com/ 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
(800) 255-4109 E Manufacturer/Suppliers (New)
All Makes and Models Chicago and California Stock
ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web: www.atlasd2d.com
E RACK / SHELVING
800 Trucks In Stock
Dealer Only Quick Ship Pallet Rack
Cantilever Racks • Structural Pallet Racks Portable Stacking Racks • Specialty Transport & Storage Products
E RACK / SHELVING E Label Holders
E STORAGE EQUIPMENT E Carts • • •
LABEL HOLDERS DON’T COST- THEY PAY! www.aignerlabelholder.com 800.242.3919
Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames
800-939-DYNA (3962) www.dyna-rack.com
E TIRES / WHEELS
E New • • •
Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames
800-939-DYNA (3962) www.dyna-rack.com
Corrugated Steel Rack Deck Economical • Strong • Easy-Install Fast Delivery • Drain Holes Painted, galvanized, or stainless steel www.rackdeck.com
Rack Deck by DACS 800-909-4937
THE BEST POLYURETHANE WHEELS AND TIRES
AMERICAN VULKO-TREAD CORPORATION
690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052
Website: www.avt.us • E-mail: firstname.lastname@example.org Lift Up Your Business
✷Industrial Pneumatics-Radial & Cross-Ply ✷Super Elastic Resilient ✷Press-On Bands ✷Multi-Purpose Tires (MPT) 877-235-0102
E REPAIR SERVICES E Motors (Electric) ...is the solution to all your Electric Lift Truck Motor needs. New • Rebuilt • Exchange • Motors • Armatures • Parts 8 Locations Coast to Coast 800-435-9346 www.warfieldelectric.com
E TRAINING EDUCATION / ASSOCIATION E Aftermarket
AFTER MARKET SERVICES Consulting Co., Inc.
Reman Transmissions, Drive Units, Differentials & Torque Converters
Experience the benefits of a full-time After Market Consultant at a fraction of the cost. (803) 548-6707 • Email: email@example.com
E TRANSPORTATION / HAULING EQUIPMENT
E SAFETY PRODUCTS
GET THE TOTAL PICTURE
Sentinel has the right convex mirror for you.
160 Murray St., Rochester, NY 14606 1-(800) 733-6780
firstname.lastname@example.org • email@example.com • firstname.lastname@example.org
www.tvh.com (800) 255-4109
PARTS & ENGINE EXPERTS
- In Stock NOW! - No Core Charge
CALL TOLL FREE
- 2 Year Warranty - Save on Freight www.psiengines.com
Advertiserâ€™s Index Advance Metalworking Company, Inc.. . . . . . . . . . . . . . . . . . . Insert
Engine Power Source. . . . . . . . . . . . . . . . . . 11
Nutting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Flight Systems Industrial Products (FSIP).10
Power Solutions Inc. . . . . . . . . . . . . . . . . . . 44
Advantage Material Handling, Inc.. . . . . . 46
Fork-Co USA Sales, LLC. . . . . . . . . . . . . . . . . . 33
Products For Industry. . . . . . . . . . . . . . . . . 17
Aftermarket Services. . . . . . . . . . . . . . . . . . 22
Forklift Pro, Inc.. . . . . . . . . . . . . . . . . . . . . . 18
Rack Deck . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Aigner Label Holding Corp.. . . . . . . . . Insert
Forklift Safety Training Services. . . . . . . . . 9
Regency Metals . . . . . . . . . . . . . . . . . . . . . . . 22
All Brand Forklift Parts . . . . . . . . . . . . . . . 31
Gateway Rack Corp.. . . . . . . . . . . . . . . . . . . 39
Rhino Rubber, LLC. . . . . . . . . . . . . . . . . . Insert
Alltech Electronics, Inc.. . . . . . . . . . . . . . . 36
Grindstaff Engines, Inc.. . . . . . . . . . . . . . . . 32
Safety Systems & Controls Inc.. . . . . . . . . . 30
American Industrial Transmission Inc. . . 15
H&K Equipment Company . . . . . . . . . . . . . . . 30
Shoppa's Material Handling. . . . . . . . . . . . 21
American Vulko-Tread Corp.. . . . . . . . . . . . 47
Hader Industries Inc. . . . . . . . . . . . . . . . . . . 23
Southworth Products Corp . . . . . . . . Insert
Arcon Equipment, Inc. . . . . . . . . . . . . . . . . . 18
Hamilton Caster and Mfg.. . . . . . . . . . Insert
Stellana U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 13
Bay Equipment Co.. . . . . . . . . . . . . . . . . . . . . 31
Howard Bernstein Scholarship. . . . . . . . . 27
Summit Metal Products, Inc.. . . . . . . . . . . . 38
Cascade Corporation. . . . . . . . . . . . . . Insert
Iron Bull Mfg. LLC. . . . FRONT COVER Ad NotE
Superior Engineering . . . . . . . . . . . . . . . . . . 16
Casters In Motion. . . . . . . . . . . . . . . . . Insert
Joseph Industries, Inc.. . . . . . . . . . . . . . . . . . 34
Superior Tire & Rubber Corp.. . . . . . . . . . . . 35
Cavaion Baumann USA. . . . . . . . . . . . . . . . . . 2
Keytroller, LLC. . . . . . . . . . . . . . . . . . . . Insert
Thombert, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 40
CharNor Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . 37
Lift-Tek. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Transamerican Equipment Corp. . . . . . . . . 29
Clark Material Handling Co. . . . . . . . . . . . . 7
Material Handling Industry (MHI) . . . . . . . 45
Tri-Boro Storage Products. . . . . . . . . . . . . . 4
Connell Finance Co. Inc. . . . . . . . . . . . . . . . 12
Melmor Associates, Inc.. . . . . . . . . . . . . . . . 34
TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9, 48
De Lage Landen Financial Services. . . . . . . 14
MHEDA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
UNIRAK Storage Systems. . . . . . . . . . . . Insert
Dyna Rack. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Mor-Value Parts Company. . . . . . . . . . . . . . 26
West Point Rack, Inc.. . . . . . . . . . . . . . . Insert
Dynamic Manufacturing Co.. . . . . . . . . . . . 18
Motor Tech, Inc.. . . . . . . . . . . . . . . . . . . . . . . . 5
Wy'East Products . . . . . . . . . . . . . . . . . . . . . 34
ECOTEC LTD. LLC. . . . . . . . . . . . . . . . . . . . . . . . . 9
More advertisers & resources at www.MHWmag.com 44
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