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MHEDA’s 60th Annual Convention & Exhibitor’s Showcase April 18-22, 2015
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April 2015 • Vol. 36 No. 4
What does it all mean?
Justin Scerbo, Caliper Corp.
What are the truly meaningful differences between men and women leaders?
Cover Story ulture that rocks! 4 CMHEDA’s 60 Annual Convention th
& Exhibitor’s Showcase
The Annual sales meeting
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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Southworth celebrates 125 years with an emphasis on safety
Industry News 12 Nuts & Bolts
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Customer satisfaction and how it relates to dealership market share!
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MHEDA’s 60th Annual Convention & Exhibitor’s Showcase April 18-22, 2015 San Antonio, Texas 1955. Young people were looking for a voice and they found it in the rebellious music of Elvis Presley, Jerry Lee Lewis and Little Richard. There was political unrest and a Cold War. Television was an emerging technology giving the world a new place to gather. Celebrities such as Marilyn Monroe, Marlon Brando and James Dean became influencers on how people view the world. Leaders from the material handling industry gathered for MHEDA’s 1st Annual Convention. The world was a different place. Or was it? 2015. Young people are looking for a voice and they are finding it through social media. Unsettled governments and troubling world events dominate the headlines. Fascination with celebrities has never been higher (ever hear of Kim Kardashian?). Leaders from the material handling industry will come together for MHEDA’s 60th Annual Convention. As much as the world has changed, it has stayed the same. For material handling business success, it is essential to pay attention to timeless factors: connecting with the next generation of employees and customers, adapting to new technology, keeping your pulse on world events and gathering with your industry peers. MHEDA invites you to join us April 18-22 in San Antonio, Texas for our 2015 Annual Convention, “Culture that Rocks.” 4
What is the culture at your company? Are your people excited to come to work? Are they pumped up to serve customers, make deals and generate revenue? Is there energy in the halls? Smiles on face? A feeling of enthusiasm? To help our members create this winning culture, MHEDA has designed a convention agenda of forward looking speakers who can help you recruit new employees, better manage your current team and gain an understanding of new technology tools to help you get more done. Beyond the presentations, this event includes an exhibitors’ showcase featuring over 80 companies who have the products and services you need to serve your customers. Most essential of all is the crucial networking you will achieve with over 500 of your peers in just a few short days away from the office. So make plans today to be part of this powerful industry event….we promise you a rockin’ good time! Outlined below is a list of convention presentations. For more event details, read reviews from your peers about last year’s convention, and to see who is already registered, visit - www.mheda.org/convention or call 847-680-3500.
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Keynote presentation: Culture that Rocks, How to Amp Up Your Company’s Culture If you’re a fan of unpredictability and thinking about things differently, come hear what all the noise is about! MHEDA is excited to welcome Jim Knight, former head of Training & Development for Hard Rock International, as our 2014 keynote speaker. This high energy session is designed to revolutionize your company’s culture…all told through the spirit of Rock ‘n’ Roll.
What in the world is going on? In order to manage effectively, you must know what trends are happening, how they will impact the economy, and what opportunities they may generate. Presenter Herb Meyer, former Special Assistant to the Director of Central Intelligence and Vice Chairman of the CIA’s National Intelligence Council, will discuss key trends in politics, economics and culture.
Rock Star Selling: Selling Value in the New Economy An entirely new set of sales competencies are required to win business. Discover how the best sales organizations are meeting the expectations of sophisticated customers; explore proven habits of today’s top producers and learn practical ideas you can immediately leverage to drive growth. Presenter Ryan Estis, former chief strategy officer for McCann Worldgroup advertising agency NAS, brings a fresh perspective to the world of selling.
Building Next Gen Enterprises for a Next Gen Workforce Many of our organizations still operate from an industrial age management model. Presenter Seth Mattison, Founder and Chief Movement Officer of FutureSight Labs, advises many of the world’s leading brand and organizations on the key shifts happening around talent management. In this session, you will gain a road map for anticipating the management challenges that will demand fundamentally new thinking.
Roundtable discussions Discuss the challenges and opportunities that matter most to you and learn how others in the industry are handling the same issues.
How DO They Do That? Secret Tech Weapons Discover how to use free and bargain technology tools you never knew existed to create professional quality graphics, help your office run smoothly and wow your customers.
Presented by Beth Ziesenis, Author and Speaker, Your Nerdy Best Friend
Workforce Planning Review the challenges companies face in hiring and the importance and effectiveness of Workforce Planning. We’ll also review what the recruitment landscape will look like for Forklift Technicians and Sales Engineers over the next five years. resented by Jason Bartusch and Brendan O’Neill, CareerBuilder and P EMSI, Economic Modeling Specialists Intl.
Growth as Strategy – Member Perspective Hear from a MHEDA Member who will share insight based on personal experience in managing growth. Learn tips on how to successfully navigate growth as a core strategy. Presented by Jerry Weidmann, President of Wisconsin Lift Truck
Engaging the Next Generation of Customers We’re witnessing the greatest fundamental shift the world has ever seen in the way we organize, collaborate and contribute. Learn actionable tools to foster loyalty amongst the next generation of customers. resented by Seth Mattison, Founder and Chief Movement Officer of P FutureSight Labs
Workplace Violence: Recognition & Prevention Workplace violence takes its toll - physically, emotionally, and monetarily. We must train employees to recognize preincident indicators and report them BEFORE something occurs. Gain a clear understanding of the existing problem and best methods of prevention. Presented by Carol Dodgen, Owner, Dodgen Security Consulting, LLC
Social Media & Search Engines Asking yourself why your company should have a Social Media presence? Learn why it is important to boost your search engine ranking and gain tools to help assess where you are now and how to improve. Presented by Brian Bluff, President, Site Seeker, Inc.
Unique Dynamics of a Family Owned Business – Member Perspective Working with family members presents some interesting challenges. A fellow MHEDA Member shares his insights and lessons learned while working alongside his family. We’ll also discuss transitioning the business from one generation to the next. Presented by Buddy Smith, CEO, Carolina Material Handling Services.
Tech Tool and App Exchange Many professionals have their favorite time-saving, productivity-increasing technology secrets. This interactive session gives you the opportunity to introduce your favorite technology tools to your colleagues. Presented by Beth Ziesenis, Author and Speaker, Your Nerdy Best Friend
Culture: The Key to Performance – Member Perspective A dealership’s culture is essentially how the people in the company think, how they feel and how they operate. A fellow MHEDA Member will present his perspective on culture and provide you with insights to improve employee performance by enhancing culture. Presented by Bill Ryan, President, LiftOne
CRM 101: What You Need to Know CRM can help wholesaler-distributors drive business results, improve sales experience and deliver a high-impact customer experience, but only if it is implemented with forethought and discipline. CRM is also one digital tool among others, and the best results are often gained when designed to work with strategies for distributor e-commerce, social media, data and analytics, mobility and multichannel sales and marketing. Presented by Mark Dancer, Author and Vice President of Global Channel Management at Henkel Corporation
MHEDA grows material handling distributors into industry leaders through exclusive networking, educational and business development opportunities. See how at www.mheda.org or call 847-680-3500 today!
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Customer satisfaction and how it relates to dealership market share! Customer service (satisfaction) is an attitude that must be displayed by every employee within the dealership. It is not a separate department within the dealership. It is the whole dealership. World-class customer service requires that everyone within the dealership consistently provides superior customer service to the dealership’s expanding base of customers. There is no room in any organization for those who believe that the customer is the enemy! Customers and prospective customers are the absolute lifeblood of any equipment dealership. There is little chance for survival in today’s market place for an equipment dealer without a culture of customer satisfaction. Once any equipment dealership loses the focus of providing a high level of customer satisfaction, customer remorse begins to creep into the customer’s mind. This focused culture must be expressed by everyone within the dealership, from the receptionist to the president. No one is exempt from the development of a strong and loyal cadre of customers. This includes everyone: technicians, truck drivers, administrative employees, counter people, sales personnel, managers, owners, everybody! The term market share is the loosely worded formula which measures the performance of a particular dealer’s unit sales in that dealer’s given Area of Prime Responsibility, versus the like
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units being sold by the dealer’s competition. Herb Kelleher of Southwest Airlines is quoted as saying; “Market share has nothing to do with profitability. Market share says we just want to be big and we don’t care whether we make money doing it!” Too many times for the dealer to achieve his manufacturers’ required market share, the sale will be made at a reduced price. We strongly recommend to any dealer who is interested in understanding more about market share to read Richard Minter’s book entitled: The Myth of Market Share: Why Market Share is the Fool’s Gold of Business. Over the years, market share has become the sword that manufacturers hold over dealers’ heads, if dealers want to continue selling the manufacturers product. We contend that this does not have to be. If manufacturers would be patient and work harder with their dealers to develop a culture of customer satisfaction, then market share would follow and the dealer would see the profit opportunities necessary for them to grow and survive. Industry surveys have indicated that in the equipment market, customers and potential customers are willing to pay a bit more for a product if the customer can be assured that they will be treated as a customer, and that this customer will see a continuation of this treatment and culture after the sale has been consummated.
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Aftermarket We have studied and read customer surveys performed by the equipment industries for well over 40 years. Despite all the seminars, books and discussions on customer service, indifference continues to lead the list of reasons why customers continue to leave one supplier for another. Indifference can be basically defined as an attitude of not caring. World class equipment dealers long ago began their focus on this one difference between themselves and others. So where do we begin? Superior customer service develops strong customer satisfaction. Customer satisfaction is how the customer views their relationship with the equipment dealer; who by the way is the manufacturer’s customer. It is what makes the customer want to come back time and time again for the dealer’s superior service. Customer satisfaction is a genuine feeling that the dealership cares for the customer after the sale has been made. Customer satisfaction is a caring attitude expressed by the dealership and all the dealership’s personnel toward the customer. Customer retention is earned through customer satisfaction and builds customer loyalty toward the dealership. Listen-up all you manufacturers: Customer loyalty builds market share! It has been estimated that equipment dealers spend six times the amount of money to capture a new customer versus what they spend in keeping that same customer loyal to the dealership. Is the equipment dealer’s emphasis misplaced? Customer retention means financial success for the equipment dealer. Losing a customer carries a cost five times the annual value of that customer’s yearly account to the dealership. We maintain that
how you satisfy the customer’s needs after the sale determines customer retention over the long run. I will use the words of an equipment dealer who I believe is a true world-class dealer. He states that their dealership’s major reason for success in customer retention and loyalty is: “Hiring people with a customer focused attitude and then help and encourage them to continue the development of this attitude through praise and training and more training.” He points out that most dealers hire people that can do the nuts and bolts side of the position very well, but some dealers never ask a potential hire what does world class service look like to them? The dealer goes on to say that you can train people on what a culture of customer service means, but to be the best it must be part of the prospective hire’s character. Believe it or not, I once met a service manager who absolutely loved his job, and the only thing he disliked about it was he constantly had to deal with unhappy customers. Talk about a “square peg in a round hole.” In most cases, in any dealership absolutely no one has more employee and customer contact over the phone or face-to-face than a service manager. If a potential hire for service management has poor people skills, don’t hire him no matter how great his technical skills are. How many times in the last ten to twenty years have we written that the department with the greatest opportunity for increased sales and the greatest opportunity for increased profitability is the service department? At the same time we are writing or discussing this with dealers we are also pointing out
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Aftermarket that service generally provides the dealership with the lowest contribution to total sales. When a dealer is hiring or replacing a service manager, the greatest concern should be finding an individual with people skills, while at the same time is able to develop throughout the department the customer service and customer satisfaction culture with all employees. Is there a correlation to all this? Do you, the dealer principal and your sales personnel, show an attitude of indifference to your service department? Is the indifference picked up by the customer and yes, by all the employees in your shop? Could it be this indifference that causes customers to search elsewhere when they are having repair work done on their equipment? Many times in discussions with equipment sales personnel we ask why they don’t discuss the dealership’s ability to provide quality service to the customer. Understand that the customer’s number one concern when buying a piece of equipment is unscheduled down-time! Customers want to know that your dealership is going to be there for them after the sale. Surveys consistently express the fact that customers want to know that their equipment is going to be fixed right the first time, on time and at a competitive price! Unfortunately, too many times the sales person replies to our question by saying figuratively: “I’m not sure I want to tell a customer we can do that because I am not sure our shop can perform at that level!” With this reply, remember what was said on the Apollo 13 flight: “Houston, we’ve got a problem!“ We must continue to emphasize customer satisfaction, customer loyalty and customer retention. These all lead to the equipment dealership’s financial
strength and to those so loved words manufacturers like to throw at dealers: increased market share. All are interrelated to that single phrase: customer service! Those equipment dealers who have achieved world class service status recognize that customer service is not a department. It is everyone from top to bottom within the dealership working together to create that culture that defines true customer satisfaction. Special Offer to Readers: We have a publication entitled: Enhancing the Customer’s Buying Experience. This document shows you how to create a customer for life culture within your dealership, how to bring customers back time and time again to buy from your dealership and provides basic but profitable ways to create market share. Along with this document we will email you, free of charge, a second document entitled: Customer Satisfaction is Customer Loyalty, is Customer Retention is Dealer Financial Strength, and Higher Market Share. Simply e-mail your request for these two publications, stating your name, your dealership and your dealership’s location, as well as your product line, and the documents will be sent via email to you along with an invoice in the amount of $16.99, which you will pay after the material has been received. If, after receiving the materials, you are not satisfied, simply e-mail us telling us of your dissatisfaction and withhold any payment whatsoever … simple enough? Our email address is: firstname.lastname@example.org John R. Walker is president of Aftermarket Services Consulting Co. Inc. E-mail email@example.com to contact John.
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Nuts & Bolts Acquisitions, expansions & other business news
Reddaway launches new guaranteed Friday to Monday service Reddaway is proud to announce the launch of its new guaranteed Friday to Monday service, accelerating Friday two-day shipments to next-day delivery on Monday by 3:30 p.m. This new service benefits shippers who are now using second-day lanes and need to speed up their delivery time. The Guaranteed Friday to Monday Service expands the broad Reddaway portfolio of guaranteed and expedited services. “This new guaranteed service is perfect for customers who need assurance that shipments deliver on Monday,” said Reddaway President and CEO, T.J. O'Connor. “By accelerating Friday two-day shipments, we've created a new next-day service that is a great alternative to air freight or dedicated expedited services.” Reddaway's range of guaranteed services includes guaranteed Friday to Monday by 3:30 p.m., guaranteed before 9 a.m., guaranteed before noon, guaranteed before 3:30 p.m., guaranteed window and expedited to help customers identify the best solution to meet their freight transportation needs. www.reddawayregional.com
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UNARCO purchases Creative Storage Systems Unarco Material Handling, Inc. is excited to announce the recent purchase of the assets and intellectual property of Creative Storage Systems (CSS) which manufactures and engineers gravity flow systems for the material handling industry. UNARCO will launch a new division, Concentric Storage Systems, which will feature these engineered designs for carton flow and pallet flow storage options. The Dura-Flo™ and D2™ low-profile lines will combine with UNARCO’s RhinoTrac™ and CartonTrax™ designs to provide customers with the most complete carton flow offering in the industry. The ease of pre-assembled, drop-in lanes, combined with patented maintenance-free wheels and selflubricating axles provides smooth flow with virtually no hangups. Dura-Flo™ product lines offer a wide variety of attachments, including extension feet for mounting to any manufacturer’s carton flow support beams. www.unarcorack.com
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Combilift announces $50 million new manufacturing facility
its plan to double its current $190 million turnover over the next five years. The majority of the 200 new jobs to be created will be for skilled technicians and design engineers and a further 200 jobs will also be created during the two year construction period of the new facility. Combilift has recently purchased 100 acres of industrial zoned land where the new purpose-built, 430,000 sq ft., Greenfield manufacturing site will be built. This will include a dedicated Research and Development building, adjoining administrational offices and will be more than double the size of the company’s present manufacturing facilities
Combilift Ltd. will be investing $50 million over the next two years in a new manufacturing facility in Ireland, which will also create 200 additional jobs over the next five years. This announcement was made by Irish Prime Minster Enda Kenny along with the Irish Minister for Jobs, Enterprise and Innovation Richard Bruton on a visit to Combilift’s current headquarters in Monaghan, Ireland on Friday February 6. This expansion will enable Combilift to proceed with
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What does it all mean? I smell another paradigm shift…..or it just a continuous disruptive process impacting the equipment business that normally operates through a supply chain made up of Original Equipment Manufacturers (OEM’s) and Dealers (that you). Since I work in three different equipment venues (lift trucks, construction equipment and rental equipment) I guess I hear and see a lot of material specific to each venue. The problem is it is all starting to blend together, and you start wondering why you are addressing a certain topic for “this” venue when it belongs with another. Or maybe you read something about venue one and think “Didn’t I just see this re venue two?” For example: • You keep seeing references that “equipment rental” will increase by 30+% by the end of 2018. And then when you review a major rental company’s financial stats you see that 50% of their business is categorized as “industrial.” • Another example may be the request being made by the owner of a lift truck fleet walking into the rental company I work for and asking if we can maintain his fleet. “Of course”, we said. • And it certainly is not unusual for lift truck dealers to be renting construction and ag equipment.
• Add the trend of OEM’s to sell direct through national accounts which is a transaction similar to OEM’s selling to rental companies. • Then you hear today that two large Cat dealers merged to form one company that basically covers six states. • Another Cat dealer acquired two other large Cat dealers. • Telematics is changing the way equipment is purchased, maintained, repaired and disposed of. • Certain OEM’s are starting to recondition used equipment back to a zero hour machine which costs considerably less than a new unit. • The overall increase in rental activity scares the banks if “new” rental operations do not have rental savvy management personnel. I could go on and on but no matter what I list here you have to stop and ask ... “Where is all this taking us?” And you? Well, what do we know for certain? • Consolidation will continue. • OEM’s will sell direct if they can. • OEM’s have to have a rental presence.
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Bottom Line • Larger dealers mean more efficient dealers with lower costs they can pass along. • National accounts prefer to deal with larger dealers. • OEM’s making investments in dealers. • Technology will drive productivity. • Customers will be attracted to tech savvy vendors. • There are efficiencies waiting to be had. • Outdated technology = employee frustration. • Telematics will change the industry. I think where I am going with this is the bigger, better capitalized entities, able to attract employees with technical knowledge, will do more with less, better communicate with customers and provide customers with the lowest cost of ownership and operation. Can smaller dealers’ compete? Sure they can if they embrace technology and spend most of their efforts providing excellent product support. They may find it tougher to compete on equipment sales, but using rental, parts and service provided by experienced, well trained techs can make the difference. Is it possible that smaller dealers just provide service? How about rental and service? How about rental, only buying used units (20% less than new) for the fleet, and service? How would your model look if you didn’t have the equipment sales drag to contend with? Bet you would be pretty competitive against the other players in your market still trying to sell new units. How about providing service to rental companies and large industrial fleets, and renting them short-term units when they need it?
All I know is this continuing rental surge will eat into the material handling market as more rental companies push their business into the “industrial” market. A little far out this month it seems, but when equipment users learn from their telematics what the true cost of ownership is they may switch more to rental and leave the dealers and rental companies with the risks of ownership and operation. Thus, it is possible the sale of new units could slow putting pressure on OEM’s and dealers. I guess if wanted out before the Big Depression it may be time to address those needs again before you have to invest a lot of bucks in the business to keep up with your peers. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail firstname.lastname@example.org to contact Garry.
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What are the truly meaningful differences between men and women leaders? In a recent Forbes commentary titled “Women shouldn’t have to lead like men to be successful,” contributor Roxane Gay discusses Sheryl Sandberg’s bestselling book Lean In and the message she feels it conveys regarding women leaders. “Lean In’s loudest unspoken advice,” she writes, “seems to dictate that women should embrace masculine qualities (selfconfidence, risk-taking, aggression, etc.).” But are these qualities – self-confidence, risk-taking, and aggression – actually “masculine?” In a comprehensive study of women in senior leadership roles, Caliper found that successful women leaders exhibit many characteristics that are similar to those displayed by their male counterparts. However, it was also found that the most successful women leaders have had to demonstrate additional dynamics that help them overcome the challenges faced by women coming up the leadership ranks – challenges that their male counterparts almost never encounter. With respect to traditional styles of leading, planning, organizing, and controlling, good leadership is good leadership. Many of the traits that have generally been shown to be important for leadership success in men were also exhibited by the most successful women leaders in the Caliper study. More specifically, we found that assertiveness, aggressiveness, ego-drive, abstract reasoning, urgency, and risk-taking play as important a role for women leaders as they do for men.
OK, great, so what does that mean? Well, the results show that some of the strongest personality traits of these women leaders closely match what are generally considered to be “male” leadership traits. While these traits have traditionally been viewed as “masculine,” the study reveals that they are actually universal leadership traits embodied by successful women leaders as well as men. While good leadership is good leadership, it is important to note that Caliper did find that the most successful women leaders demonstrate dynamics that allow them to rise above challenges that tend to only exist (or are at least typically more impactful) for women in leadership roles. These challenges include having to take more responsibility for home and family (work/family balance), dealing with unfair stereotypes in the workplace, facing a lack of support at home, overcoming an absence of mentors or role models, and working within a system that was largely designed to conform to the typical needs of men. In order to overcome these challenges, successful women leaders must display ‘supplemental’ traits such as higher levels of resilience, energy, stress tolerance, empathy, self-discipline, and organizational skills. These traits drive them to overcome obstacles and enable them to better understand their direct reports and rebound after failures or setbacks. So, not only do these women leaders show traditionally successful leadership traits, they also demonstrate attributes that are
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Making the Most of a Cross Generational Workforce This webinar is designed for anyone who manages or interacts with multiple generations of colleagues in any business or institution. The two-hour online session will be recorded on video, so if you have to miss the live presentation, you’ll have access to the recording on the following day. For more information see page 35.
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Shifting Gears Industry personnel and organization news
MCFA announces the 2015 Dealers of Excellence Mitsubishi Caterpillar Forklift America Inc. (MCFA), manufacturer of forklifts under the Cat® lift trucks, Mitsubishi forklift trucks and Jungheinrich® brands, announced the 2015 Dealers of Excellence award recipients. Each chosen dealer is an industry leader, providing the highest levels of customer service and satisfaction in sales and support operations. “I am excited to honor this year’s Dealers of Excellence award recipients for their commitment to providing our customers with quality material handling solutions,” said Kent Eudy, executive vice president of sales and marketing at MCFA. “Each of these dealers consistently exceeds their business goals and offers highquality products and world-class customer service and support to their customers.” This year’s recipients are: • The Bailey Company – Nashville, Tenn. • Equipment Depot Ohio – Cincinnati, Ohio • Equipment Depot Kentucky – Louisville, Ky. • Fallsway Equipment Co. – Canton, Ohio • G & W Equipment, Inc. – Charlotte, N.C. • Gregory Poole Lift Systems – Raleigh, N.C. • Herc-U-Lift Inc. – Maple Plain, Minn.
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• Hewitt Equipment Ltd. – Pointe-Claire, Quebec, Canada • Madisa – Santa Catarina, Nuevo Leon, Mexico • Miami Industrial Trucks – Dayton, Ohio • Morrison Industrial Equipment Company – Grand Rapids, Mich. • Quinn Lift – Selma, Calif. • Towlift, Inc. – Cleveland, Ohio • TRACSA S.A.P.I. de C.V. – Tlaquepaque, Jalisco, Mexico • Tri-Lift, Inc. – New Haven, Conn. • Wiese USA, Inc. – Central Division – St. Louis, Mo. • Wiese USA, Inc. – East Division – Indianapolis, Ind. • Wiese USA, Inc. – South Division – Memphis, Tenn. • Wisconsin Lift Truck Corp. – Brookfield, Wis. • Wyoming Machinery - Cheyenne, Wyo. • UNIMAQ – Lima, Peru www.mcfa.com
Manitowoc Cranes named “Large Employer of the Year” for Veterans OJT program Manitowoc Cranes announced that the company has received the "Large Employer of the Year" award from the American Legion for its practice of hiring veterans through its on-the-job training (OJT) program. The OJT program, which was launched in August 2014, is the first of its kind in the state of Wisconsin. It was designed to help Veterans discover what military skills best translate to civilian industry and their area of interest. Participants of the program at Manitowoc Cranes get full exposure to a wide array of business processes – all designed to provide the opportunity for the Veteran to gain valuable work experience while showcasing his/her skills in the civilian business world. www.manitowoccranes.com
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Hyster receives GOOD DESIGN™ award for tough but intelligent walkie pallet truck
Hyundai Construction to sponsor NASCAR Camping World Truck Series
Hyster Company announces that it has received a 2014 GOOD DESIGN™ award for its W45ZHD walkie pallet truck. Presented by the Chicago Athenaeum Museum of Architecture and Design, GOOD DESIGN honors yearly achievements of the best industrial designers, graphic designers and world manufacturers for extraordinary design excellence. “The GOOD DESIGN award highlights Hyster’s continuing efforts to help boost customer efficiency and productivity through innovative design and technology,” said Matt Hoffman, Senior Functional Engineer, who led the design project for Hyster. “We are honored to be recognized in the industrial category for the design of the W45ZHD walkie pallet truck, and remain committed to developing reliable, state-of-the-art products for our customers.” Balancing toughness and intelligence, the W45ZHD walkie pallet truck is engineered to tackle the most demanding walkie applications with efficiency and productivity in mind. Its heavy duty steel frame coupled with a highly engineered drive unit casting, make it one of the heaviest drive unit frames in the industry, meeting the needs of harsh environments head-on.
Hyundai Construction Equipment Americas, Inc., a manufacturer of earthmoving and material handling equipment, announced it will serve as the title sponsor when the NASCAR Camping World Truck Series race returns to the Atlanta Motor Speedway on Saturday, Feb. 28. The event will be named the Hyundai Construction 200. The NASCAR partnership also secures Hyundai Construction Equipment Americas’ position as the Official Heavy Machinery Equipment supplier at Atlanta Motor Speedway. Located in Norcross, Ga., a key business hub in the state, Hyundai Construction’s facilities include a warehouse and office space for the company’s finance, sales and service operations for its construction equipment and forklift product lines. The Hyundai brand has a global reputation as a leader in providing its customers with innovative, highquality equipment that serves all facets of the construction industry. “As a Georgia-based company, Hyundai Construction Equipment Americas is proud to support one of our state’s favorite pastimes at Atlanta Motor Speedway, one of the country’s greatest racing venues,” said Curtis Goettel, North American marketing and dealer development manager, Hyundai Construction Equipment Americas. www.hceamericas.com
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Toyota hosts inaugural top tech challenge
“Toyota Platinum Technicians represent the highest level of skill and proficiency in their field,” said Rick Kidder, technical training manager of Toyota Material Handling, U.S.A., Inc. “Our first Platinum Skills Challenge brought together a great pool of talented professionals. We congratulate Andy, for earning the title of Toyota Top Tech 2015 and the other participants for their achievements and look forward to another great event in 2016.” Toyota Top Technicians
Toyota Material Handling U.S.A. (TMHU) recently hosted the company’s inaugural Platinum Skills Challenge. Ten Toyota Platinum Technicians representing dealerships throughout the United States participated in the hands-on skills competition at the company’s headquarters in Columbus, Ind. The one-day Platinum Skills challenge tested technicians’ knowledge and skills in a variety of forklift trouble shooting and diagnosis scenarios, simulating real on-the-job conditions. Andy Hensley from Vesco Toyotalift was the winner of the Platinum Skills Challenge, earning the title of Toyota Top Tech 2015. 1st place: Andy Hensley, Vesco ToyotaLift of Hickory, N.C. 2nd place: David Weierke, Toyota Lift of Minnesota of Brooklyn Park, Minn. 3rd place: Eric Howland, First Access Material Handling of Batavia, Ill.
Toyota Industrial Equipment (TIE) dealers employ more than 3,000 Toyota forklift technicians. To achieve the Platinum level, Gold level technicians must have the highest score in their territory or be one of the 3 highest scores across the country in an on-line Platinum test. The test has 100 questions which are pulled at random from a pool of over 400 questions related to the service and maintenance of Toyota forklifts. The Technician training provided by TMHU is one of the most vigorous in the industry requiring dealer technicians to complete not only Toyota forklift-specific training, but also earn Automotive Service Excellence (ASE) certification. Toyota Material Handling, U.S.A., Inc. was the first forklift company to require ASE certification. In addition, to achieve Bronze Level, it requires a minimum of two years working at a Toyota Industrial Equipment dealership along with the successful completion of 6 classroom courses, many on-line training modules, and tests. The other subsequent levels (silver, gold) require three to five years of working experience at a Toyota Industrial Equipment dealership, additional classroom courses, and tests. Toyota Platinum Technicians
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• Eric Howland – First Access Material Handling – Batavia, IL • David Weierke – Toyotalift of Minnesota – Brooklyn Park, MN • Rich Nagelin – Prolift Industrial Equipment Indianapolis, IN • Bob Smith– Forklifts of St. Louis - St. Louis, MO • Andy Hensley – Vesco Toyotalift – Hickory, NC • Roy Adams – Toyota Material Handling Northern California – Salinas, CA • Michael Scheg - Toyota Material Handling Northeast, Hanover, MD • Jesus Davila – Toyotalift of Houston – Houston, TX • Jeff Hartle – Toyota Forklifts of Augusta – Augusta, GA • Daniel Hunt – Toyota Material Handling Northern California – Fresno, CA www.toyotaforklift.com
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Kubota makes strategic refinements to senior leadership organization As Kubota Tractor Corporation continues to enter new markets and experience steady growth in the United States, it is expanding the roles of several of its senior leaders. The changes are effective immediately and reflect the company’s vision of strategic, customer-focused product and market expansion. “We have big goals and big plans that will require all members of our company to take on even bigger responsibilities,” said Mr. Masato Yoshikawa, president and CEO, Kubota Tractor Corporation. Leading the company’s national product and operations strategy is Todd Stucke, who has been named Vice President, Sales, Marketing & Product Support. In this expanded role, Stucke will take on responsibility for each of the company’s product segments, including ag and turf equipment, utility vehicles, and construction equipment. He will also oversee their supporting operations, including responsibility for sales, marketing, service, national accounts, and dealer development. Overseeing the company’s division operations is Alex Woods, who has been promoted from Southeast Division Manager to Vice President, Divisional Operations. Woods will also continue to manage Kubota’s Southeast Division on an interim basis. Assuming responsibility for Kubota’s personnel, administration and legal functions as Vice President, Human Resources, Legal & Administration is Dan Jones. Having previously served as Senior Director of Human Resources for Kubota, Jones was promoted to this newly created role to maintain oversight of the company’s risk management and compliance matters. www.kubota.com
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Sales Trends Dr. Rick Johnson
The Annual sales meeting Most companies create and initiate an annual sales meeting where they bring all the sales people together – drink the same Kool Aid and hope that next year’s sales rise significantly as a result of this fabulous National Sales Meeting theme and agenda. Issues discussed include everything from upbeat new product introductions, anniversary celebrations, corporate reorganizations, acquisitions, geographic expansions to new marketing strategies. Annual sales meetings are often used to recognize and reward the top performing sales people from the prior year. This “Thank You” theme is a good way to increase sales morale and loyalty. Well planned sales meetings will have a definite inspirational theme and a clearly defined area of necessary improvement or success opportunities. This could include a product line focus, a geographic focus, customer stratification initiatives or simply a focus on individual targeted account development. A good well planned sales meeting will also allocate time for additional skills training even if it is reinforcement of prior training issues.
Make sales planning a key component The annual sales meeting is the one time your entire sales force gets together to share ideas, experience and just plain brainstorming. Have each person prepare in advance a presentation of their territorial sales plan to be presented to the entire group. Set aside time for discussion, questions and brainstorming.
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A sales plan is a schedule of events and responsibilities that details the actions to be taken in order to accomplish the goals and objectives they have laid out. The plan ensures everyone knows what needs to get done, coordinates their efforts and keeps close track of progress. Sales plans must define the objectives, timelines and resources required to meet the growth objectives of the business unit, department or branch. The sales plan should detail how the company will achieve growth, profit and product objectives. Establishing revenue goals without an agreed to, detailed, plan of action is simply a formula for failure.
What about roadblocks All sales people whine. It’s part of their DNA. That’s okay. Some whining is necessary to bring to the attention of management roadblocks that may be standing in the way of success and the meeting of goals. These roadblocks could range from inadequate inventories, service crisis, computer issues, lack of competitive pricing or positioning or even poor internal support. As the year progresses management often succumbs to the complaints of their sales people that externalize their reasons for not meeting quotas. Too often, instead of dealing with the root cause of the problem (not having the appropriate staffing levels in customer service) they compound the problem by investing more into advertising or creating promo’s and price adjustments deteriorating existing margins.
Be prepared to discuss sales roadblocks at the annual meeting. Another response instead of solidifying their core team by training them and providing them with the necessary tools to become more effective, they begin fantasizing about recruiting that “Superstar” that is going to bring a major book of new business to the company. This mentality supports the often heard evaluation of the sales force that goes like this: “On a scale of 1 to 10 — I would rate our salesforce between a six and a seven!”
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Really! Listen to what you are saying. You are saying that our sales team is only 60% effective. If that’s really true and it is definitely determined to be 100% the fault of the individual sales person, maybe we should cut their pay and expense reimbursement to only 60%. Let’s get real — if any sales person is truly totally responsible for only performing at the 60% level they need to be replaced. Why don’t we do just that? It’s simple, because it is very rare that a reduction in a sales person’s performance or their performance not meeting expectations cannot be directly attributed to them personally in many cases. Does sales management seem to be lost in the wilderness at your company? Did your sales manager used to be your top rated sales person that you promoted based on sales performance? Did
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Sales Trends your sales manager ever receive any formal sales management training? Do you think your sales force needs to be more aggressive? Are you following best practice principles? These can be telling questions. Often the power of solution is in the question more than the answer because if you ask the right questions, the solutions seem to become much easier to create. Managing a sales force in any industry is no easy task. Sales management is a science but it requires a substantial amount of personal leadership built on the concepts of coaching and mentoring the sales force. If an employee’s performance is not what is expected, it generally can be traced to: • Lack of training • Lack of support • Ineffective management • Lack of competency • Poor coaching and mentoring Poor performer competency will increase if they are surrounded by an effective team and are coached by an effective sales manager. However, by the same token a top performer’s competency will eventually decrease as they acclimate to their surroundings if the majority of their teammates are not top performers and they are led by a sales manager that is not an effective coach.
Critical annual sales meeting objectives Make sure you understand your entire sales team. Know individual strengths and weaknesses. Direct the meeting flow to
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make sure you have provided the help and support necessary on an individual and personalized basis. A key objective should be personal individual growth by providing training, coaching and mentoring toward specific individual needs. Regardless of whether your company calls it the annual sales meeting, yearly sales conference, or once-a-year sales rally, the annual sales kickoff meeting is the most important sales meeting of the year. The structure of the meeting’s agenda is one of the key factors that will determine the meeting’s overall success.
Make them enjoy and find value Salespeople don't like meetings. They'd rather be calling on new customers, closing sales or visiting their top accounts – in other words, doing things that will make them money. Every minute that a salesperson spends in a meeting is a minute he’s not using to generate revenue. Regardless, sales meetings are a necessary part of running a sales team. • Treat sales meetings like prospect presentations. • Show how you're benefiting the sales team by having this annual meeting • Make sure your salespeople know that you’re not wasting their precious time • Utilize mini case studies to encourage idea exchange • Present sales success stories • Show appreciation • Create a party atmosphere
Stay on point It seems fairly obvious that an annual sales meeting should create discussions of sales-related subjects, and yet topics like expense reports, housekeeping and a variety of other non-sales related topics sometimes creep into the meetings. Some of the topics that come up in sales meetings will be unpleasant. Don’t let those issues bring the team down. If you have bad news to deliver, put it in the early part of the agenda and always try to end on a high note. It’s very important that sales people are provided meeting takeaways. First, all of the presentations and meeting information should be available online over the internet. Second, you should provide some type of sales skills self-improvement takeaway (a copy of book like “Lone Wolf to Lead Wolf the Evolution of Sales”.) Finally, some type of internal marketing hype that is in alignment with your “Sales Mantra – Meeting Theme” should be distributed. Pens, stress balls, leather binders or wrist bands like “WIIFTC” (What’s in it for the customer”) any type of promotional material that keeps your message on-going and fresh. FUN!!! Life’s too short not to have fun and some selfdeprecating humor should always be on the agenda. You could put together a funny satirical video about a fictitious sales call, hire a comedian or an Elvis impersonator. I once hired a twelve year kid as an Elvis impersonator for a leadership seminar and it was a major hit. 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 email@example.com to learn more or to arrange to have him speak at your next event.
Take advantage of a special discount to Material Handling Wholesaler readers on this educational seminar:
The Perfect Storm Making the Most of a Cross Generational Workforce Thursday, April 9, 2015 This webinar is designed for anyone who manages or interacts with multiple generations of colleagues in any business or institution. The two-hour online session will be recorded on video, so if you have to miss the live presentation, you’ll have access to the recording on the following day. COURSE DESCRIPTION
For the first time ever, there are four generations (soon to be five!) in the workforce. This is creating all kinds of new issues. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y bring a different perspective to the workplace. Unless bridged, these differences can be frustrating and will impact an organization’s bottom line. What are each generation’s core values? What do they expect of their leaders and how do they define success? In this engaging program, John Graci answers these questions and much more. Filled with concrete examples and entertaining front line stories, this presentation will show attendees we are all “different” and how to make the most out of these cross-generational differences.
This two-hour webcast will take place on Thursday, April 9. Each registrant will be provided an electronic copy of course materials prior to the online class. The class will include lecture and Q & A utilizing the GoToWebinar.com platform. A quiet room and a reliable Internet connection are required to take this course. See GoToWebinar.com for technical requirements. Certificates of completion will be provided to all attendees after the class session. Reminder: The class will be recorded so if you have to miss the live session you’ll have easy access to the information.
The session will begin promptly at 11:30 a.m. PST
John Graci is an NICC Business and Community Solutions trainer and author with more than 15 years of experience in leadership development and training. A former major market radio announcer, Graci has been a guest on CNN and a motivational keynote presenter and consultant to Fortune 500 companies and small businesses alike. He received his bachelor’s degree in Speech Communication from the University of Wisconsin - River Falls and is the author of the leadership book “The Buck Stops with You”, published in 2009. He currently resides in Cottage Grove, Minn.
DATES & TUITION Thursday April 9, 2015. (12:30 p.m. MST, 1:30 p.m. CST and 2:30 p.m. EST)
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Your Business Eileen Schmidt
Southworth celebrates 125 years with an emphasis on safety Workplace injuries can be one of the most costly variables modern businesses face. Not only can such injuries present potentially devastating results to the health of a worker, it impacts a company's valuable human resource. And with health care costs on the rise, unexpected on-the-job injuries can quickly rack up astronomical fees. In 2013, the most recent report available, there were slightly more than 3 million workplace injuries reported by private employers, according to the U.S. Department of Labor. That equates to an incidence rate of 3.3 cases per 100 full time workers. How a business budgets for such injuries, therefore, is a significant challenge. Southwest Product Corp, the world’s largest manufacturer of ergonomic material handling equipment and container handling equipment for vertical lifting and work positioning, makes products that can alleviate these issues. Lines of equipment include: scissor lift tables, container tilters, pallet level loaders, pallet trucks, turntables and other palletizing equipment, coil and roll handling equipment, roll on level loaders, dock lifts, vertical conveyors and manual lifter transporters. All of the products are designed to improve worker productivity and reduce potential for workplace injuries. Southworth is headquartered in Falmouth, Maine, has a manufacturing facility in the central location of Manila, Arkansas and offices in Europe and Asia. The company, now in its 125th year, is represented by a network of distributors for application assistance following sales. The company has been publishing literature on workplace ergonomics for several decades. “When we began writing about ergonomics more than 30 years ago, we were simply attempting to bring more scientific perspective to a common sense issue. If you consider the capabilities and limitations of the worker in the design of the workplace, the worker will be more productive and that productivity contributes to profit,” says the company’s website. At the time, company leaders didn't imagine the subject would become such a major issue across so many professions.
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“Despite all of the politics and hoopla, our view today is the same as it was 30 years ago. The practical application of ergonomic principles is core business proposition. Yes, it is about reducing worker fatigue and the risk of worker injury, which are very worthwhile objectives.” “However, the real desired benefit driving factory or warehouse investment is increased productivity and an improved bottom line. That’s what investment in practical ergonomics produces and that is the point we have been making for decades.” One multiple page graphic art document published by Southworth offered suggestions of productivity-related problems that can be found by examining company records. They are: • High job-related accidents or injuries • High absenteeism and/or turnover on a specific job • High disciplinary action on a specific job • High rework or material waste • Low output or product quality • Declining output or product quality over a job shift • Workers maintaining a single posture for extended periods • Workers absorbing the vibrations of their tools • Workers who are frequently away from or have modified their work station • Workers who have modified their tools • Multiple workers handling the same part • Controls that are difficult to reach or read • Poor lighting, ventilation or climate On Southworth’s blog, sales manager Randy Moore says one of the most common questions sales people are asked is how much can safely be lifted. “The answer is a bit complicated because of a number of variables. Thanks to our friends at Washington State Dept. of Labor & Industries and in cooperation with Oregon OSHA there is now a simple way to address that question,” he writes, linking to the new calculator at www.orosha.org/interactive/lifting/ lift_safety.html. “Simply answer two questions about the task and calculator instantly computes the amount than can be safely lifted. It works great!” he said. The good news about the pattern of workplace injuries, is that even though potentially costly, they do appear to be on the decline. The Bureau of Labor Statistics reports that the 2013 figures for workplace injuries are part of a “significant decline” that with the exception of 2012, have occurred over the past 11 years. For more current suggestions on ergonomics in the workplace, including a free booklet of guidelines, visit www.southworthproducts.com. 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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Hamilton’s new addition to its caster lineup handles up to 20 tons and keeps a low profile. The Enhanced Maxi-Duty (EMD2) Series features dual wheel forged steel wheels for heavy manufacturers who need to boost load capacities without increasing overall height. The forged steel wheels are precision CNC-machined with a slight crown for improved rollability and swiveling, then clear-coated for a beautiful pristine appearance. A hybrid of Hamilton’s MaxiDuty and Ultra Maxi-Duty lines, the new EMD2 series packs a small mounting plate paired with a massive swivel construction. The common mounting plate size (81⁄2" by 81⁄2") makes it easy to swap out existing casters with EMD2. The mounting plate is 5⁄8" thick joined with a 1" thick swivel base. The legs are 3⁄4" thick and welded continuously inside and outside the swivel base. The main load bearing is an immense 7" diameter thrust ball bearing while the secondary load bearing is a 11⁄4" precision tapered roller bearing to counteract radial thrust. The new series is offered in wheel diameters starting from dual 8" x 3" wheels rated at 28,000 lbs. up to dual 12" x 4" wheels rated @ 40,000 lbs.
Custom decals that can be produced in a wide range of complex shapes and sizes with only a 10 piece minimum, for interior and outdoor use, are being manufactured by Nameplates For Industry, Inc. of New Bedford, Massachusetts. NFi Custom Decals feature fullcolor imaging with bright colors including metallic inks and can be printed on a variety of materials with reflective phosphorescent, metallic, or fluorescent finishes for indoor or outdoor use. Made to order in short runs from only 10 pieces to thousands, custom decals can be designed for permanent, removable, or even static-cling applications. www.NameplatesForIndustry.com
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UniCarriers Americas announces new best in class standard limited warranty
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UniCarriers Americas Corporation announces a new standard limited warranty that covers two years unlimited hours on all Class I, IV and V forklifts ordered on or after November 1, 2014. The new warranty is the best warranty offered in the industry. Previously, UniCarriers Americas’ basic limited warranty covered one year or 2,000 hours and its powertrain warranty covered two years or 4,000 hours. There are no SIC code limitations for the new warranty. The new standard warranty is also transferrable after one year, with approval based on oil analysis and review of service records. Warranty claims will continue to be handled using the same process as in the past. The new standard warranty will have the same exclusions and limitations for wear parts, normal service and parts that are warranted by the original manufacturer. “Unlike some competitive warranties, our new standard warranty is not a limited-time offer or gimmick to temporarily boost sales,” said Salgado. “This new warranty is a reflection of the uptime performance and reliability that is built into each and every forklift manufactured by UniCarriers.” www.unicarriersamericas.com
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METTLER TOLEDO announces new scales for basic industrial weighing tasks Even basic weighing tasks require precision in production environments. Miscounting, inaccurate weighing or incomplete orders can cost businesses in money and reputational damage. METTLER TOLEDO can help businesses avoid those unwanted situations with its cost-effective basic scales. Industrial basic scales combine the manufacturing quality and weighing expertise that METTLER TOLEDO is known for with the simple and easy-to-use functionality of a production tool. This new line of scales offers all of the features required for accurate weighing without all of the unnecessary extras that can drive up cost. The Industrial basic scale line comprises the following products: basic portioning scales for fast, mobile food weighing; reliable checkweighers for food and manufacturing applications; rugged floor scales and pallet-weighing solutions for logistics and warehousing applications; and reliable basic counting scales for accurate order picking, packaging and completeness checks. Industrial basic scales come with stainless or mild-steel weighing platforms, easy-to-read terminals and secure overload protection. All scales are intensively quality tested and adhere to the required industry standards. www.mt.com
Yale deploys new PSI engines Yale Materials Handling Corporation announces a new line of industrial engines from Power Solutions International, Inc. (PSI) for its 3,000 – 7,000-pound Class IV and V lift trucks. Featuring Yale Flex Performance Technology, the new engines offer exceptional fuel efficiency and power coupled with reduced maintenance requirements, enabling operators to move more loads with less downtime. Yale Flex Performance Technology is an advanced feature that comes standard with the new PSI industrial engines. This innovative technology provides selectable performance modes that allow the truck’s performance to be tailored to operational demands – empowering operators to maximize fuel economy or enhance performance based on fluctuating demand. Designed with productivity in mind, the new PSI engines also offer extended service intervals and reduced periodic maintenance requirements, helping decrease maintenance and downtime. They feature hydraulic valve lifters instead of mechanical lifters, eliminating the need for valve adjustments, while an innovative coil-over plug ignition design eliminates spark plug wires and associated replacement requirements. “Our customers rely on Yale lift trucks to efficiently keep their business moving while reducing operational costs – and the new PSI engines do just that,” said Andrew Omahen, Product Manager, Yale. “Customers using Yale’s new PSI engine will not only see greater fuel efficiency, but also increased travel and hoist speeds along with increased horsepower – up to 10 percent over the previous engine.” www.yale.com
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Ergodyne adds topped parts pouch to tool storage line Ergodyne announced the launch of their newest Arsenal® Tool Storage creation: the Arsenal® Topped Parts Pouch in canvas (5528) and tarpaulin (5538). Featuring a hands-free, self-closing Trap Door™ top, the 5528 and 5538 stores small parts, hardware and tools inside - preventing these items from plummeting at heights when tipped over while also providing easy and efficient retrieval. “Our newest topped parts pouch tackles one of the main causes of dropped objects at heights - small parts and hardware that cannot be tethered,” said Nate Bohmbach, product manager of Ergodyne and DROPS member. “A worker can now store these items in the 5528 or 5538 without further thought - no zipping, buckling or string pulling.” Designed with dropped object prevention in mind, the Arsenal® Topped Parts Pouch boasts two exterior nickel-plated D-Rings for easy tool lanyard attachment points along with two additional exterior tool loops. Offered in waterproof tarpaulin material (5538) and 20 oz. water resistant canvas (5528), both house a patented nickel-plated storm drain to stay resilient in the toughest of conditions and environments. “Workers at heights have a million things to worry about and making sure a bag is open or closed shouldn’t be one of them,” said Tom Votel, president and CEO of Ergodyne. “Our topped parts pouch is efficient, safe, and easy to use - a pretty nice trifecta.” www.ergodyne.com
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YOUR SEARCH FOR MATERIAL HANDLING & STORAGE EQUIPMENT JUST GOT EASIER.
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2015 2015 2015 2015 2015 2015 2015 2015
Material Handling Material Handling Material Handling Material Handling Material & & Handling &Handling Material Material Handling Material Handling &Storage & Storage Equipment Equipment Storage Equipment Shop Equipment Shop Equipment & Carts& Carts Shop Equipment Trucks & Trucks Carts Trucks & & & Equipment Storage Equipment Storage Shop Equipment Trucks & Carts Shop Equipment Trucks & Carts Storage Equipment Storage Equipment Storage Equipment Shop Equipment Trucks &Trucks Carts & Carts Shop Equipment
Trucks & Carts
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Handling Equipment Warehouse Equipment Environmental & Safety Equipment Warehouse Equipment Environmental & Safety HandlingHandling Equipment Warehouse Equipment Environmental & Safety Handling Equipment Handling Warehouse Environmental EquipmentEquipment Warehouse Equipment & Safety Environmental & Safety HandlingHandling Equipment Warehouse Equipment Environmental & Safety Equipment Equipment & Safety& Safety Handling Equipment Warehouse Warehouse Equipment Environmental Environmental
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Translucent FliPak Totes ®
• Injection-molded polyolefin • Stack and nest • Includes flip lid See-through polypropylene construction permits easy visual identification of contents. Partially filled containers will not collapse while stacked. Designed to optimize space on pallets and in trucks, trailers, and warehouses. Attached lid, with solid metal hinge pin, closes tightly. High-strength injection-molded polyolefin construction offers maximum product protection from impact, moisture, chemicals, vermin, etc. Appropriate for lean manufacturing. Made in USA. IN STOCK. Overall LxWxH 214/5x151/5x94/5" 214/5x151/5x129/10" 265/16x1615/16x121/8"
Cap. Cu. Ft. 1.4 1.8 3.2
Stock Number 6100500-T 6100600-T 6100700-T
Reg. $ 34.00 36.10 47.90
SALE $ 22.00 23.90 32.00
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PACKAGING SYSTEMS, INC • Toll Free 800-421-7225 • Fax 203-250-7700 www.shrinkfast.com/forklift • Email email@example.com Advertiser’s Index ADVANTAGE MATERIAL HANDLING, INC.. . . . . . 39
FORK-CO USA SALES, LLC. . . . . . . . . . . . . . . . . . 31
PRODUCTS FOR INDUSTRY. . . . . . . . . . . . . . . . . 45
AFTERMARKET SERVICES. . . . . . . . . . . . . . . . . . 28
FORKLIFT PRO, INC.. . . . . . . . . . . . . . . . . . . . . . 18
QUANTUM STORAGE SYSTEMS. . . . . . . . . . . . . . 26
AKRO-MILS INC.. . . . . . . . . . . . . . . . . . . . . . . . . 13
GATEWAY RACK CORP.. . . . . . . . . . . . . . . . . . . 38
RHINO RUBBER, LLC. . . . . . . . . . . . . . . . . . . . . . 15
ALL BRAND FORKLIFT PARTS . . . . . . . . . . . . . . . 14
GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . . . . 12
ROADRUNNER RUBBER CORP. . . . . . . . . . . . . . 20
AMERICAN INDUSTRIAL TRANSMISSION INC. . . 25
H&K EQUIPMENT COMPANY . . . . . . . . . . . . . . . 26
ROCO INNOVATIONS. . . . . . . . . . . . . . . . . . . . . 43
ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 24
HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 41
SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . 13
BAY EQUIPMENT CO.. . . . . . . . . . . . . . . . . . . . . 18
HESS AUCTIONEERS. . . . . . . . . . . . . . . . . . . . . . 36
SHOPPA’S MATERIAL HANDLING. . . . . . . . . . . . 33
CHARNOR INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 19
JAMCO. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
STELLANA U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 37
CONNELL FINANCE CO. INC. . . . . . . . . . . . . . . . 10
INDUSTRIAL POWER PRODUCTS, INC. . . . . . . . . 40
SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 44
CONTINENTAL TIRE THE AMERICAS, LLC.. . . . . . 16
JOSEPH INDUSTRIES, INC.. . . . . . . . . . . . . . . . . . 34
SUPERIOR TIRE & RUBBER CORP.. . . . . . . . . . . . 49
CT PACKAGING SYSTEMS INC . . . . . . . . . . . . . . 50
MAC RAK INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 51
THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 29
DESIGN STORAGE AND HANDLING. . . . . . . . . . . . 2
MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . 42
TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, 11, 52
DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
MOTOR TECH, INC.. . . . . . . . . . . . . . . . . . . . . . . . 3
UNIRAK STORAGE SYSTEMS. . . . . . . . . . . . . . . . . 5
ENGINE POWER SOURCE. . . . . . . . . . . . . . . . . . . 9
NUTTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
WEST POINT RACK, INC.. . . . . . . . . . . . . . . . . . . 27
FB CHAIN LIMITED. . . . . . . . . . . . . . . . . . . . . . . 40
OHIO LIFT TRUCK, INC.. . . . . . . . . . . . . . . . . . . . 21
WY’EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 30
FLIGHT SYSTEMS INDUSTRIAL PRODUCTS (FSIP). . 8
PHILLIPS MINE & MILL, INC. (IRWIN TRANSPORTATION). . . . . . . . . . . . . . . . . . . . . 17
XILIN-AMERICAS MATERIAL HANDLING INC.. . . 44
FLOW-RITE CONTROLS. . . . . . . . . . . . . . . . . . . . . 7
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