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November July 2016


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November 2016 • Vol. 37 No. 11


Human Element

Caliper Corp.

Mergers and acquisitions: How to maximize your talent



Cover Story 6 K  eys to warehouse efficiency Mary Glindinning


John Favalo

Why modern warehousing needs innovation in battery charging technology

Eileen Schmidt

Narrow Aisle leaders look forward to the next 15 years

Kathy Regan Editor Spencer Birkenholz Graphic Designer

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.


Industry News 34 Shifting Gears

Reader Resources 40 Classified

44 New Products

49  Source Directory

52 Advertiser’s Index

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

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Cover Story Mary Glindinning

Warehouse efficiency might seem simple: keep forklifts charged and maintained so product keeps moving. Know where product is and have product in highest demand in the most accessible place. Keep conveyors clean and people safe to operate at optimum efficiency. Minimize downtime. All of that works, but requires diligence and data that is analyzed after it is collected. But sometimes, the next step toward efficiency is a new one. At Miner Corporation, “we created a warehouse within a warehouse, brought a hardware store into our facility,” said Fred Renteria, vice president of sourcing and vendor services. The innovation put 250 items that technicians need for jobs in one place so “they don’t have to make stops to replenish. Technicians on the road have what they need. The right part, the right suppliers, in the right place,” he said. The result has been repairs done more quickly and “significant productivity gains over the last year,” Renteria said. Beyond data, technology also allows workers to “know where product is at all times,” and can create an “auto replenish system that really does away with old hand inventory count,” he said. The value of efficiency is “part of the corporate culture and what we’re trying to deliver to the customer,” Renteria said. It is pervasive and reinforced throughout the company. The forklift battery, how it is used, charged and maintained, has everything to do with how much product is moved to the dock during a shift, said Lynda Stephens, director of information solutions at EnerSys. The forklift battery is the heartbeat of a warehouse, she said. To manage a fleet most efficiently, measures have to be taken and analyzed to find the root cause of any inefficiency and correct it, Stephens said. Until technology advanced, battery purchases were largely anecdotal or based on last year’s order. Now, critical thinking can be applied to determine the most efficient purchase. Other aspects of warehouse efficiency have been measured, and “we’re finally getting to batteries,” Stephens said. “It’s not enough to just report back to the customer what happened. You need to analyze the root cause,” create an action plan and set benchmarks, she said. “An organization cannot increase efficiency until they understand their current productivity drivers. Measurement is the 6

November 2016

first and most important part of increasing efficiency. It is simple in concept but can be difficult to execute and analyze properly. Once current baselines are understood, matching operational capability with required work is a simple step to lower costs and increase efficiency,” said Brian Quigley, director of pre-sales engineering and client services at TotalTrax. “In the era of increasing regulation, e-commerce and social media, supply chains are no longer isolated cost centers that do not impact revenue. They are increasingly interconnected and visible parts of the organization.” Inventory management, order accuracy and delivery time are all tied to the bottom line, he said. “Organizations that can understand the data that drives their supply chain will be quicker to market than the competition, have lower cost, better margin and a more positive customer experience,” Quigley said. That means constant review of assumptions and willingness to adapt. “They sound like buzz words, but the “internet of things” and “cloud computing” are real and will increasingly be a key factor in the warehouse of the future. Cloud computing will enable increasingly powerful software tools with simpler roll out and lower maintenance and IT costs. Data that shows how each business unit and their assets interact and impact the organization, how they contribute to or subtract from the bottom line, will power growth in efficiency,” he said. “The first step in maximizing efficiency within any warehouse is to assess the site and application in which the battery charger technology is being implemented,” said Jim Lichtenberg, business manager at AMETEK Prestolite Power. “The environment and operation should be considered when determining which technology will provide the most value.” An on-site power study can evaluate the energy use, take environmental conditions into consideration and recommend the appropriate charger model. “As the global economy grows, it is important for companies working within the supply chain to keep up with the increasing pace of demand for product by maintaining warehouses to run as efficiently and smoothly as possible,” Lichtenberg said. “The use of data will continue to be vital to warehouse operation managers in managing efficiency, particularly the use of analysis tools that make the data access easy, user-friendly and clearly present the patterns

November 2016


Cover Story of battery and charger usage within a facility. “Additionally, there is a need for innovation in battery management system technology to reach a point where it is intelligent enough to require little to no supervision and to be able to accurately measure a battery’s state of charge,” Lichtenberg said. That technology is being developed, he said. “An accurate measurement of battery charge will prevent frequent motive battery charging, minimize costly battery replacements and take manufacturing and warehousing operations to a new level of efficiency,” he said. “Most importantly, a battery management system should be implemented. Ultimately, the goal of a battery management system is to deliver data that can be used to prevent down time and maintenance, while ensuring a longer usage cycle and lower energy costs, which results in lower total cost of ownership,” Lichtenberg said. Forklift drivers are the frontline, and can help spot a problem early. And other employees can flag potential problems before they stop work. “Making sure their core warehouse material handling conveyors are proactively cleaned, serviced and maintained is a key factor to not only increase efficiency but decrease any unwarranted downtime,” said Cheryl Miller, director of marketing for MultiConveyor. “If you’re hard on your conveyors, it may be wise to stock critical conveyor replacement parts that can save time and money in the long run. Conveyors play an essential part of the material handling needed to run warehouses cleanly and efficiently.

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Make sure they’re running at optimum performance.” Conveyors need to be safe, easy to clean, reliable and fast. “Ultimately, the industry must trend towards conveyors that are cleaner, safer, faster, more reliable, sustainable, cost-effective and technologically advanced to meet the needs of all segments of the business,” Miller said. 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 to contact Mary.

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Feature Story Matt Bridge

Why modern warehousing needs innovation in battery charging technology Compared with today’s advanced technology, it is impressive to consider all of the developments the industrial battery charger industry has seen since 1917. When the industry began one hundred years ago, battery chargers basically consisted of a motor that generated an electrical charge. They were all mechanical and very inefficient at charging batteries. American manufacturing was at its height of importance. Companies often employed the entire population of some small towns. While times have changed and assembly lines have been updated with the latest technology, the early adapters of battery charging technology developed the core methods that are still used today. Due to new technologies, employers today are looking for highly skilled workers educated in science and trained in technology, who can operate advanced electronic equipment, give engineers proper feedback on process changes and help and assist with process improvements. Improved data collection, application of precise controls and high efficiency now serve as the cornerstones for battery charger technology across the industry. Fleet management software and cloud-based software is also vital to maximizing warehouse

efficiency as it allows the operators to see the status of which batteries are losing charge. Significant progress has been made in the last few decades with displays and user interface, starting from simple analog meters and mechanical timers to the now endless menus for precise control and display we have today. Strong innovation in data storage has been made to make charger and battery history available to browse as needed in order to efficiently manage a fleet. The technology went from “not available” to providing endless amounts of data for evaluation.

therefore, strong preventative maintenance is required with current technologies to maximize uptime and battery lifetime. What can be measured during the charge curve? Common measures include cell balance, volts per cell, electrolyte temperature and electrolyte level. A proposed new measure takes into account the electrolyte’s specific gravity, the ratio of the weight of the battery electrolyte as compared to an equal volume of water. It is the most accurate measure of state of charge.

Motive battery charger purpose The purpose of a motive battery charger is to charge the battery to keep the material handling equipment moving, maintain the battery to maximize the uptime, maintain the battery to maximize the lifetime and interact with battery devices to store battery information to help manage a fleet of batteries.

True management of a battery Using the new specific gravity value and all other common measurements, the envisioned battery management system could actively manage the battery over its entire lifetime. Steps taken in managing a battery include, charging using a specific gravity and managing equalize schedules, temperatures and the amount of recharge in opportunity charge applications.

Charging termination types and methods The three dominant charging termination types include: voltage time, which almost always results in overcharge; DV/DT, that works well until batteries are left at a low state of charge; and target voltage, which must be adjusted with battery temperature and aging. All termination methods are estimates,

Effects of not charging properly Overcharge both reduces battery life and comes with higher energy costs. Having an accurate measurement of undercharge minimizes sulfation, the damage caused when large crystalline deposits build up inside the battery, reducing battery life, capacity and its ability to accept a charge. An accurate

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measurement of battery charge will prevent frequent motive battery charging, minimize costly battery replacements and take manufacturing and warehousing operations to a new level of efficiency.

c. The battery management system should constantly track battery conditions to make sure the charger terminates on target. New battery management innovations could increase both uptime and battery life dramatically. Battery management systems with upgraded instrumentation could provide true state of charge for every charge cycle. Ultimately, the goal is less down time, less required maintenance, longer usage cycle and lower energy costs, which results in lower total cost of ownership.

What technology innovation is needed? The goal for advancing battery charging and management innovation is to develop the technology to the point where it is intelligent enough to require little to no supervision. We need to manage batteries to: 1. Make them last as long as possible. 2. Ensure the most uptime possible. 3. Use the least amount of power possible. a. The battery management system should not require a user to adjust settings throughout the batteries life.

About the author AMETEK Prestolite Power offers the industry’s broadest range of industrial motive power chargers and is the only industrial battery charger provider able to custom tailor a system that combines the full range of conventional, opportunity and rapid charging solutions. Prestolite Power is a unit of AMETEK, Inc., a global manufacturer of electronic instruments and electromechanical devices.

b. The battery management system should recover a fleet of existing batteries from a mismanaged condition.

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Aftermarket Dave Baiocchi

Training your customers After being in the equipment business for over 30 years it’s clear to me that customers have a myriad of needs and a pallet full of expectations. Never has there been a time where well run dealerships were more needed than they are today. The width and breadth of the various makes and models of equipment never ceases to amaze me. In the agricultural sectors of the country, specialty equipment continues to mechanize crop production and harvesting in ways that we never expected. Innovation in our industry is robust, and the brightest minds continue to engineer equipment that cuts waste, improves yields and increases efficiency. A comprehensive offering for an agricultural equipment dealer may include multiple OEM vendors for a wide range of products including tractors, implements, seed planters, sprayers, dusters, spreaders, swathers, hay balers, choppers, gleaners, tree shakers and harvesters for every crop from tomatoes to walnuts. The material handling business is no different. Forklifts are the tip of the iceberg. To meet customer expectations a dealer must have a robust allied equipment offering including sweepers, scrubbers, manlifts, carts, burden carriers, articulated VNA lifts, side loaders, turret trucks, extended reach, 4 way units, as well as ASRS options. In addition to the growth of equipment offerings, market forces have constrained larger dealers to represent multiple brands

of equipment under the same roof. Mergers and acquisitions have made their mark on dealership operations, and have created both synergies and challenges that continue to alter the distribution landscape. With some notable exceptions it’s much more likely to see dealers today carrying alternative brands than it was 20 years ago. As the list of equipment and brands continues to grow, the challenges of aftermarket support grow with it. Vendor management becomes cumbersome. Every OEM has their own set of expectations, not to mention their differing policies, pricing schedules, stock order terms, warranty considerations and technician certification requirements. This makes inventory control, dead stock management and technical training “red flag issues” that can be much more detrimental to the bottom line than in past years. The fact that customers (in many cases) can no longer service and repair their own equipment only increases the pressure on dealers to assimilate and overcome these internal challenges in order to adequately serve the customer. Complex fuel systems, CAN bus electronics and computer controlled ECM and VCM technology have now all but eliminated the option of self-service unless the customer makes significant investments in training and technology.

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Aftermarket In this new and changing environment, we need to find ways to balance customer expectations against the costs of inventory, training and tools. One of the quickest ways to balance this scale is to manage your customer’s expectations.

Most parts were purchased from one vendor. The complexity of the equipment and the investment that was needed to support that equipment allowed Jerry’s efforts to be appropriate for that environment, and at that time.

There was a day not long ago where being all things to all people was the goal of every dealer. It was also the expectation of every customer. We lauded the employee that said YES to every request. My business partner Ray tells a story about when he first started in this business. We had a parts counterman back in the 70’s named Jerry who one day greeted a customer at the counter. The old man threw a greasy broken part on the counter and ask Jerry if he had “one of those.” Jerry looked the part over and said “No, but I can get it for you!” The customer asked “how long will it take to find one?” Jerry replied “two weeks!” The old man left, calling over his shoulder “see you in two weeks Jerry!”

Don’t get me wrong! I love the attitude of “yes we can,” but I question the profitable sustainability of that practice. Today we operate in a different world. The meaning of customer service has evolved. There is a greater need for us to provide counsel to our customers rather than to simply say “yes we can.” Today, I believe it is our responsibility to have a chat with that old farmer about upgrading his equipment instead of taking a week to track down a 30-year-old part.

During this time Ray was putting away a stock order back in the warehouse. He climbed down off his ladder and started inspecting that old greasy part. He asked Jerry, “What in the heck is this thing?” Jerry winked and laughed, “I haven’t got a stinking clue what that is…..but we have two weeks to figure it out!”

Our dealership started in 1936 as an Allis Chalmers tractor dealer. We got into the forklift business in 1960 when Allis Chalmers purchased the Buda Forklift Company, and initiated production of the AC forklift. Our long history caring for agricultural customers included salvaging a lot of hard to find oneof-a-kind parts that a customer may come in looking for. Over the years we collected quite an assortment of used gears, bearings, housings, weldments and shafts that we kept in a room aptly named the all-crop room.

I love that story. It perfectly captures the attitude of customer service that we want to see in every employee that interfaces with a customer. The problem however is that we aren’t operating in the environment of the 1970’s. Jerry probably invested the better part of a week running down a $50 part. He could afford to do this because at the time, the dealership had one line of equipment.

The best way to start managing expectations is for you to analyze your business practices, and decide if your operations are profitably sustainable. This speaks to both culture and vision in your dealership. I’ll share another story that illustrates this point.

When I took over the aftermarket side of our business many years ago, I observed our activity in regard to the all-crop room. My observation told me that less than 5 % of our over the counter

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Aftermarket customer base required a trip into this room, and that those trips were very costly. A customer would throw a gear or a bearing up on the counter and our men would dutifully go to the all-crop room and invest from 20 minutes to an hour trying to match up the needed part. We were successful about 50% of the time. But, out of all the times the part actually fit, half the time the used part would fail. So, let’s do the math on this:

idea that being in the used parts business was necessary, and profitable. It was neither! I put my foot down. I decided that from that point forward, we would only be in the NEW parts business. Business was changing, and we had a duty to manage the expectations of our customers. Our customers needed to buy new parts, or buy another machine, but not throw good money after a bad investment.

• 5 0% of the time we disappointed a customer because we could not match up his part and had to sell him a new more expensive part.

The lift truck business has its own all-crop room parallels. How many times have we dumped $3000 in repairs into a $500 forklift truck? The same thing happens every time. Another failure in a worn out unit, and the customer wants to trade it in and get his $3000 back. These are our opportunities to counsel our customers, and manage their expectations before the money is spent, and the customer is dissatisfied.

• 2 5% of the time we disappointed a customer because the $10 used part we sold him failed, and he had to disassemble his machine again to install a new more expensive part. • 2 5% of the time we succeeded in satisfying a customer with a used part. Was the all-crop room really helping us? Was it really helping customers? From my perspective all it was doing was building unrealistic and seldom realized expectations in the minds of our customers. I don’t think it takes a degree in mathematics, or customer relations to determine that the all-crop room was a bad investment. My efforts to rid ourselves of that room however were met with less than enthusiastic support. The all-crop room had been there since the 1950’s. It had become a cultural icon inside the dealership. Some of the seasoned parts countermen in our employee base did everything they could to retain some vestige of that room. Somehow that room was attached to an

It is a futile exercise to try to continue to be all things to all people. You can change this culture inside your dealership if you are committed to defining your business offerings, and limiting them, especially in the aftermarket, to sustainable investments in both time and resources. Dave Baiocchi is the president of Resonant Dealer Services LLC. He has spent 33 years in the equipment business as a sales manager, aftermarket director and dealer principal. Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance. E-mail to contact Dave.


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3:47 PM 17

Bottom Line Garry Bartecki

Make it simple The last couple columns have centered around technology and ways to improve productivity, and thus profits and shareholder value. There is little doubt that you could improve operations if you took the time to analyze what you are doing, and what is available already in the marketplace to help implement the changes. We covered digital tools to support and improve field service in terms of first-time-fix rates, technician utilization, increased productivity, revenue enhancements and customer satisfaction. Considering the importance of your aftermarket presence adopting these tools is imperative if you hope to just maintain or grow market share. We also covered what telematics have to offer. Telematics provide a perfect fit with the field service tools mentioned above and really kick up your service levels a notch or two. Many dealers are moving into this area and will have the ability to monitor user fleets as well as provide data regarding both shortterm and long-term rental units. Again, if you are not at least investigating this option at this time you will find yourself behind the eight ball. Both of these topics are covered at AEMP meetings and through their training programs. I encourage lift truck dealers to investigate having an employee get “certified” by AEMP to be a professional equipment manager. This knowledge could be used to consult with customers to help manage their fleet needs. Customers will continue to find ways to reduce cost and become more efficient. Vendors who help them do that will be at the top of their call list. Fall behind and your risk of losing longterm customers increases significantly. I had an opportunity recently to meet with a group of dealer CFO’s to discuss data management and other industry topics. Great group that provided many useful suggestions on how to do their jobs better. By “better” I mean how do I get rid of compliance issues so I can spend more time on the business. One item that popped out from the meeting is that all but one of the CFO’s are on a five-day-close cycle. When I explored further, the key to this timing was getting rid of spreadsheets and getting all data properly recorded in the system. Get it done right the first time and save time. Getting rid of HR issues was also high the list. When you are in charge of hiring, training, reviewing, benefits, compliance and all other employee related issues, HR can become a full-

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time job for the CFO and probably one other person as well. It is expensive to have employees over and above the payroll cost. To make matters even worse, there were about 35 employment laws and regulations to deal with in 1980, and now that number is about 100 employment laws and regulations to content with, making it almost impossible to not be in violation of something. More reasons to try and simplify the HR process, and believe it or not very doable with the latest version of a PEO. To get up to speed on PEO’s I interviewed Chris Zdunich of TriNet. chris. if you have questions. A PEO will serve as an outsourced HR department providing comprehensive employment services such as payroll, benefits administration, HR management and employer compliance. The PEO partners with you to help attract talent, contain rising HR costs, create efficiency and minimize risk exposure. PEO’ s enter into a shared employment relationship with your company, become the employer of record and is responsible for payroll compliance, workmen’s compensation insurance, unemployment claims and other HR functions. Your company retains control and direction of employees. With the total employee pool PEO’s are able to better negotiate costs associated with HR, including Workmen’s Compensation Insurance. Payroll checks or deposits are made on company checks but use the PEO Federal ID number. In short, PEO’s are responsible for the 100 or so employment laws and regulations referred to earlier.

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Bottom Line Negatives associated with PEO’s seem to be related to company control and company culture. But since the only difference regarding payroll is the ID number, there should not be much of an issue. In terms of culture, your company is involved in the HR process keeping in mind the 100 employment regulations and laws which no longer give an employer much leeway in how to handle HR matters. On the other hand, PEO’s are familiar with just about every employee related issue you can think of. In addition, PEO’s have a direct interest in employee safety issues. In the end, employees have state of the art payroll services and benefit administration which may be better then what they currently have. A PEO will free up the CFO and most of the time of one other person, leaving the CFO to concentrate on more “profitable” issues. The PEO cost is usually 2-3% of payroll before taking into account any reduction in insurance cost or internal payroll cost currently consumed with HR matters. There should not be any increase in cost, but a more efficient HR function that benefits both the company and employees. These are some ways to keep it simple so you can concentrate on making more money. In today’s environment almost every business activity can be completed in less time if you put your mind to it and ask a millennial to see if they can speed up the process. Keep it simple and profit from it. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.

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Human Element Caliper Corp.

Mergers and acquisitions: How to maximize your talent People, people, people. One of the most complex challenges a business leader can face is managing through a merger or acquisition. Business models can change, market focuses shift, and, perhaps most importantly, established organizational cultures cease to exist. The effects can be profound, and not just financially. To navigate such upheaval effectively and emerge stronger on the other side, the primary leadership focus should always remain the same: People. A good leader knows a company is its employees, and if you have that part covered, the rest of the puzzle pieces will eventually fit into place. When a new entity arises from a merger or acquisition, it is essential not just to develop a business strategy, but to align talent with that strategy. Doing so often requires a robust change-management program that begins with an evaluation of the new organization’s readiness and capacity for change. Leadership and key employees must buy into and be engaged in the program.

In fact, finding the most engaged leaders at every level can help motivate staff members and ownership embrace the challenge. These leaders should be aligned with the strategic vision, equipped to execute their specific missions, and personally committed to making change happen. It is also important to ensure that the strategy makes sense to everyone, which requires various “translations” of the strategic plan throughout each organizational level and function. Building the desired culture Without deliberately cultivating a company culture that reflects your strategic vision, you may end up with a culture that has a negative effect on the newly formed organization and which contravenes, rather than supports, the change-management effort. Thus, examining a diagnostic of the current culture and climate is helpful to establish a baseline. Trained leaders—in conjunction with thirdparty talent management professionals— would then identify the gaps between the current culture and the desired state, and implement appropriate actions to advance from one to the other. The next step is to identify highpotential employees and top performers, both for the obvious reason of gaining immediately strong business results as well

as for determining which job competencies are most critical for success across all functions, organizational levels, and positions within the new entity. This can be accomplished through the adoption of a professionally designed competency library and a scientifically validated assessment tool to ensure consistent measurement throughout the talent pool, whether it’s existing employees or outside recruits who are being evaluated. Examining the talent-management approaches of the original entities prior to the merger can be helpful as well. It’s possible that some of these practices had supported effective talent management and don’t need to be changed simply for the sake of change. If this is the case, consider how those components can be integrated into your new talent-management strategy. By taking a smart, strategic approach that focuses on people and is supported by reliable performance data, you can ensure the smoothest possible transition from a merger to a new business entity. About Caliper - 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 or call us at 609-524-1200. Email to contact Caliper.

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Sales Trends Art Sobzcak

Are you a professional like Leo the limo driver?

A couple of weekends ago I was in Chicago for a brief baseball weekend with some friends. On a Tuesday morning we all had similar mid-morning flight times out of O’Hare. Being a group of six, we needed a large vehicle to get us from downtown to the airport. No problem. The doorman at the hotel hooked us up with Leo, a private driver. He personally called Leo while I was standing there, and told him what time we needed to be picked up. Being a skeptical road-veteran, having been left waiting too many times for rides that didn’t show up when I needed to catch a flight, I asked the doorman for Leo’s number and called him back myself to get reassurance he would show at the scheduled time. He said the right things and I was comfortable that he’d indeed be there. And he had that “sound” ... a positive and upbeat voice, listened, articulated clearly. I was actually looking forward to meeting him. At about 15 minutes before that scheduled time my phone buzzed. It was a text from Leo saying that he was in the black Suburban parked in front of the hotel. He attached a selfie with him and the SUV in the background. Nice. As we walked outside, he was waving at us, smiling from half way down the block. He ran up to us, shook hands and grabbed as many bags as he could so we wouldn’t have to put them in ourselves. We all piled into the clean, newer vehicle. I sat in front with Leo. Nice, talkative guy. Mid 50’s, originally from Russia. He had been in Chicago about 30 years. He drove

cabs in his early years, then invested in his own vehicle and went independent. In addition to his car service, he said he delivers pizza and has small-package delivery clients. I love to hear stories about self-made hustlers who make opportunities, take action and make things happen. We left early enough to give ourselves a comfortable time cushion, knowing what Chicago traffic is typically like. Things were flowing smoothly for the first five miles, and then traffic came to a screeching halt. The highway became a parking lot. Now we were a getting bit worried about time. Leo remained calm. He checked his phone and said there was a wreck a couple miles ahead. “Not to worry,” he assured us. Like a NASCAR driver navigating through groups of cars, he wiggled over to the shoulder and got off the Interstate. He said he would bypass all of the trouble. Sure enough, we got an up-close view of the neighborhoods of the North side of Chicago as we cruised west toward the airport. He had an uncanny way of timing the traffic lights perfectly so we rarely came to a stop. Knowing my way around Chicago reasonably well, I asked if we were going to stay on this street all the way to Rosemont, just by the airport. He said no, we were going to get back on the Interstate just ahead. Uh, OK. Sure enough, he navigated back onto the Interstate, which was now moving at full speed. I joked with Leo that he seemed

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like he knew what he was doing. He looked at me with a smirk and a wink, saying, “That’s what 20 years of experience will do for you.” We pulled into the airport with plenty of time to spare. Leo hopped out instantly to unload the bags so we wouldn’t have to touch them, and thanked us profusely, asking us to call any time we were in Chicago. I assured him I would, and tipped him a lot more than standard. A professional job, done by a true professional. What does this have to do with you and sales? There are professional salespeople, and there are people who are in sales jobs. We’ve all had what we considered just jobs... we showed up, we were present, we did the work (with varying degrees of effort and accomplishment, depending on the individual), we would have rather been somewhere else, and we got a paycheck for it. It’s was a means to an end. I had lots of jobs in high school and college. In addition to many sales positions, I had many others, usually simultaneously. One was cleaning office building toilets. That sucked. God bless the people who do it today, but I knew I would never do it again. Ok, I digressed. Leo is a professional. And there are professional salespeople as well. Hopefully that’s you. Let’s look at some of the characteristics of a true professional. Competence. Professionals are obsessed with getting better. They are lifelong students who know they will never graduate because there’s always more to learn. I’m amazed how few salespeople invest any time or money in self-development. They spend more on Starbucks than on what they do every day that puts money in their pocket (potentially). Whatever your company does for you in this area is a bonus. Professionals know their level of competence and subsequent achievement is up to them. Leo


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took pride in the fact that he had experience, and I’m sure he works at learning whatever it takes to get people from point A to B in the quickest way. Communication. The top professionals are excellent at connecting, engaging and carrying on a conversation. From the first moment we spoke by phone, to the text and the ongoing banter, Leo built a relationship and instilled a feeling of confidence that we picked the right person. Of course in professional sales, everything we do relies on our ability to communicate. To me, communicating and selling isn’t social media and sending out mass emails. That’s being a computer jockey. It’s constantly learning, practicing and refining our sales messaging when speaking to people. One thing that hasn’t changed in our hyper-technologically advanced environment is that the best way to sell is by TALKING to a person. Instead of whining about how hard it is to get to people, professionals figure out a way to get through, get in and have meaningful conversations. Customer-first attitude. I was dealing with a-- I would have to describe him as a person with a sales job--who seriously did not care whether I bought or not. He sounded as if I was keeping him from something more important, and was actually annoyed that I asked questions that required him to--gasp-research some information. (Which he ultimately did not do.) Professionals know that customers buy for their reasons, not yours. That’s why we start all of my training by first examining our customers and prospects, and what they want. Leo has this nailed. He has it dialed in regarding what customers want and delivers on every check box. Reliability and responsibility. It’s sad that in general, standards have been lowered so much across the board, so that when people actually do what they say they’ll do, it’s somewhat of

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a surprise. When Leo showed up 15 minutes early, I knew I was dealing with a professional. Professionals are known as the guy or gal who does what they say they’ll do. Period. Non-negotiable. Whatever it takes, you can count on them, regardless of how major or minor the commitment. You know people like this. And you also know the opposite. You can come up with names right now, can’t you? Which group are you in? Appearance. Professionals look and sound the part. Screw political correctness and woo woo individual expression...yes, in the real world people do judge and make decisions accordingly. You know professional when you see it and hear it. Everything about Leo’s dress, smile, walk, talk and vehicle projected a professional image. Even if all or most of your sales is primarily over the phone, you most certainly still have the appearance factor. The way you sound, which includes your voice quality, your overall delivery and your equipment (as I mentioned a couple of weeks ago). And it also includes the communication you send. Are your emails filled with value? As opposed to the untargeted canned templates that so many lazy sales-job-holders blast out. Likewise with your LinkedIn connection requests. Granted these fall under the Communication category, but they apply here as well. Poise. It’s said that you can tell a lot about a person based on how they react when hit with adversity. Any warm body off the street could take an incoming call order, or call a web inquiry who says they want to buy. The real sales professional proactively puts himself or herself in risky positions all of the time. Because that’s where the real selling takes place. He or she isn’t flustered by a tough screener or deterred by prospect resistance or objections.

Actually, it causes them to ratchet it up to another gear, bear down and gracefully employ the words to use to address the situation, in a calm, conversational way. And don’t think that’s natural or people are born that way. It comes through learning, practice and falling and getting back up time and again. Leo didn’t panic, beat on his steering wheel, blare his horn, and curse at other drivers when we got stalled in traffic. He calmly assessed the situation, thought, “Ok, what can I do next?” and then did it. I love working with real sales professionals, and have had the privilege and honor of dealing personally with thousands over the years, and continue to now, with my training clients, members of my Smart Calling College, and my Inner Circle members. The thing about being a professional is that you decide and control if you are one or not. If you are now, congrats, I know you’ll keep it up. If you want to, or just aren’t to the level you’d like to be, no worries. Make the commitment, and do whatever it takes in all of the above areas and more. Professional sales is, in my opinion, one of the best, if not the best vocation in the world. We help others and deliver massive value while being rewarded handsomely in so many ways. It’s an elite club. I’m glad you’re part of it. Art Sobczak helps sales pros prospect, sell and service accounts more effectively by using conversationally, non-salzes messaging, and without “rejection.” Get a free ebook of 501 telephone sales tips at Email editorial to contact Art.

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Your Business Eileen Schmidt

Narrow Aisle leaders look forward to the next 15 years For 15 years, Narrow Aisle Inc. has been bringing the Flexi Forklift to businesses in North, Central and South America. The Flexi is a very narrow aisle forklift designed to work in spaces as narrow as 6’ to 7’ while using a standard 48” deep pallet. This versatile forklift has fared well in recent years despite the recession, and remains in high-demand among businesses looking to make the most of their real estate. “Flexi is the most conventional very narrow aisle forklift option available to a company looking for ways to maximize storage capacity within a minimum amount of space,” said Bruce Dickey, vice president of sales for Narrow Aisle, in an email to Material Handling Wholesaler. The Flexi is a counterbalanced rider forklift truck with no more moving parts or complications than a typical Class I electric rider, according to Dickey. It is able to work in the narrowest of aisles due to front wheel drive and steering, and Dickey wrote that the Flexi functions at operating costs “significantly” lower than the competition due to its engineering, available components and support. Models are available with capacities from 3,000 to 5,500 pounds and maximum fork heights in excess of 40’, according to the business website. Narrow Aisle was founded in 2001 by Bill Rowan and Warren Cornil, who purchased the manufacturing and marketing rights to Flexi from the product’s original UK founders. Today Narrow Aisle is owned by the employee-owned SBNA Holdings Inc., which also owns Sunbelt Industrial Trucks. Sunbelt, a UniCarriers/Doosan/Komatsu dealer, is located in Dallas and Houston and was founded in 1987 by Rowan and Cornil. “Perhaps the most important event in Narrow Aisle Inc.’s 15-year history was the day co-founder Warren Cornil was told to get to the hospital, as, thanks to an organ donor, a new heart was waiting for him,” Dickey wrote. “That day assured Narrow Aisle Inc. and Sunbelt Industrial Trucks would continue under the leadership of both founders,” he said. Cornil semi-retired in November of 2014 turning over Narrow Aisle operating responsibilities to Rowan and Dickey. Today he devotes his time to volunteer work with the Boy Scouts and Southwest Transplant Alliance, as well as serving as Chairman/ CEO of SBNA Inc. Rowan plans to retire from his daily role running Sunbelt and overseeing Narrow Aisle in June of next year. The management team that will succeed him includes: Matt Maddock, George Munford and Joe Nolan, as president, vice president of operations and chief financial officer, respectively. Dickey continues as vice president of sales and Javier Garcia is head of Latin American sales. Latin America has provided increasing demand for the Flexi, thanks in part to strong dealer support, Dickey wrote. Elsewhere in global markets, Dickey said it has been business as usual with Narrow Aisle’s UK associates since the vote to leave the European Union over the summer. “We expect most everything to remain unaffected both short and long term,” said Dickey, regarding the Brexit vote. The Flexi Forklift is marketed around the world by a network of hundreds of dealers, and is used by customers large and small, according to the Narrow Aisle site. Those include family-owned businesses, Fortune 500 companies, branches of the US Military and US Embassies. 28

November 2016

The years of Narrow Aisle’s operation have been ones of tremendous change, as the use of the Internet has exploded. This presents significant opportunities, but also the challenge of reminding forklift dealers to share information about Flexi with their customers, Dickey said. “In today’s internet-savvy world, buyers don’t have to rely solely on forklift dealers for information about various options available to them,” said Dickey, who said inquiries from end users through Narrow Aisle’s website are on the rise. “Sometimes we turn an inquiry over to our Flexi dealer and the inquirer is their customer – a customer they never realized might be in the market for a Flexi solution,” he said. In the next 15 years of company tenure, Narrow Aisle leaders project use of the Flexi will continue to expand. “More companies today are looking for options to reduce escalating real estate-related expenses,” Dickey said. “As the market continues to expand, our opportunities expand with it.” 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 or visit to contact Eileen.

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112/219 95/207 88/185 99/218 92/185 92/185 85/163 100/208 88/172 88/172 88/175 88/175 88/175 100/208 88/149 88/149 100/185 88/149 88/149 100/185 87/94 132/144 88/187 88/187 99/199 118/219 88/185 85/173 85/173 85/173 84/119 100/208 100/208 100/185 112/220 112/220

3 Way 4 Way 4 Way 3 Way 2 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 3 Way 4 Way 3 Way 4 Way 4 Way 4 Way 4 Way 4 Way 3 Way 4 Way 4 Way 4 Way 4 Way 4 Way

17715 2006 Hyster H50FT 17431 2007 Hyster H50FT 17020 2007 Hyster H50FT 17753 2008 Hyster H50FT 17754 2008 Hyster H50FT 17682 2008 Hyster H50FT 17647 2008 Hyster H50FT 18375 2008 Hyster H50FT 18391 2008 Hyster H50FT 18160 2011 Hyster H50FT 17609 2011 Hyster H50FT 17612 2011 Hyster H50FT 17211 2008 Hyster H60FT 17709 2008 Hyster H60FT 4Way, S-S, Forks 17705 2006 Hyster H70FT S-S/F-P, Forks 18366 2010 Hyster H70FT S-S, Forks 18448 2012 Hyster H70FT 4Way, No Att. 17664 2007 Hyster H80FT 4Way, No Att. 17663 2011 Hyster H80FT 4Way, No att. 18075 2011 Hyster H80FT 18076 2011 Hyster H80FT S-S/F-P, Forks 18077 2011 Hyster H80FT 48” Forks 18341 2007 Hyster H90FT “LPS”, S-S, Forks 18686 2011 Mitsubishi FG30N S-S, Forks 17891 2005 Nissan PL50 S-S, Forks 17892 2005 Nissan PL50 S-S, Forks (Scrap?) 17529 2007 Toyota 8FDU25 3Way, 42” Forks 17531 2007 Toyota 8FDU25 S-S, 42” Forks 17532 2007 Toyota 8FDU25 S-S, Forks 17882 2012 Yale GLP030VX S-S, LBR, 48” Forks 18467 2004 Yale GDP040RG PAINT, S-S, Forks 18468 2004 Yale GDP040RG 4Way, S-S/F-P, 72” Forks 18471 2004 Yale GDP040RG 4 Way 17195 2005 Yale GLP040VX 4 Way 18601 20007 Yale GLP050VX S-S, LBR 17849 2003 Yale GDP050TG S-S, Forks 17850 2004 Yale GDP050TG S-S/F-P, Forks 17535 2004 Yale GDP050TG 4Way - ISSUES 17536 2004 Yale GDP050TG S-S, LBR, 42” Forks 18462 2005 Yale GLP050VX S-S, LBR, 48” Forks 17575 2006 Yale GLP050VX 4 Way 17193 2006 Yale GLP050VX No Att. 17055 2006 Yale GLP050VX No Att. 17132 2007 Yale GLP050VX No Att. 17134 2007 Yale GLP050VX 17640 2008 Yale GLP050VX 18398 2008 Yale GLP050VX 18384 2008 Yale GLP050VX S-S 17907 2010 Yale GLP050VX 4Way, No Att. 17984 2010 Yale GLP050VX 4 Way, No Att. 17125 2011 Yale GLP050VX S-S, Forks 17820 2012 Yale GLP050LX No Att. 18537 2013 Yale GLP050VX 4 Way 18538 2013 Yale GLP050VX 4Way 18709 2013 Yale GLP050VX PRS, No Att. 18710 2013 Yale GLP050VX PRS, 4Way, No Att. 18711 2013 Yale GLP050VX PRS, 4Way, No Att. 17194 2005 Yale GLP060VX PRS, 4Way, No Att. 17584 2006 Yale GLP060VX PRS, 4Way, No Att. 18179 2008 Yale GLP060VX PRS, 4Way, No Att. 18557 2007 Yale GDP080VX 4Way, No Att. 18408 2009 Yale GLP090VX 4 Way 17608 2006 Yale GDP100MJ 4 Way 4 Way, S-S, Forks IC BIG PNEUMATICS 4Way, No Att. 18212 2010 Cat P33000 4Way, No Att. 4 Way, No Att. 17950 2005 Hyster H300HD 4 Way, No Att. 17949 2007 Hyster H300HD Ind. F-P, 60” Coil Forks S-S, Forks TUGGERS PAINTED, No Att. 17353 2008 Hyster T7Z S-S, Forks 17357 2008 Hyster T7Z 48” Forks 17359 2008 Hyster T7Z 4 Way 17376 2008 Hyster T7Z BCS, 4Way Hosed BCS BCS, 4Way Hosed 3rd Valve, 60” Forks 4Way, No Att. 4Way, No Att. 4Way, No Att. 4 Way 4 Way

84/188 84/188 84/188 84/188 84/188 84/188 84/187 84/187 84/189

3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way

S-S, Forks PAINTED, LPS, S-S, Forks S-S, 48” Forks S-S, 48” Forks S-S, 48” Forks S-S, 48” Forks S-S, Forks, Full Cab S-S, Forks S-S, 42” Forks, Cab

November 2016



83/130 82/187 82/127 82/127 82/127 82/189 61/82 83/189 82/189 82/189 82/189 82/171 82/145 82/157 82/189 82/189 83/189 83/129 83/129 82/189 88/171 82/189 87/185 84/187 88/187 88/187 88/187 83/189 83/189 82/189 82/189 83/189 85/195 84/240 84/240 85/181 85/182 86/126 88/187 86/126 85/181 88/187 92/138 92/138 92/138


S-S, Forks S-S, Forks 3Way, Forks 4Way, S-S, No Forks 3rd Valve, Forks 4Way, S-S/F-P, Forks S-S, 42” Forks No Attachments S-S, Forks S-S, Forks S-S, Forks


Bill Zemak | David Herrera | Seth Caldwell |




84/189 84/189 86/194 84/189 84/189 84/189 84/189 84/189 84/189 84/189 84/189 84/189 93/199 87/181 87/181 88/187 80/176 89/185 86/121 90/185 90/185 90/185 86/173 84/186 84/189 84/187 84/189 84/189 84/189 84/187 84/177 84/129 84/129 84/189 86/194 84/194 84/194 86/194 86/189 84/189 90/199 84/189 84/189 86/194 86/194 84/189 86/195 86/195 88/200 90/200 84/189 84/188 84/189 84/189 84/189 84/189 84/189 87/181 93/199 84/126 90/185 94/195 110/159

3 Way 3 Way 3 Way 3 Way 3 Way 4 Way 3 Way 3 Way 3 Way 4 Way 3 Way 3 Way 3 Way 4 Way 4 Way 3 Way 3 Way 4 Way 3 Way 3 Way 3 Way 3 Way 4 Way 4 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 2 Way 2 Way 2 Way 2 Way 3 Way 3 Way 3 Way 4 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 4 Way 4 Way 4 Way 2 Way

S-S, LBR, 42” Forks S-S, LBR, 48” Forks S-S, LBR, 48” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, FP, LBR, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, Forks “LPS”, S-S, 48” Forks S-S, 60” Forks S-S, LBR, 60” Forks 3Way, 48” Forks S-S/F-P, Forks, 7,421 Hrs Pre-VSM S-S, LBR, Forks S-S, 48” Forks S-S, Forks, “LPS” No Att, Full Cab No Att., Full Cab No Att. No Att. No Att. 4Way, No Att. S-S/F-P, Forks S-S, Forks S-S, Forks LBR, 48” Forks 3Way, 42” Forks LBR S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, LBR, 45” Forks S-S, Forks Forks Forks LBR, 48” Forks LBR, 48” Forks S-S, Forks S-S, LBR, 38” Forks S-S, LBR S-S S-S, LBR, 48” Forks S-S, LBR, 48” Forks S-S, LBR, 48” Forks S-S, Forks S-S, Forks, 4,430 Pre-VSM S-S S-S, Forks S-S, forks S-S, Forks S-S, 42” Forks S-S, 42” Forks S-S, Forks S-S, Forks S-S, Forks S-S, LBR S-S, LBR, 48” Forks S-S, Forks 4Way - ISSUES 4Way, S-S/F-P, 48” Forks 48” Forks

153/167 4 Way 144/147 3 Way 144/147 3 Way

4Way, S-S/F-P, 96” Forks NEW SOLIDS, S-S, 96” Forks, P. Cab S-S, 96” Forks, Full Cab


Tim Smith | Vince Strum | Jimmy Flaherty |


VNA ARTICULATING 18508 2006 18494C 2011 18495C 2011 18496C 2011 18497C 2011 18498C 2011 17498 2002

Aisle Master 44S Bendi B40/IC Bendi B40/IC Bendi B40/IC Bendi B40/IC Bendi B40/IC Steinbock WM13F

MISCELLANEOUS 18458 2013 18459 2012

FT-24-2 LP00049 Vermeer RTX1250

4 WHEEL RIDER ELEC 18113 2006 18364 2008 18360 2009 18347 2005 17581 2008 17073 2009 18362 2009 18624 2010 18625 2010 18626 2010 17346 2008 18556 2010 18568 2012 18569 2012 18206 2004 18095 2006 18503 2006 18205 2007 18204 2008 18092 2008 18546 2010 18596 2010 18726 2010 18727 2010 18717C 2011 18718C 2011 18719C 2011 18720C 2011 18721C 2011 18722C 2011 18723C 2011 18724C 2011 18305 2009 18118 2010

Hyster E30Z Hyster E30Z Hyster E45XN Hyster E50Z Hyster E50Z Hyster E50XN Hyster E50XN-27 Hyster E50XN Hyster E50XN Hyster E50XN Hyster E60Z Yale ERC030AH Yale ERC030VA Yale ERC030VA Yale ERC050GH Yale ERC050GH Yale ERC050GH Yale ERC050GH Yale ERC050GH Yale ERC050GH Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC060VG Yale ERC060VG

BIG RIDER ELEC 16405 18164 18679 18680 18320

2009 2011 2011 2011 2011

Hyster E80Z Hyster E80Z Hyster E120Z Hyster E120Z Yale ERC080HH

3 WHEEL RIDER ELEC 18025 18097 17650 16814 18098 17546

2005 2004 2006 2006 2007 1998

Caterpillar EP16KT Yale ERP030TH Yale ERP030TH Yale ERP030TH Yale ERP030TH Yale ERP040TF

STOCKPICKERS 17971 17972 18488 18489 18490 18385 14206 18226 16721 17478 18460 18483 18532 18572 18290

2010 2011 2004 2005 2005 2001 2002 2003 2004 2005 2005 2005 2005 2005 2008

Hyster R30XM2 Hyster R30XM2 Ray. 261-OPC30TT Ray. 261-OPC30TT Ray. 261-OPC30TT Yale OS030ECN Yale OS030EC Yale OS030EC Yale OS030EC Yale OS030EC Yale OS030ECN Yale OS030ECN Yale OS030ECN Yale OS030ECN Yale OS030BEN


18277 17206 18285 18513 17834 17835 17836 17821 17822 14821 16704 16618 17595 17594 18223 15767 16119 16158 17627 17436 17544 17826 17828 17885 17667 17961

1995 1999 2004 2004 2005 2005 2005 2007 1998 2000 2002 2000 2004 2006 2008 2001 2003 2004 2005 2005 2005 2005 2005 2005 2005 2005

Cat NRR40 Hyster N30XMR2 Hyster N40XMR3 Hyster N40XMR3 Hyster N45XMR3 Hyster N45XMR3 Hyster N45XMR3 Hyundai HBR15-11 Kalmar ACNM30W Ray. EASI-R40TT Ray EZ-R40TT Toyota 6BRU18 Yale NR035AE Yale NR035AD Yale NR035DA2 Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AEN Yale NR040AE Yale NR040AE

MAST 89/204 95/216 95/216 95/216 95/216 95/216 102/238

HYD 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way

0/0 0/0

NOTES S-S, 42” Forks S-S, 42” Forks S-S, 42” Forks S-S, 42” Forks S-S, 42” Forks Traverse, 42” Forks Have title +5 Way

4 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 4 Way 4 Way 3 Way 3 Way 3 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 3 Way 3 Way 3 Way

4Way, No Att. PAINT, S-S, 42” Forks S-S, 45” Forks S-S, Forks S-S, LBR, Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, Forks S-S, Forks No Att. S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks 4Way, No Att. S-S, Forks S-S, Forks S-S, Forks S-S S-S, Forks NEW SS, forks, 31” BC No Att. S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, 60” Forks S-S, Forks

96/145 88/185 100/208 100/208 88/185

4 Way 4 Way 4 Way 4 Way 3 Way

No Att. 4Way, No att. 4 Way, No Att. 4 Way, No Att. S-S, 48” Forks

82/188 78/177 94/218 78/175 78/175 82/189

3 Way 3 Way 3 Way 3 Way 3 Way 3 Way

S-S, Forks S-S, Forks S-S PAINTED, S-S, Forks S-S, Forks S-S, LBR, 42” Forks

107/243 107/243 95/204 95/204 95/204 105/240 89/195 89/195 89/195 89/195 89/195 89/195 89/195 89/195 89/195

1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 3 Way 2 Way 1 Way 3 Way 1 Way

Pallet Clamp, Forks Pallet Clamp, Forks 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp Pallet Clamp, 42” Forks PAINTED, 42” Forks, Pallet Clamp PAINTED, 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp PAINTED, 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp 42” Forks, Pallet Clamp

95/211 119/272 95/212 95/212 148/341 148/341 148/341 89/198 82/189 131/300 140/321 95/210 131/302 131/302 110/251 107/242 89/195 91/203 91/203 91/203 91/203 91/203 91/203 91/203 91/203 91/203

4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way

S-S, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, Forks Single Reach, S-S, Forks Single Reach, S-S, Forks Single Reach, S-S, Forks Single Reach, S-S, Forks Single Reach, S-S, Forks GPO--200--S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, LBR, 42” Forks S-S, 42” Forks, 12” BC PAINT, S-S, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks Single Reach, S-S, Forks Single Reach, S-S, Forks Single Reach, S-S, Forks S-S, LBR, 42” Forks S-S, Forks, 14” BC

Over 800 Forklifts available!

17962 17963 17964 17979 18239 18526 18529 17767 18595

2005 2005 2005 2005 2005 2006 2006 2006 2010

Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AE Yale NR040AEN Yale NR040AEN Yale NR040AE Yale NR045EAN


82/187 94/216 82/189 82/189 83/189 82/189 83/189 94/218 94/218 94/218 94/211 84/192 82/127 82/127 88/201 83/130 82/189 94/218 93/218 88/200 85/194 85/195 85/194 85/194 88/200 88/200 88/200 88/200 88/200 88/200 88/200 88/200 88/187 88/187





91/203 91/203 91/203 91/203 91/203 91/203 91/203 91/203 107/240

4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way 4 Way

S-S, Forks, 14” BC S-S, Forks, 14” BC S-S, Forks, 14” BC S-S, 14” BC, Forks S-S, Forks, 14” BC S-S, 14” BC, Forks S-S, 14” BC, Forks Single Reach, S-S, Forks S-S, 36” Forks

0/56 0/56 72/106 83/190 95/226 72/100 72/100 72/100 82/189 82/189 82/124 88/203 88/203 88/203 88/203 88/203 83/188 83/188 84/128 83/190 98/222 98/222 94/218 94/218 100/230

2 Way 2 Way 2 Way 3 Way 3 Way 2 Way 2 Way 2 Way 3 Way 3 Way 2 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 3 Way

Forks Forks Straddle, Forks S-S, Forks S-S, Forks 48” forks 48” forks 48” forks PAINTED, S-S, Forks S-S, Forks PAINTED, CWB, Forks S-S, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, 42” Forks S-S, LBR, 42” Forks S-S, Forks S-S, Forks S-S, LBR, 42” Forks PAINTED, S-S, 42” Forks S-S, LBR, 48” Forks

N/A N/A 0/0 N/A 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 0/0 N/A 0/0 0/0 0/0 N/A N/A N/A N/A N/A 0/0 N/A 0/0

1 Way

27” x 48” Forks 27” x 96” Forks

1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way 1 Way

27” x 144” Forks 22” x 48” Forks 22” x 48” Forks 27” x 48” Forks 27” x 48” Forks, 24V Pack 27”x48” forks 28 x 96” 24 x 48” 28” x 96” Forks 28” x 96” Forks 28” x 96” Forks 28” x 96” Forks 27” x 48” Forks 27” x 48” Forks, 24V Pack 27” x 48” Forks 27”x48” Forks, 24V Pack 27” x 48” Forks 27” x 48” Forks 27” x 48” Forks, 13” BC 27 x 48” Forks 27 x 48” Forks 27 x 48” Forks 27” x 48” Forks 28” x 96” Forks 28” x 96” Forks 28” x 96” Forks 28” x 96” Forks 28 x 96” Forks 28” x 96” Forks 28”x144” Forks




17838 17839 18047 18027 18032 18491 18492 18493 17783 17784 18045 16707 16708 16709 16710 16711 16576 18037 18534 17622 18441 18442 16532 16533 17189

2010 2010 1984 2001 2007 2009 2009 2009 2012 2012 2001 2002 2002 2002 2002 2002 2006 2008 2009 1996 2010 2010 2007 2007 2008

Atlet PPC Atlet PPC Crown 30WTL-S Crown RC3020-30 Crown RC3020-30 Hyster W40ZC Hyster W40ZC Hyster W40ZC Landoll LSC030 Landoll LSC030 Prime Mover CSX40 Ray. DSS30 Ray. DSS30 Ray. DSS30 Ray. DSS30 Ray. DSS30 Ray. R30-C30TT Raymond 4200 Ray. RSS-S40TN Yale ESC030AE Yale ESC030AC Yale ESC030AC Yale ESC035FA Yale ESC035FA Yale ESC040FA

ELECTRIC PALLET JACK 16270 16422 17841 16547 18500 18501 18615 18261 18248 18372 18373 18132 18133 18134 18135 18502 18256 17599 18253 18707 18708 16999 17930 17931 17937 01009 17320 17321 17319 16506 18090 17303 18286


2007 2004 2008 2008 2005 2005 2005 2011 2008 2010 2012 2011 2011 2011 2011 1999 2006 2006 2006 2013 2013 2002 2010 2010 2010 2012 2003 2003 2004 2006 2006 2009 2012

Cat WR6000 Crown PE4000 Crown PW3520 Crown PR4500-80 Hyster W40Z Hyster W40Z Hyster W40ZC Hyster W40Z Hyster B60Z-AC Hyster B80Z-AC Hyster B80Z-HD Jungheinrich ECR Jungheinrich ECR Jungheinrich ECR Jungheinrich ECR Multiton ELE45 Toyota 6HBW20 Toyota 6HBW23 Yale MPB040EN Yale MPB040EN Yale MPB040EN Yale MPE060LE Yale MPE080LF Yale MPE080LF Yale MPE080LF Yale MPW065SE Yale MPE080LE Yale MPE080LE Yale MPE080LE Yale MPE080LF Yale MPE080LE Yale MPC080LE Yale MPE080LV

Text WEB ID to 27414 Web ID: 3WJX


18016, Mitsubishi FGC33N-LE

Web ID: 0CBU


18485, Elwell-Parker ESI-160

Web ID: 9UL1


18079, Toyota 7FGCU45

Web ID: 4UTJ


17909, Hyster S80FT-BCS

Web ID: SD30


17431, Hyster H50FT

Web ID: 9742


18305, Yale ERC060VG

Bill Zemak | David Herrera | Seth Caldwell |

Tim Smith | Vince Strum | Jimmy Flaherty |

November 2016


Nuts & Bolts

Acquisitions, expansions & other business news

Johnson Controls and Tyco complete merger With a vision to create a safe, comfortable and sustainable world, a newly formed Johnson Controls begins operations following the successful completion of its merger with Tyco, marking a historic turning point for both companies. By uniting Johnson Controls, provider of building efficiency solutions with Tyco, provider of fire and security solutions, the new company is uniquely positioned as a provider of products, technologies and integrated solutions for the buildings and energy sectors. With $30 billion in revenue and 117,000 employees (following the anticipated spinoff of the Adient automotive business in October), this powerful combination brings together best-in-class product, technology and service capabilities across controls, fire, security, HVAC and energy storage, to serve the full spectrum of end markets including large institutions, government, commercial buildings, retail, industrial, small business and residential. Tyco and Johnson Controls’ buildings platforms create immediate opportunities for growth through cross-selling, complementary branch and distribution channel networks, and expanded global reach for established businesses.

Raymond and Brammo announce technology alliance The Raymond Corporation and Brammo, Inc., have announced a strategic technology alliance for developing robust lithium-ion alternative energy solutions. The alliance will focus on highly demanding warehouse applications that utilize electric forklifts. Raymond and Brammo have started testing a variety of configurations and will be releasing more

information later this year. “Raymond has consistently worked toward enabling our customers to be as productive and energy efficient as possible, fueled by our commitment to delivering material handling solutions for today’s — and tomorrow’s — warehouses,” said Michael Field, chief executive officer of Raymond. “This technology alliance unites the expertise of two industry leaders, allowing us to apply advanced electric vehicle technology to superior warehouse solutions.”

AMT and SME announce partnership to co-produce events The Association For Manufacturing Technology and SME have announced a major new partnership for a series of regional co-branded trade shows focused on the manufacturing technology industry. The collaboration encompasses the existing EASTEC, WESTEC, SOUTHTEC, HOUSTEX, and Mfg4 events. The new events will feature a blend of education, applications, and technology innovation, particularly in the areas of digital manufacturing, automation, MTConnect and the Industrial IoT. Mirroring the industry trend of regionalized manufacturing in the U.S., each event will include a mix of topics and technologies that are of specific interest to that region.

Dealer’s D eResource aler’s R M25

M 25 S15J


E20V S15J


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Looking Lo foro our kannual i n gclearance for o sale uof relectric ann pallet u atrucks? l clearance EOSLIFT EO hasS a large LIF selection T ha featured s a lon a rge selection feat 32

November 2016

www. eos

Nuts & Bolts

Acquisitions, expansions & other business news

Equipment donations needed for disaster response In response to the floods that devastated Southern & South-West Louisiana in August, Feeding America is in need of material handling equipment to replace what was lost at the Greater Baton Rouge Food Bank. This critical partner in feeding hungry people throughout the Greater Baton Rouge area usually operates from a 172,000 square foot warehouse with a 6,000 square foot freezer. The facility suffered significant damage in the floods. They took in over four feet of water, and their fleet and equipment was a total loss. It is estimated to cost between $7,500,000$8,500,000 to make the facility fully operational once again. They are currently distributing food from a 18,000 square foot temporary facility with loaned trucks and equipment.

ALAN responds to Hurricane Matthew As the South East Coast area recovers from Hurricane Matthew, planning is underway to respond to the storms damage. The American Logistics Aid Network (ALAN) could use your help if you or your company can volunteer or donate. Among the various types of needs will be debris removal. Here are three simple options to learn more and pitch in: 1. Sign up on the American Logistics Aid Network (ALAN) website to be notified when they issue a call-for-volunteers: 2. Follow ALAN on Twitter at @ALANaid

ew a n of e ar ad tor We tribu ® thre dis ERT stem E-S al sy TIM new re

3. Check out this site, where ALAN’s logistics needs will be posted, once they are identified: Your assistance will make a huge difference to citizens of South East states. Typically, as much as 80 percent of disaster recovery expenditures go toward transporting, warehousing, and distributing goods and services to affected communities. That’s why supply-chain resources and know-how can make a critical difference during and after disasters.

Crown expands operations in Los Angeles Crown Equipment Corporation announced the opening of a new facility near Los Angeles to meet growing customer demand in the region. As one of eight North American regional training facilities, the new location will feature a large parts department and extensive equipment inventory, while also providing customers with a variety of training opportunities. “We’ve been a committed member of this region since our first location opened in 1980,” said Keith Heinke, general manager, western region, Crown Equipment. “After 36 years in our original facility, the time was right to grow and expand our service offering to better serve our customers in the greater Los Angeles, Santa Barbara and Ventura counties. Our customers operate in a variety of industries – retail, grocery and more. Regardless of what they sell, they all need the quality products and the level of expertise and service Crown provides to keep their businesses running smoothly.”

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TB45 Nissan engine assemblies

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November 2016


Shifting Gears

Reel Rotator

Industry personnel and organization news

Avoid Strain on Arms and Back

PACK EXPO packed with inspiration The Innovation Stage at PACK EXPO International and Pharma EXPO 2016 (Nov. 6–9; McCormick Place, Chicago) is shaping up to be the largest and most robust on-floor education feature since its inception in 2012, according to show producer PMMI, The Association for Packaging and Processing Technologies. On the PACK EXPO International side, three stages, located in the Grand Concourse, will bring together industry leaders and subject matter experts for free educational programming addressing the most top-of-mind issues and trends. Sessions will address topics including: • Internet of Things • Machinery Safety • Standards & technology to improve productivity • Sustainability • Flexible manufacturing systems • Smart packaging • Contract packaging • Global packaging trends • Digital print technology • Multipack solutions • Ultrasonic technology Pharma EXPO will host an additional Innovation Stage in the West Lobby addressing innovations including blister packaging solutions, thin film flexible packaging, photostability testing and protective packaging and serialization solutions. To date, 59 sessions are confirmed, all 30-minutes in length. All sessions are free to attend. Check the schedule for full details. The full session schedule will also be accessible through the PACK EXPO International/Pharma EXPO mobile app. “We know that our attendees have a lot to accomplish while at PACK EXPO and Pharma EXPO. With that in mind, the importance of offering valuable education on the show floor is a priority,” says Charles D. Yuska, president and CEO, PMMI. “The PACK EXPO and Pharma EXPO Innovation Stages give attendees access to an unparalleled range of processing and packaging education and innovations, conveniently located in close proximity to the exhibits.” PACK EXPO International and Pharma EXPO will bring together more than 2,300 exhibitors showcasing their processing and packaging innovations to 50,000 attendees in over 1.2 million net square feet of exhibit space. Registration for the show is $100 and includes admission to all exhibits and the Innovation Stage.







For safety reasons gripping arms cannot open by mistake Manual and electric rotation

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UniCarriers Americas announces Supplier Excellence Awards UniCarriers Americas(UCA) honored six suppliers with Supplier Excellence Awards at its fourth annual supplier conference. Attended by more than 75 suppliers, the conference highlighted results from fiscal year 2015 and potential growth opportunities for the future. Supplier Excellence Awards were presented to suppliers who met the overall performance requirements, participated in costreduction activities, and provided superior customer service. UCA recognized four production suppliers and two aftermarket suppliers. This year’s Supplier Excellence Award winners are: • CMT Imports Inc., a UCA supplier since 2014, achieved perfect on-time delivery. 34

November 2016

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November 2016


Shifting Gears

Industry personnel and organization news

•D  onghua USA Inc., a global supplier of UCA, achieved perfect quality and 100 percent on-time delivery. • Fontan Inc., a UCA supplier since 2014, achieved perfect delivery. • Northfield Industries Inc., a four-time UCA Supplier Excellence Award winner, achieved perfect quality and 100 percent on-time delivery. • Shimaszu Prec Instruments, a long-time supplier of UCA through UC Japan, achieved near-perfect quality and on-time delivery. • Tacoi S. Coop, recognized as one of UCA’s best overseas suppliers, delivered 100 percent on-time delivery. “Our suppliers are incredibly reliable partners who have gone above and beyond to set the standard for the rest of the supply base,” said John Arnold, director, supplier management for UniCarriers Americas. “On behalf of UniCarriers Americas, we congratulate all of this year’s winners and recognize their dedication and loyalty to the vision of UCA.”

For more Shifting Gears articles go to

KION North America makes changes to dealer network To increase their presence in Mexico, KION North America added Inter Price Logistica to its dealer network. Based in San Luis Potosi and with six additional branch locations throughout Mexico, Inter Price Logistica will offer Linde Class I, II and III equipment. As part of the company’s long-term growth strategy, KION North America has made two additional changes to its distribution network in the United States. Due to their history of strong performance in terms of both sales and service, Liftec Forklifts has been appointed to additional territory within New Jersey and eastern Pennsylvania. “The southern New Jersey and eastern Pennsylvania areas represent mutual growth markets for both us and KION North America,” said Tom Sylvester, executive vice president of Liftec Forklifts. “Serving this new area, coupled with the introduction of new Linde models, we feel the future is bright.” In additional to their existing region in Maryland, Baltimore-based Matthai Material Handling is now also serving Delaware and a portion of southeast Pennsylvania. “Matthai Material Handling has a proven track record of providing top-notch customer service and offering creative solutions that improve the way businesses operate,” said Mike Gore, vice president of sales at KION North America. “We are confident they will continue this same standard of excellence as they expand into these new markets.”

KEEPS FLUE SPACES OPEN A simple, cost effective product to keep stored material out of rack transverse flue spaces • Provides 3" clearance between rack and stored material • Original Fluekeeper® for hand loaded rack, Fluekeeper® HD for full pallet loads and Fluekeeper® HD-S for structural steel rack • Satisfies insurance guidelines and local building inspector criteria (may be required by International Fire Code®) • Allows your sprinkler system to function as designed • Easy to install

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November 2016


Shifting Gears

Industry personnel and organization news

Myers Industries makes organizational changes Myers Industries, Inc., an international manufacturer of polymer products for industrial, agricultural, automotive, commercial and consumer markets, announced a series of management and organizational changes designed to simplify the company’s reporting structure and aim focus at executing on strategic initiatives. Kevin Gehrt joined the Company as vice president, human resources. Mr. Gehrt joins Myers from Cardinal Health, Inc., where he was vice president, global human resources at Cordis, a medical device business. Mr. Gehrt brings with him an extensive background in talent development and management, sales productivity and continuous improvement, corporate governance, organization design, compensation, and employee benefits including health care and wellness. President and Chief Executive Officer Dave Banyard said, “I am excited to welcome Kevin to Myers Industries. Kevin’s extensive experience will be a valuable contribution to the company as we execute our strategic initiatives and implement new sales and manufacturing processes. His track record of attracting and retaining talented professionals while establishing high-quality training, development, and employee recognition programs will be considerable assets to the future of Myers and our businesses.”

Quantum Storage supports Habitat for Humanity

*Over 21,000 readers monthly receive Material Handling Wholesaler. Over 10,000 digital subscribers receive Wholesaler in their Inbox every fourth Thursday. Looking for current or past articles? Visit Looking for a new vendor? Go to the Source Directory. Every Tuesday morning the Wholesaler Weekly is emailed to over 10,000 subscribers with the latest industry news. The industries newest buy & sell equipment website: Try it for FREE by calling us today for a two month trial!

Quantum Storage Systems recently donated an incredible amount of storage products to Habitat for Humanity of Jacksonville, FL. “All donated products went to our retail sales store (known as the HabiJax ReStore) for sale to the public. The proceeds from the sale of these products go back to Habitat for Humanity of Jacksonville to help lower income working families achieve home ownership,” said Rod Borom, Vice President of ReStores. This past year Habitat for Humanity built its’ 2,000th home in the Jacksonville community after 27 years of serving this area. Quantum donated several brand new shelving units, plastic bins and mobile storage units after a local trade show in Jacksonville. “I am hopeful that Habitat for Humanity can make upwards of $2,500 in sale of our donated items,” Said Ed Granger Director of Sales at Quantum Storage Systems. “We are happy to assist this great cause and we consider it a privilege to help in any way we can,” he concluded.

For more information, call Material Handling Wholesaler at


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November 2016

Shifting Gears

Industry personnel and organization news

Equipment Depot reinvents for growth with focus on service

Toyota promotes Pejnovic to executive team

Equipment Depot has completed an extensive rebranding initiative, as it enters the next exciting phase in its growth strategy. The rebrand signals a shift for the business as it capitalizes on its rich heritage and legacy of service, while meeting the evolving needs of its customers. Equipment Depot, which has a trusted legacy of keeping businesses moving since 1951 and is America’s number one independent material handling and rental business, has unveiled its new brand through an integrated marketing campaign deployed across its 1500-mile footprint. The reinvention of such a well-established company modernizes the brand with strong visual impact and clear messaging, centered around industry-leading customer service along with a performance guarantee.

Toyota Material Handling, U.S.A., Inc., (TMHU) announced Jaksa Pejnovic has been promoted to director of accounting and finance, pricing and strategic planning. The promotion was effective August 1. Pejnovic is the newest member of Toyota’s executive team. Pejnovic joined TMHU in 2013 as assistant controller at the company’s Columbus, Indiana, forklift manufacturing headquarters. He was promoted to TMHU controller in 2015. Prior to joining Toyota, Pejnovic served 12 years at CNO Financial Group in a range of finance positions. Pejnovic is a licensed CPA and a member of the Indiana CPA Society. TMHU President Jeff Rufener said, “During his time as assistant controller and as controller, Jaksa earned the admiration and respect of everyone at Team Toyota and TMHU. This is a well-deserved promotion and part of our ongoing commitment to strengthen Toyota’s leadership and dominance in the industrial lift truck and material handling marketplace.”

Cimcorp announces new general manager of USA office Cimcorp, a manufacturer and integrator of turnkey robotic gantry-based order fulfillment and tire handling solutions, announces the transfer of Vesa Hakanen from its headquarters in Ulvila, Finland to Norcross, Georgia in order to lead the new U.S.-based office, Cimcorp USA, Inc. (Cimcorp USA), as general manager. In his role, Hakanen will use his extensive automation expertise and experience with Cimcorp technologies to deliver superior solution support to Cimcorp’s U.S.-based customers and stakeholders. Hakanen has been a part of Cimcorp since 1998. Starting off as a software engineer, he progressively moved up into the project manager role. Since 2009, he has been responsible for directing and coordinating activities involving sales of products and services; preparing budgets and approving budget expenditures; as well as planning and directing staffing, training and performance evaluations to develop and control sales and service programs.

YRC Freight Driver Achieves 5 Million AccidentFree Miles In his nearly 40-year career with YRC Freight, Joe Brown has driven five million miles - and hasn’t had one accident. The company recognize his safety record with an event on October 5, at its Memphis terminal. In honor of Brown’s accident-free achievement, YRC Freight will welcome him into the company’s Driver Hall of Fame. YRC Freight also will donate 50 children’s car seats to the Tennessee Highway Patrol - one for every 100,000 miles Brown has safely driven. “Professional drivers consider themselves responsible for their own safety as well as the safety of the motoring public. Joe’s 39 years of accident-free driving is a great example of this commitment. That is how safety is done,” said Darren Hawkins, YRC Freight president. “Joe’s commitment to safety earned him a well-deserved place in our Driver Hall of Fame,” said Hawkins. “We’ll introduce a new trailer which has been designed in his honor. The trailer will showcase this great accomplishment for drivers across the country. We are so proud of our new accident-free Hall of Famer and excited to highlight his talent as the trailer travels throughout YRC Freight’s North American network.” Brown’s regular route is Memphis to Houston, which is more than 1,100 miles round trip.

November 2016


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TVH Career Opportunities

Purchaser/Buyer Determine customer/market needs and wants through research, discussions with customers, and review of various parts usage reports. Take what has been learned and apply to development of worthy product. Responsibilities • Assess market competition by comparing the company’s product offering to offerings of competitors, monitoring competitor’s new product offerings and sell prices, and keeping current on all products available or forthcoming to the market. • Analyze and propose new product for consideration of adding to the market or expansion of current product lines. • Determine the necessity of a training schedule for Sales or Marketing or both on new product offering. • Determine the necessity to work with Sales or Marketing or both to develop literature or any promotional material for new products. • On a daily basis, review a suggested order report and determine whether parts need to be ordered or not. If so, determine the most economical quantities and scheduled due dates. Requirements • Associates Degree in Business or Supply Chain • 2+ years in material handling as a Buyer • Stable work history To apply email your resume to Brian Cavataio at or call 913 254-2925 for more details about these and other career opportunities. For other opportunities go to TVH is an equal opportunity employer. All qualified applicants will receive consideration without regard to race, religion, color, national origin, sex, age, disability, status as a protected veteran, or any other characteristic protected by applicable federal, state or local law.

TVH Career Opportunities Business Development Regional Manager This role will be responsible to maintain and grow sales through existing and new customers within assigned geographical territory. Responsibilities • Achieve and exceed sales goals within the designated territory • Make daily visits to established accounts and prospect accounts • Help maintain existing business by developing and maintaining functional, multi-level relationships with customers in the designated territory • Understand customer needs and find ways to help them achieve their objectives • Keep customers informed on all TVH offerings including: products, accessories, programs, resources, and training • Obtain and utilize customer parts usage reports to secure additional sales and to help determine additional product offering needs Requirements • Bachelor’s degree (B.A.) from four-year college or university; or 3-5 years related sales experience or equivalent combination of education and experience • Experience in sales or a customer service environment • Forklift parts experience desirable • Must hold a valid state driver’s license • Excellent communication, interpersonal and presentation skills • Computer Skills: Microsoft Office (Word, Excel, PowerPoint), Google Apps • Must be able to travel 75%

To apply email your resume to Brian Cavataio at or call 913 254-2925 for more details about these and other career opportunities. For other opportunities go to TVH is an equal opportunity employer. All qualified applicants will receive consideration without regard to race, religion, color, national origin, sex, age, disability, status as a protected veteran, or any other characteristic protected by applicable federal, state or local law.

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November 2016


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EnerSys® expands battery charger offering EnerSys®, a global provider of stored energy solutions for industrial applications, recently expanded its NexSys®battery charger offering to now include NexSys®+ battery charger models. NexSys®+ highfrequency modular battery chargers are ideal for Automated Guided Vehicle (AGV) applications that require communication with operation systems. They offer multiple communication platforms, intelligent charging with advanced efficiency and the flexibility to maintain peak efficiency at all times. The modular construction adapts to a wide range of battery capacities, allowing potential reduction of the number of chargers in a fleet. Charger modules are automatically switched on and off based on the charge cycle requirements, and should a module develop a minor fault, the charger bypasses the module for continued operation and continuation of the charging process without interruption.

Safety Systems & Controls offers new maintenance timer Safety Systems & Controls, Inc. (SSC) announces the addition of a maintenance timer feature to its Pace-One G2 top speed limiter. Those customers that want to take advantage of this feature will only be asked to pay for the extra cost of the wiring harness. The technology is free and our way of saying thanks to our customers. All mobile equipment has scheduled maintenance intervals to protect components from wear and tear. These scheduled items include fluid and filter changes, tune ups and tires rotations to name a few. Most service is performed based on miles travelled or hours in operation. This timer will help make sure those serviced by hours in operation will be timely performed. The maintenance timer is being added as a new pull-down menu on the Pace-One G2 Speed Limiter main page.

New multiple strand auto pick by MultiConveyor Multi-Conveyor recently built this four (4) strand mild steel constructed indexing tablestyle-top conveyor, with two common drive assemblies, designed to convey corrugated cartons with stacked heavy metal product inside. Sprockets are keyed inline so each sprocket engages the chain at the same time and each chain moves in time with one another. This reduces product skewing across all four strands. The system was engineered to convey 260 lbs. of products, 44

November 2016

approximately 60 lbs. per chain or 560 pounds total weight at any given time across 12’ of conveyor chains. Due to the product width, the system has joining shaft configurations for eight narrow chains versus one wide costly belt conveyor. The multiple strands also distributes the weight evenly to reduce chain pulls.

New stop/tail/turn lights from TVH TVH in the Americas(TVH), provider of quality replacement parts and accessories for the material handling and industrial equipment industry has added DOT approved stop/tail/turn lights to their product inventory. These SAE certified lights can be used for a wide variety of applications such as construction machinery, material handling trucks and service vans. The STT lighting kit includes three 4 inch round lights and three 6.5 inch oval lights. Each light is available in amber, red and clear and includes a rubber grommet mount and pigtail for easy installation. The 12 Volt lights contain seven LEDs for optimum visibility. Additionally, the acrylic lenses and durable ABS housing ensure they can withstand even the toughest terrain. You will also receive an amp connector and tripole adapter for a more reliable connection.

Zero Pan Tilters eliminate need for forklift Verti-Lift presents Zero Pan Tilters that can be loaded or unloaded at ground level, thus eliminating the need for a forklift, while improving ergonomics and eliminating bending and lifting and the inherent injuries associated with them. They are ideal for areas with no forklift access, tight areas where forklifts are impractical, and for companies which have adopted forkliftfree safe work areas. These electronically actuated or manually operated devices are available in several sizes, with capacities of 2000/4000 pounds, and zero-90 degrees of tilt. They can be loaded or unloaded with a simple pallet jack, or pallet truck at floor level, without the need for a forklift. Ground level access allows better access to product being loaded or unloaded.

New UTILEV® Class III helps fit customer needs Retail stores and a variety of other light-duty, pallet truck applications need equipment that is charged and ready to work on demand. However, because space is at a premium, these operations frequently lack dedicated battery changing and charging areas. As a result, many rely on manual equipment that requires increased operator effort and limits productivity. The new UTILEV® UT15WE offers 3,300 pounds of lift capacity, perfect for most

light-duty, low lift applications. The convenient on-board charging system keeps the two, 12-volt AGM maintenance-free batteries charged so the unit is ready when needed. Five purchase options, offering different fork and load backrest configurations, help ensure the UT15WE fits the needs of the application.

Lift Products expands self-propelled lift table line Lift Products Inc. is a manufacturer of ergonomic industrial equipment with an emphasis towards lift tables, tilt tables, upenders and electric platform trucks. Our corporate offices are based in Waukesha, WI while our factory operates in Waupun, WI. We are a customer driven company consistently looking at new ways to reach out to and support our dealer network and OEM manufacturers. Our driving principle is “Innovation In Ergonomics” whereby we strive to make the workplace safer and more efficient by removing potentials for injury and bottlenecks in processes. Lift Products now offers one of the broadest lines of selfpropelled lift tables with capacities ranging from 1000 lbs-6000 lbs. These tables improve productivity and reduce injuries. Not having to load or unload a lift table, just power it to the next work station.

Dorner introduces 2200 series modular belt conveyors Dorner’s newly redesigned 2200 series modular belt conveyor features additional belt options, a sleek open frame design, a universal T-slot and is ideal for applications within the metalworking, packaging, assembling and general manufacturing industries. The product redesign includes a number of improvements. For starters, its ladderstyle, open frame design replaces traditional perforated bedplates that allows better airflow through the frame for cooling and water, and chemical drainage applications. Its sleek, narrow profile means it can be positioned under machinery and in other tight spaces where other conveyors wouldn’t fit. Another enhancement to the frame is a Universal T-slot that is compatible with industry standard hardware and makes attaching accessories and guiding fast and simple.

Supply chain software improves reliability and efficiency Honeywell Process Solutions(HPS) announced the launch of Symphonite™, a comprehensive portfolio of supply chain and production management software services designed to boost supply chain reliability, responsiveness, agility and efficiency for a range of manufacturing industries. Bringing together existing proven technologies with new product releases into one tightly integrated portfolio, Symphonite software and services offer an end-to-end solution for oil and gas, refining, and mining, metals and minerals industries. Solutions cover every link in the chain across production management, planning, shipping, production accounting and reconciliation, helping to drive better business decisions.

New weldable shaft collars, couplings & mounts A line of weldable shaft collars, couplings, and mounts that let users modify them to fit their own mechanical and structural applications is available from Stafford Manufacturing Corp. of Wilmington, Massachusetts. Stafford weldable components include shaft collars, couplings, and mounts which are available made from ANSI 1018 steel and stainless steel to allow users to modify parts and create custom high-strength assemblies without fasteners. Suitable for mechanical and structural applications, typical modifications include brackets, cams, lever arms, mounts, pins, and rods. Ideally suited for the design and repair of special machinery, conveyors, packaging systems, and racks, Stafford weldable shaft collars are available in one-, two-piece, and hinged styles, Flange mounts come in 1/4” to 6” bore sizes and weldable shaft couplings are offered in 1/4” to 2” bore sizes.

20 ton industrial trailers pre-engineered for quick turnaround Hamilton is proud to announce Hercules: the new line of preengineered super duty industrial trailers. The new Hercules line has a load capacity range of 20,000– 40,000 lbs. per trailer and is preengineered for quick turnaround. While most high capacity industrial trailers have a minimum lead time of 7-8 weeks, the Hercules line is available to ship in an industry-leading lead time of 4-5 weeks. The Hercules line are fifth-wheel-steer type with a total of ten standard deck sizes starting at 4 feet wide by 8 feet long and ranging up to 5 feet wide by a massive 24 feet long. The series is also grouped in 20K, 25K, 30K, 35K, and 40K load capacities designed for severe loading and power towing conditions. www.

APEM expands emergency stop switch range APEM introduces the latest offering to its expanding industrial controls with the compact and stylish 16mm diameter A01ES-D emergency stop. The A01ES-D is ergonomically designed with four compact, modern actuator styles and a single or double pole switch block. Safe and easy to operate, the A01ES-D offers quick and easy visual status control at your fingertips. The A01ES-D emergency stop is ideally suited for devices used in environments requiring a robust, compact and aesthetic emergency stop, such as remote controls, medical imagery and transportation. Distinctive features include: • 16mm bushing • Approved to EN60947-5-5 • Push to shut-off, twist to release • Green locked/unlocked status indicator • AC15, 1.5A 250VAC, 6A 250VAC current / voltage rating • IP65 front panel sealing.

November 2016



November 2016

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(800) 255-4109

All Makes and Models Chicago and California Stock

ATLAS INTERNATIONAL LIFT TRUCKS 1815 Landmeier Rd. • Elk Grove, IL 60007 (847) 678-3450 • Web:



• • •

800-939-DYNA (3962)

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

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames



▶ New


Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962)

▶ REPAIR SERVICES ▶ Motors (Electric)



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

Website: • E-mail: Lift Up Your Business

✸Industrial Pneumatics-Radial & Cross-Ply ✸Super Elastic Resilient ✸Press-On Bands ✸Multi-Purpose Tires (MPT) 877-235-0102 the solution to all your Electric Lift Truck Motor needs. New • Rebuilt • Exchange • Motors • Armatures • Parts 8 Locations Coast to Coast 800-435-9346

Industrial Tire


Fax: 508.991.7330 • •

November 2016



We Accept:

Equipment, Inc.

440-232-1422 Akron | Cleveland, OH 44146


Over 35 years of satisfied customers!

We specialize inindependable reconditioned We specialize dependable reconditioned

batteries & chargers calibrated to BATTERIES AND CHARGERS factory specs by our certifi ed by technical staff. calibrated to factory specs our certified technical staff. Hobart—Enersys—Applied Energy Solutions—C&D —and more!

The Ecopoint charger from Ecotec is a full featured industrial battery charger available in 2 models for 8 hr. and 10 hr. recharge. The standard ECO-250 control offers data management normally found only in much more expensive chargers. For pallet jacks, consider the fully automatic STC taper charger. Plugs into any 120V outlet for convenience and portability. For the ultimate in efficiency and flexibility, consider the Access high frequency charger. Models are available for both conventional and opportunity charging.

♦ Hobart ♦ Enersys The ARCON Difference Not just used chargers, but used ♦ Applied Energy The ARCON Difference chargers that are tested, calibrated, Solutions Not just used chargers, chargers thatinput are tested, andbut setused to match the AC voltage ♦ C&D calibrated, and set to match the ACWorking input voltage youfor specify. you specify. & ready use! ♦ and more! Working & ready for use!

GoodUsed Used Batteries WANTED Good Batteries WANTED We will buy quantities! Call us with details – We will buy quantities! Call us with details— we want your GOOD surplus stock only! we want your GOOD surplus stock only!

ECOTEC Ltd. LLC 150 Marybill Dr. • Troy, OH 45373 P: 937.606.2793 • F: 937.606.2026

Advertiser’s Index ADRIAN’S SAFETY SOLUTIONS . . . . . . . . . . . . . . . 9

GATEWAY RACK CORP.. . . . . . . . . . . . . . . . . . . 14



GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . . . . 33

RESONANT DEALER SERVICES . . . . . . . . . . . . . . 26


H&K EQUIPMENT COMPANY . . . . . . . . . . . . . . . 28

RHINO RUBBER, LLC. . . . . . . . . . . . . . . . . . INSERT


HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 35

RICO EQUIPMENT. . . . . . . . . . . . . . . . . . . . . . . . 42

ALL BRAND FORKLIFT PARTS . . . . . . . . . . . . . . . 11


SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . . 8



SHOPPA’S MATERIAL HANDLING . . . . . . . . . . . . 25

AMERICAN VULKO-TREAD CORP.. . . . . . . . . . . . 59



ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 52

INTERTHOR, INC. . . . . . . . . . . . . . . . . . . . . . . . . 34

SPRINKGUARD, LLC . . . . . . . . . . . . . . . . . . . . . . 20

BAY EQUIPMENT CO.. . . . . . . . . . . . . . . . . . . . . 18 CAVAION BAUMANN USA . . . . . . . . . . . . . . . . . . 2 CHARNOR INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 48 CLARK MATERIAL HANDLING CO. . . . . . . . . . . . . 7 CONNELL FINANCE CO. INC. . . . . . . . . . . . . . . . 22 DACS, INC.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 ECOTEC LTD. LLC . . . . . . . . . . . . . . . . . . . . . . . . 52 ENGINE POWER SOURCE . . . . . . . . . . . . . . . . . . 13

JOSEPH INDUSTRIES, INC.. . . . . . . . . . . . . . . . . . . 8 KEYTROLLER, LLC. . . . . . . . . . . . . . . . . . . . INSERT MATERIAL HANDLING INDUSTRY (MHI) . . . . . . . . 4 MHCONX.COM. . . . . . . . . . . . . . . . 26, 37, INSERT MILLENNIUM INDUSTRIAL TIRE. . . . . . . . . . . . . . . 3 MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . 12 MOTOR TECH, INC.. . . . . . . . . . . . . . . . . . . . . . . . 5 NUTTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 PANACEA AFTERMARKET COMPANY. . . . . . . . . 46

STELLANA U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 57 SUMMIT METAL PRODUCTS, INC.. . . . . . . . . . . . 27 SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 16 SUPERIOR TIRE & RUBBER CORP.. . . . . . . . . . . . 43 THE FORKLIFT PRO. . . . . . . . . . . . . . . . . . . . 30, 31 THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 58 TRI-BORO STORAGE PRODUCTS. . . . . . . . . INSERT TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15, 60 UNIRAK STORAGE SYSTEMS. . . . . . . . . . . . INSERT

EOSLIFT USA CORPORATION . . . . . . . . . . . . . . . 32

PHILLIPS MINE & MILL, INC. (IRWIN TRANSPORTATION). . . . . . . . . . . . . . . . . . . . . 17


PRESTO LIFTS, INC.. . . . . . . . . . . . . . . . . . . INSERT

WEST POINT RACK, INC.. . . . . . . . . . . . . . . INSERT

FORK-CO USA SALES, LLC. . . . . . . . . . . . . . . . . . 21

PRODUCTS FOR INDUSTRY. . . . . . . . . . . . . . . . . 29

WY’EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 15

UNITED CONTACT . . . . . . . . . . . . . . . . . . . . . . . 20

More advertisers & resources at 52

November 2016


For Class II and III Material Handling Equipment.

Polyurethane Load Wheels

For All Makes and Models

Premium Performance For Today’s High Speed Lift High Applications

Bad Floors, Dock Plates, Expansion Joints, and Floor Debris

Call US at: 888.734.7687 999 Wells Street | Lake Geneva, WI 53147 | Ph:888.734.7687 |



SUCCESS IS EASIER WHEN YOU HAVE  A customer-focused supplier that understands your needs.  Satisfied, loyal customers that can depend on you.  A diversified customer base.  Increased bottom line profit. Thombert is your SINGLE SOURCE SOLUTION for less frustration and more profit. Give us a call, kick back, and rest easy. It’s that simple! 316 E. 7th Street N. Newton, IA, 50208


Celebrating 57 Years of Excellence!

Innovative research and quality products have made us the oldest supplier of Polyurethane industrial wheels and tires in the United States. WE’RE PROUD OF THAT! Whether your forklift is Crown, Raymond, Yale, Hyster, Toyota, or any other model, we have your wheels and tires. We also offer a complete line of wheel bearings, as well as high quality mast guide bearings. Great price, high quality, prompt service. We invite you to Join The Leader!

TVH is the worldwide leading supplier of quality replacement parts and accessories for the material handling and industrial equipment industry. With our 10 distribution centers across North and South America, we are able to reach 90% of the industrial equipment population in 1 day ground service with over 8 million parts.

November 2016 Material Handling Wholesaler  
November 2016 Material Handling Wholesaler