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An Employee-Owned Specialty Publications International, Inc. Magazine

June July 2017 2016


the website that’s


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June 2017 • Vol. 38 No. 6

24 |

Sales Trends Jeffrey Gitomer

 How are you using the power of first impression?

26 |

Your Business Eileen Schmidt

 Specialized Mail Order, doing what’s right Stock photos provided by

Cover Story 6 |

28 |

Human Element Caliper Corp.

 The business of baseball: Building a pipeline of future talent and leaders

Industry tuned to safety Industry News issues

Susan Miller Hellert

Columns 12 |

Aftermarket Dave Baiocchi

 Listening to the voice of the customer

22 |

Bottom Line Garry Bartecki

 Sometimes it's the simple stuff

32 Nuts & Bolts

36 Shifting Gears

Dean Millius General Manager/Publisher Alva Coffman Account Executive

Kathy Regan Editor Spencer Birkenholz / Eric Faramus Production Lead / Graphic Artist Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

ADVERTISING CALL 877.638.6190 Email: • Material Handling Wholesaler reserves the right to reject or cancel any advertising for any reason, at any time. Advertisements that simulate Material Handling Wholesaler editorial matter in appearance or style or that are not immediately identifiable as advertisements are not acceptable.

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46 Industry Insight

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Reader Resources 40 Classified


49 Source Directory 52 Advertiser's Index

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By Susan Miller Hellert

June 13, 2017 is National Forklift Safety Day. The Industrial Truck Association (ITA) whose members represent industrial manufacturers of lift trucks, rough terrain vehicles, hand pallet trucks and automated guided vehicles in the US and Canada sponsors this event to recognize the importance of safety. Forklift trucks are especially important since almost every item a person uses in any given day at some point was transported, loaded, stacked or transferred by a forklift truck. Each year there are approximately 34,900 accidents and 85 fatalities connected to forklift trucks. At least 70% of these accidents according to OSHA (Occupational Safety and Health Administration) could have been prevented. 42% of these fatalities occurred when the operator was crushed by a tipped vehicle. In fact OSHA states that 1 in every 6 workplace accidents are forklift truck related. Federal law mandates that no one under 18 years of age operate a forklift truck and that no one over 18 be allowed to operate a forklift truck without training and proper certification. Training is the most important factor in avoiding accidents. The National Safety Council publishes the Forklift Truck Operators Training Course as a primary source. It is important to remember that the forklift truck is unforgiving and responds differently than other vehicles in balance and maneuvering and requires on site specific training. (OSHA) Some of the most common issues involving safety with forklift trucks include pedestrian injuries, driving off the loading dock, falling between the dock and unsecured trailers and being hit by a lift truck or loads falling off forks. Methods to avoid these accidents may seem obvious but attention must be paid to details as life and limb depend on it. All operators must receive proper training and observe safety measures. That includes dressing appropriately with no loose or baggy clothes, safety shoes, hard hats and high visibility jackets. All equipment must be examined before each use by the operator who must also assure that a safe place to stack or drop off loads exists before pick up. The operator should check mirrors and seat position and then buckle the seat belt. Observation of the surrounding environment is a necessity. The operator must drive only on designated roadways, know all the warehouse rules, be aware of height and edges of all loading docks and racks and finally comply with all signs. According to Toby Gooley of the GSCMP’s (Council of Supply Chain Management Professionals) Supply Chain Quarterly, changes during the last 20 years in safety have 6

June 2017

been impressive. She notes that an operator who returned to work after 20 years of absence would be amazed at the improvements. As examples she includes: operator presence systems, improved visibility, lift truck telematics or telemetry and stability enhancements. The operator presence systems prevent forklift trucks from moving unless the driver is seated properly or if the operator leaves the vehicle without setting the parking brake. Trucks now have sleeker profiles and thinner frames with wider openings around the cabin to improve sight lines. Especially important has been mast design to increase sight range while maintaining strength and stability. The addition of mirrors, brightly painted forks and mounted cameras has increased safety as well. Stability enhancements in the design and placement of outriggers and counterbalance weights have helped to prevent units from tipping over. The wireless transmission of data to or from the truck is now available through telemetry systems. These systems can identify possible maintenance issues and lock down units to prevent unsafe operation. Limiting access to only properly trained operators is another possibility with telemetry systems. Jim Gaskell, director of global technology for Crown Equipment Corporation believes that monitoring impacts with fleet management systems to determine frequency, amplitude and responsibility will decrease damage and injuries. Frank Clark of Embrace Safety asserted that two issues cause many accidents. First, the operator approaches a pallet or product with forks of the truck at the incorrect height. This results in damage to the product or container. Second, approaching a container or pallet too fast causes damage to the product or splintering of the pallet. Mr. Clark offered that while back up alarms and strobe lights are not required by OSHA, most dealers or manufacturers list them as standard safety equipment. Several innovations that are optional but offer great safety benefits are Embrace Safety’s C-All Camera System and Blue Dragon. The C-All Camera System can be mounted inside the carriage in seconds with bumper style mounts using heavy duty magnets. It helps operators see where the forks need to go for high put away and retrieval. It is also a back up camera to allow the operator to judge distance to racking and product while supplying a second set of eyes to see blind spots. Since the system records all maneuvers supervisors can investigate

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Cover Story accidents or review an operator’s performance by checking the time and date stamp on video recordings. The Blue Dragon System warns pedestrians or oncoming vehicles at intersections with a blue light on the floor within the “no go zone” of the machine. This zone encompasses an area of 8 ft. in front and in back of the vehicle and 3 ft. on the sides. The high intensity light can be hard mounted on the forklift truck frame or temporarily mounted with a magnet. Other safety items include a battery cable protector that is heat shrunk to protect the cables and the connector (SB350). When the cables are pulled from the connector repeatedly they can be pulled apart and expose the wires. The cables can also be damaged by the hood, so this protector prevents these damages and potential safety hazards. The Ultimate Safety Belt won the 2009 Product of the Year award. The simple arc design improves operator comfort, flexibility and maneuverability. The spring action arm feature inhibits operator functionality unless the belt is secured. It is impossible to place behind the seat and very difficult to sit on. It is easy to install and the yellow colored end assures that supervisors can see if it is not being worn. To ensure safety the daily check list must be followed at the beginning of each work shift. This check list consists of

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more than 30 items. The temptation, of course, is to shorten or even ignore the list. To prevent these short cuts telemetry systems have the capability to allow the operator to perform these OSHA required inspections more easily. The bottom line to safety is the operator. Ms. Cooley (GSCMP) stated that proper training for every operator must be continuously refreshed and reinforced. It is necessary for each operator to take responsibility for his/her actions. It is essential to establish and maintain a “Safety Culture” at all levels of all businesses to further prevent accidents and injuries that not only affect workers’ health and well –being but also the stability and revenue of each and every company. In the constant search for safety, efficiency and productivity industry is evolving newer technologies to solve old problems. In Chicago during April 2017 at ProMat (the largest meeting of manufacturing and supply chain professionals) these innovations were explored in a variety of sessions. Safety issues have prompted a new paradigm through “lean production” and “forklift free” manufacturing. One example is the Ford Cleveland Engine Plant One where workers who once opposed the concept of “forklift free” have come to support it. The use of tuggers and carts to move products proved to be safer, more cost efficient, reduced inventory and floor space as well as eliminating the need for coordination between forklifts and operators. Lean manufacturing demands that material be replenished as it is used. That means there is no excess inventory on the floor. Tuggers hasten production as these self contained battery powered cart movers can push or pull heavy parts and equipment. Load Mover Inc. of Bloomington, Minnesota carries several tuggers capable of moving up to 50,000 pounds with a single operator. The tuggers come equipped with ergonomic handle assemblies, variable speed thumb controls, a safety switch, a kill switch, a safety horn and a variety of attachments. These carts can be connected train fashion to move product through the manufacturing plant or warehouse with efficiency. Another innovation manufactured by Topper Industries of Milwaukee, Wisconsin is the cradle cart for assembly line areas. These carts present material in an ergonomically correct position, thus providing a space saving benefit along the assembly line. Without this improvement, pallets and containers often clutter the pathways.

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Cover Story without tape, magnets, or wires. This increases productivity as well as safety. According to Steve Banker in the March 16, 2015 Forbes article on IoT, “Internet of Things”, technology means that “smart” forklift trucks use sensor enabled equipment. No longer is the machine dependent on the operator. These “smart” machines can self diagnose for maintenance, control speed, detect and prevent possible collisions, operate the fork speed, “know” what the weight of the load is and where it is located and prevent slippage. The built in real time location systems allows the driver to proceed to a specific location to pick up or put down a load without the operator needing to scan the location. This technology requires that structures be designed to enable optimal performance. Whether training of operators, installation of safety equipment, use of robotic trucks, or implementation of IoT technology, manufacturing is constantly evolving as it seeks better safety for employees, increased efficiency, and the ability to compete in the global economy. Susan Miller Hellert is Senior Lecturer Emeritus from the University of Wisconsin Platteville. Now a free-lance writer for a variety of clients. You may email with questions.

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Aftermarket Dave Baiocchi

Listening to the voice of the customer “When people talk, listen completely. Most people never listen.” Ernest Hemingway (1899-1961) Listening is a developed skill. Rarely have I seen any truly successful person who did not have to work to cultivate the ability to listen completely. The biggest obstacle to good listening is actually accepting the notion that listening requires the listener to CLOSE HIS MOUTH. You can’t TALK and LISTEN at the same time, although I have tried it. In order to truly listen to someone, you must quiet not only the voice in your throat, but also, and more importantly, the voice in your head. Envision the voice in your head as the conductor in an orchestra of thoughts, emotions, impulses and responses that are always being organized and prioritized in order for you to make your point. In moments when I was not listening very well, the only thing I was focused on was the next thing I was going to say, almost to the complete exclusion of what the other person was saying at the time. Quite simply, I was doing what Stephen Covey calls: listening “to reply” instead of listening “to understand.”

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Quieting the voice in your head makes listening an act of submission. It requires you to lay down your own agenda and truly open yourself to another point of view. It doesn’t mean you will necessarily agree, but it does mean that you could risk changing your mind, or altering your viewpoint. This is frightening to those who are so egocentric, or insecure, that they cannot reap the benefit of a view that they themselves did not originate. As aftermarket managers, there are two very important voices we must give priority to in our quest to be successful. The first is the voice of the customer, and the second is the voice of the employee. Today I will talk about the voice of the customer. We will then take a look at the voice of the employee next month. The voice of the customer In the world of the aftermarket, there are a myriad of things that can go wrong. Let’s face it, the aftermarket business would be unnecessary if things didn’t go wrong! Every day we use our best judgement to make important decisions. Sometimes these decisions are based on direct communications. Sometimes these decisions are based on assumptions. Things move fast in an aftermarket department, and in the midst of the storm, urgency many times trumps logic. When that happens, you have to guess right. When you don’t it’s costly. •H  ow many times have we moved heaven and earth to arrive at that customer location before the deadline, only to find we brought the wrong part? •H  ow much diesel have we burned sending a rental to the address listed in the computer, only to find that the customer work site is in another city?

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•H  ow many customer have we disappointed because our solution did not solve their entire problem? Some would say that these examples are the result of not asking the right questions. In many ways I would agree. The customer you are speaking to, who is usually also pressed by the urgency of the moment, may be unclear or even guessing himself. This heightens our need to be prepared and know what questions to ask.


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My point however is one more about posture than process. When we are in the position to ask the right questions, are we listening attentively to the answers? I would contend that the more intently we listen, the better questions we tend to ask. If we truly understand the costs involved with getting it wrong, we must do our best not to

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Aftermarket adopt the customer’s sense of frenzy and panic, and instead focus on the data needed to make the right decision. This can be done effectively by doing what I call ascertain and confirm. When you are engaged with that customer, keep your voice calm and ask your questions at a steady pace. After three or four data points, confirm the answers that you received from the customer. This may seem repetitious and a waste of time, but this is what I have observed:

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1.) Doing this focuses the customer on the data instead of the deadline. This helps to calm him, especially when you keep telling him that you are doing this in order to get it right the first time. 2.) In slowing down, and properly reviewing the data you tend to notice anomalies or think of follow up questions that can be crucial to success. Shouldn’t that serial number have a prefix or an alpha code? Usually a unit that size has an attachment, does yours? Is that an 18 volt battery, or an 18 cell battery? It’s impossible to adopt this posture of active listening and give ourselves the opportunity to keep probing, if we continue to make assumptions, and allow the urgency of the customer to hijack the entire process. Sometimes the voice of the customer is not driven by urgency, or an immediate need. All of our customers have certain expectations of their suppliers. This goes beyond the safety protocols, and training requirements. I call it the “if only” quotient. If only my supplier would just do ___________, then we would be much more satisfied. Sometimes the customer is well aware of, and can readily define the “if only” quotient. Other times it takes significant effort to establish just exactly where that itch is that isn’t getting scratched. Over the years, I have seen multiple attempts to try to identify the “if only” quotient in my own dealership. Phone surveys, postcards and statement stuffers all seem to generate the same dull result. The chronic complainers have a new venue to complain, and the rest ignore the survey. I get it! If there is one thing I hate about buying something new for myself, it’s that I will be asked to complete a boring, one sided survey that takes far too long and does nothing for me. It’s not that these questions are irrelevant. Most surveys however focus on asking about the things that we have already done. How did we do? This is a good question, but it doesn’t ask the more important question: What other meaningful thing could we do for you that nobody else is doing?

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Aftermarket I have seen this question in some of the surveys that I have participated in. I do what most customers do. Leave it blank. Why? The problem is that even as the customer, I may need some help in isolating the issues and problems that any particular supplier may be able to solve. I may in fact not even know what those problems are. I suggest taking a different approach to producing meaningful ‘if only” quotients. Instead of blindly questioning the customer, could we not grease the wheel by first

identifying the common issues and problems your dealership has had a hand in solving for other customers in the same industry? Look at the challenges your dealership has solved for the paper industry, the beverage business, 3PL’s, lumber and recycling, just to name a few. How can those successes be replicated across your customer list so that everyone in that industry gets the benefit of that solution? Simply illustrating how you have solved common problems for that particular industry can be enough to get the creative juices flowing in the mind of the customer. Before long, you may have hit upon one or more “if only” quotients that if acted upon, will build a profile of value no blind survey ever dreamed of.

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Listen to the voice of the customer. If they don’t speak, keep engaging them until they do! 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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June 2017


Bottom Line Garry Bartecki

Sometimes it's the simple stuff You hear this many times over, maybe in different terms, but it is always there when it comes to hitting the performance numbers you are looking for. And that statement would be.....the devil is in the details. You hear it or see it many times over. You hear it during webinars or training sessions. You see it in the annual MHEDA Disc Report where you have hi-profit dealers and typical dealers. And when you compare where you stand compared to the hi-profit crowd, there are only a few line items that make the difference between being hi-profit, typical or worse. Let me give you an example... I work with Currie Management with some of their Performance Groups (15-plus dealers who meet two to three times per year) to compare notes and work on ways to improve their performance going forward. As part of this process, Currie provides a financial model and composite for each member of the group which contains their individual data compared to their model as well as the other members in the group. Participates are allowed to compare notes and discuss differences in operating results, as well as new ideas to make both perform at a higher level, which in turn means that most if not all members should be improving some facet of their operation after each meeting. The difference between this group and others I am familiar with is, Currie gives each member of the group a "Financial Model" based on their individual sales mix. Consequently, each member’s model could be different from all the others, which is likely depending on a sales mix made up of new sales, used sales, short-term rental, long-term rental with maintenance, parts sales, service sales and other key sales components such as warehouse system, etc. As you probably know, each segment of your sales mix produces a different level of profitability, which in turn must cover your fixed and variable operating expenses below the gross profit line, and generate a profit before tax that will take care of debt service and an appropriate ROA. So you can imagine what happens the first time a CEO member comes back from one of these meetings, with the "model" that Currie offered up, and shares it with department heads. "Impossible" is what you hear most often, "Our business is different," is another‌"He's crazy" also shows up quite a bit. In short, a high percentage of department heads cannot imagine getting even close to the model. But then a miracle happens and the historical trend lines start moving in the right direction. Meeting participants discuss how their attempts to hit the model numbers are 22

June 2017

working out, what works and what doesn't‌describe each step in the right direction and how it was accomplished... and after numerous meetings and discussions, along with the financial composites which reflect actual results against the model, you start to see changes moving the needle toward the model and higher performance. Believe me it has been a fascinating experience to see these changes become a reality. And, for those having a tough time convincing department heads that the model is reasonable and attainable, a visit from Mr. Currie himself, meeting with each department head, usually gets the process moving in the right direction. It may take more than one meeting, but the results have proven to be worth the time and effort. I mention this program because what the results really develop from is attention to the details and diving into the weeds to get down to the makeup of basic transactions. With this higher level of understanding, changes are easier to make and understand and lead to more efficient, profitable operations. I can't tell you how many times we have discussed the parts or service departments and demonstrated how a change here or there produces a move towards the financial model. And once we get dealers performing for the most part according to the model, we find that the difference between getting results beyond the model are almost 100% related to expense control. In other words, the top 25 dealers in one survey are all very close to "model" performance in terms of sales mix and gross margin percentage. But some in this group produce a PBT 15% higher than their peers...and after reviewing the financials...that increase results from better operating expense control, staying on top of costs and using technology to reduce cost. I have no doubts that any dealer who participates in a program that I have described will better understand his numbers and be in a position to deal with department heads at their level. In addition, having model goals and accountability will move the needle towards both greater performance and shareholder value. Any dealer getting ready to transition out should get ready by participating in a performance group which will help increase sales proceeds when the time comes to exit the company. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.

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June 2017


Sales Trends Jeffrey Gitomer

How are you using the power of first impression? You have THE meeting. The CEO has agreed to give you 30 minutes. This is the opportunity you have been hoping – working – for. Now is the time to hone your presentation to perfection… or is it? Do you honestly think the CEO wants to hear you rant for 30 minutes about you, your company and your product? First of all, he or she will most likely decide in five minutes or less if you are someone they want to do business with. And second of all, whatever you’re selling, chances are he or she already knows about it. Now is the time to prepare a greeting, an opening exchange, and 10 killer questions that separate you from the competition. And you better figure out what the brief opening exchange will consist of. You gonna give the CEO your crappy business card? Or worse, your literature? You probably believe you have the best product or service in the market – now tell me your business card is the BEST you have ever seen. And that your literature is the same: BEST. Yeah right. Your literature is self-serving, and your business card is somewhere between a joke, and embarrassing. Certainly not BEST.

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HISTORY: I have asked 500 audiences the question, “Which do you think is a more powerful way for me to make a first impression, with my business card, or an autographed copy of one of my books?” They unanimously answer, “With your book.” (And keep in mind I have a GREAT business card.) Then I ask, “Which do you think is a more powerful way for me to make a business first impression, with my brochure or an autographed copy of one of my books?” They unanimously answer “With your book.” And the same audience goes out the next day, and introduces themselves with a business card and a brochure. I don’t get it. I have given them the answer to a powerful business introduction, and they don’t change a thing. In their mind they think, “I don’t have a book,” or “I haven’t written a book,” or “What would I write a book about?” Or they think, “This is what my company gave me, and I’ll just wait until they give me something else,” and drop the thought, even though it would make an incredible impact on their first impression and their credibility. In short, they are giving up their edge, their WOW. I don’t get it. Salespeople are looking to differentiate themselves. They are looking to provide some value beyond their product or service to the customer. They are looking for something that will prove to the customer that they are superior to their competition. They moan that their product (whatever it is or isn’t) is becoming a commodity. And they don’t do anything about it. I don’t get it. Do you get it? What are you willing to do? What are you willing to change, so that when you do get that CEO meeting you are ready to make a great first impression, an impressive first impression, a differentiating first impression, and earn a sale? Here are a few things you can do that will help: • Change your title. Make it fun, but serious. Profit Producer. Productivity Expert. Creator of Great Ideas. • Print your own card. Can’t be any worse than the one you’re carrying. Use both cards – one for image and one to prove creativity. • Bring a fun idea. One that helps them. • Bring a fun book. Seuss-isms. A small book about the big wisdom of Dr. Seuss. • Bring a short classic book. A thought book. One that makes the CEO think about himself and thank you. Acres of Diamonds or Message to Garcia. The best source for these books is • Write a white paper on safety, their industry, productivity or leadership. This will take time and hard work, that’s why most salespeople won’t do it.

Sales Trends Jeffrey Gitomer For a few more impression insights go to and enter IMPRESS in the GitBit box. Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy. com. For information about training and seminars visit or, or email Jeffrey at Subscribe to Jeffrey’s free weekly email magazine, Sales Caffeine, at ezine/

ò ò ò ò ò

But every CEO will appreciate it, and read it. Make sure you autograph it as you present it. • Bring an idea for improving or enhancing THEIR business. This takes time, research and creativity, but it will get you in the door, and keep you there. CAUTION: One of the biggest and most fatal mistakes that salespeople make is “waiting” for someone else to give you sales tools. NO, that’s not how great sales are made. That’s not how you engage a CEO. Great impressions are made, great sales are made – and made often – with tools you give it to yourself. Got tools?

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June 2017


Your Business Eileen Schmidt

Specialized Mail Order, doing what’s right In 1980, Specialized Mail Order, Inc. sold its first catalog – 84-pages printed in black and white on newsprint.

said. "We have dealers that have sold millions and millions of dollars (of merchandise) from our catalog program."

"We started out as a manufacturer's rep. We called our dealers and they told us they could not get enough literature from the manufacturers and could not compete against the mail order companies. They wanted someone to help them put out a catalog," said Ron Roos, president and founder of the Illinois-based SMO Inc.

The goal is to provide dealers with an economic way to compete in the marketplace via reasonably-priced paper and online catalogs, according to Roos, who said most of the manufacturers utilizing SMO's program have been with the company for 20, and even 30, years.

Following up on that need, SMO leaders decided to print their own catalog to sell to material handling dealers around the county to help them compete. "SMO has been putting out material handling catalogs for dealers ever since then," Roos said. This effort has evolved into a 500-page full color catalog with matching website. SMO has fully embraced the role of conduit between manufacturer and dealer.

"It is very rare that a vendor would ever leave the program," he said. Based in Bensenville, SMO serves customers throughout the U.S. and Canada.

Today, the print side of the business is still doing well, despite the boom of digital in recent years. "The Millennial (generation) will eventually force it out," said Roos. While print is in a "very slow trickle" down, Roos said SMO's Internet catalog is doing well. On both platforms, the need among SMO's customers remains strong. "They still need a vehicle to get to the customers. It definitely has a niche in "We tell our dealers that catalogs are a self-liquidating Visit our redesigned online catalog the marketplace," Roos said. advertising vehicle. The catalog allows them to keep their Increase sales by offering more material handling products company's name in front of customers at all times," Roos


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June 2017


Your Business Eileen Schmidt Roos sees a bright future ahead. Eventually his son, who has been with the organization 14 years, will take over the business. "We see the dealer as a vital distribution channel in the material handling market segment. There will always be a need for dealers that the mail order companies cannot fill," Roos said. There is a certain unchangeable nature about material handling, he added. "In general, basic material handling materials stay the same," said Roos, describing the trucks, shelving and other basics manufacturers still rely upon. "It's a stable product line. It's not like clothing. Things don't change that much in material handling," he said. Roos said SMO's philosophy going forward also remains unchanged - "doing what's right to keep both parties happy." "So far it's worked well," he said. "We're confident in the future it will continue to work well." 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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June 2017


Human Element Caliper Corp.

The business of baseball: Building a pipeline of future talent and leaders A recent article on ranked the top 10 farm systems (i.e., young minor league talent) in professional baseball, placing the Atlanta Braves in the top spot. Good news for Atlanta, which finished last in the National League East division in 2016. (Maybe not as good for the rest of the division, which includes the Mets and the Phillies.) But how important is developing and retaining young talent in a sport that doesn’t feature a salary cap anyway? Well, since you didn’t ask, over the last four seasons, the Yankees and the Dodgers (the highest spending teams in the sport) have doled out more than $400 million combined per season, with no World Series appearances to show for it. On the contrary, teams with mid-range Opening Day payrolls have competed and won championships over the last few seasons. Thus, a new conventional wisdom for building a winning team in baseball has emerged: develop a core of young, affordable players you can build around and then supplement with veteran free agents, instead of the other way around. Not every club has the bankroll to splurge on a roster of high-end talent, and teams have been increasingly reluctant

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While money can act as the great equalizer, perhaps stopping teams avoid outright failure, spending it in greater quantities hasn’t been shown to – in and of itself – equate to current or future success. Contrarily, acquiring and developing the right talent is, and will continue to be, crucial for teams to succeed on the field and businesses in all sectors, beyond professional sports, to compete in the boardroom. Like a highly rated minor-league prospect, an entry-level employee who shows potential in leadership competencies, for example, is a valuable asset to have, and worth developing. By building a strong pipeline of individuals who can step up and contribute as your veteran “free agents” move on or retire, you can ensure you retain key individuals in key roles, facilitate transmission of crucial institutional knowledge, and maintain efficient, highly functioning operations. To build a pipeline, though, you need to understand the plumbing. Specifically, what are the competencies most closely correlated with success in the entry-level jobs you’re hiring for, and what are the competencies at the various levels of leadership in your organization? Using a scientifically validated assessment as part of your selection process, and doing the legwork through job analyses, will help you identify and understand what you’re looking for in an effective leader. Like showing up to Spring Training in shape and ready to go, it’s an essential element for success during the regular season. In today’s business environment, with constant pressure to keep costs low, ensuring you keep your best and brightest on board and moving up through the system is, in business as in baseball, an effective tool to staying agile and efficient. And the key to that process lies in acquiring and developing the right talent, with the right competencies, for your organization.

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to part with future stars via trade since, in the end, you pay a greater price for allowing budding stars to depart before they have fully bloomed. Also, there isn’t necessarily a correlation between dollars spent and success.

June 2017

About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at or call us at 609524-1200. Email to contact Caliper.










84/240 84/240 82/126 82/185 82/185 61/82 61/82 82/188 82/187 83/189 83/189 83/189 83/189 88/200

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

S-S, Forks S-S, Forks S-S, Forks S-S S-S, Forks S-S, Forks S-S, Forks 4Way, S-S/F-P, Forks S-S, Forks S-S, Forks Forks S-S, Forks S-S, Forks S-S, Forks

100/209 100/209 108/238 92/189 87/185 88/185 88/128 84/121 92/185 85/163 83/163 92/185 92/185 100/208 100/208 84/163 85/173 84/173 100/208 100/208

3 Way 3 Way 3 Way 3 Way 3 Way 3 Way 4 Way 3 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, Forks, SWB S-S, Forks, SWB S-S, Forks S-S, Forks S-S S-S, Forks

Cat P3500 84/188 Cat 2PD6000 84/183 Hyster H50CT 87/188 Hyster H60FT 118/181 Hyster H80FT 99/140 Komatsu FG30HT-16 84/183

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

S-S, Forks S-S, Forks S-S, Forks S-S/F-P, Forks S-S, Forks S-S, Forks

IC CUSHIONS 19575 19576 18666 19570 19571 18882 18883 19577 19239 19425 19080 19367 19368 19443

2012 2012 2011 2012 2012 2013 2013 2012 2009 2010 2010 2011 2011 2011

Cat 2C5000 Cat 2C5000 Cat 2C6000 Cat 2C6000 Cat 2C6000 Hyster S40FT Hyster S40FT Mitsubishi FGC25N Yale GLC030VX Yale GLC040VX Yale GLC050VX Yale GLC050VX Yale GLC050VX Yale GLC050VX

IC BIG CUSHIONS 19526 19525 19561 19173 19103 19146 19365 19366 19315 19100 19376 19266 19268 19402 19403 19405 19150 19016 19419 19420

2011 2011 2010 2010 2012 2006 2011 2011 2010 2011 2011 2013 2013 2014 2014 2014 2007 2011 2013 2013

Cat GC45K-SWB Cat GC45K-SWB Cat GC55K-STR Cat GC55K Hyster S80FT Hyster S80FT-BCS Hyster S80FT-BCS Hyster S80FT Hyster S120FTS Hyster S120FT-PRS Hyster S120FT-PRS Hyster S120FT-PRS Hyster S120FT-PRS Hyster S120FT Hyster S120FT Hyster S120FT Yale GLC080VX Yale GLC080VX Yale GLC120VX Yale GLC120VX

IC PNEUMATICS 19569 19573 18981 19076 19223 19430

2012 2012 2012 2010 2012 2008

19572 19565 19303 19304 19373 19534 19309 19310 19148 19114 19116

2012 2011 2013 2013 2012 2013 2013 2013 2011 2012 2012


Mitsubishi FG18N Mitsubishi FG25N Yale GLP030VX Yale GLP030VX Yale GLP030VX Yale GLP030VX Yale GLP030VX Yale GLP030VX Yale GLP070VX Yale GLP090VX Yale GLP090VX

PNEUMATIC ELECTRICS 18968 18969 19460 19461

2010 2010 2011 2011

Yale ERP050VL Yale ERP050VL Yale ERP050VL Yale ERP050VL

4 WHEEL RIDER ELEC 19590 19591 19592 19593 19441 19236 19442 19448 19449 19450 19217 19232 19097 19471 19155 19157 19393 19394 19395 19396 19397 19398 19399 19102 19113 19105 19190

4Way PRS, 4 Way 4 Way 4Way 4Way 4Way, S-S, Forks 4Way, S-S, Forks 4Way, S-S, Forks 4Way, S-S, Forks 4 Way 4 Way

2012 2012 2012 2012 2007 2003 2010 2011 2011 2011 2008 2012 2010 2011 2010 2010 2011 2011 2011 2011 2011 2011 2011 2012 2012 2010 2011

Crown FC4540-60 Crown FC4540-60 Crown FC4540-60 Crown FC4540-60 Hyster E50Z Hyster E60XM2 Hyster E60XN Hyster E65XN Hyster E65XN Hyster E65XN Yale ERC40AH Yale ERC030VA Yale ERC040AH Yale ERC040VA Yale ERC045VG Yale ERC045VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050VG Yale ERC050GH Yale ERC060VG Yale ERC060VG

Text WEB ID to 27414 Web ID: K4Z5


Web ID: CBL3


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84/188 83/188 84/187 84/187 84/187 84/187 84/187 84/187 87/181 110/167 110/167

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

S-S, Forks S-S, Forks

83/189 83/189 83/189 83/189

3 Way 3 Way 3 Way 3 Way

S-S, 42” Forks S-S, 42” Forks Full Cab, S-S, Forks Full Cab, S-S, Forks

100/223 84/180 84/180 84/180 82/189 88/194 100/288 85/181 85/181 85/181 /Triple 88/198 82/187 82/189 88/200 88/200 84/194 84/194 84/194 84/194 84/194 84/194 84/194 85/194 85/194 88/187 88/194

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

S-S, 42” Forks S-S, 42” Forks S-S, 42” Forks S-S, 42” Forks 4Way, S-S, Forks S-S, Forks 4Way, S-S, Forks S-S/F-P, Forks S-S/F-P, Forks S-S/F-P, Forks

3 Way 3 Way 3 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 4 Way

S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4Way, S-S/F-P, Forks 4 Way S-S, Forks S-S, Forks 4 Way

S-S, Forks S-S, Forks S-S, Forks S-S, Forks S-S/F-P, Forks F-P, 60” Forks F-P, 60” Forks

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June 2017



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June 2017

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Web ID to 27414 STK# 18984 2011 AISLEMASTER 205 Pineville NC (877) 725-4461

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STK# U18411 2013 Toyota 8FGCU15 Fort Worth TX (844) 311-6612



STK# NDR30876 2012 Hyster N30ZDR Livonia MI (248) 804-8842



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STK# U17991 2010 Toyota 8FGCU30 Fort Worth TX (844) 311-6612 5

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STK# FC8FGCU25 2012 Toyota 8FGCU25 Irving TX (972) 438-5438

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June 2017


Nuts & Bolts

Acquisitions, expansions & other business news

Toyota Industries partners with Shoppa's to launch ecommerce forklift site

Plug Power and Amazon sign agreement for multi-site GenKey deployments

Toyota Industries Commercial Finance, Inc. (TICF), a subsidiary of Toyota Industries Global Commercial Finance, Inc. based in Dallas, Texas, has partnered with the local DFW Toyota Forklift dealer, Shoppa’s Material Handling, to create a National Off Lease Equipment Center e-commerce website for the sale, lease or rental of pre-owned late-model used material handling equipment. The new e-commerce website will allow end-user customers to purchase, lease or rent recent off lease used forklifts online, much like trends seen in the automotive and heavy equipment industries. The transaction request will take place online and units will be delivered to the customer’s location.

Plug Power Inc., provider of energy solutions that change the way the world moves, announced that it has reached an agreement with Amazon to utilize Plug Power fuel cells and hydrogen technology in its fulfillment network. At select fulfillment center locations, Amazon will begin powering its industrial equipment such as forklifts using the GenKey technology which will enable faster charging times, reduced costs, and support energy-efficiency in Amazon’s fulfillment operations. Revenues associated with the commercial agreements are expected to be around $70 million in 2017. Additionally, Amazon and Plug Power will begin working together on technology collaboration, exploring the expansion of applications for Plug Power’s line of ProGen fuel cell engines.

Sunbelt Industrial Trucks of Dallas, TX announces the sale of Houston operations Sunbelt Industrial Trucks of Dallas, TX announces the sale of its Houston operations to Miner Material Handling. The sale was closed on the 23rd of March. Miner acquired Dallas based CE-DFW Warehouse Solutions in April 2016. CE-DFW is an authorized Doosan, Linde, Donkey and Genie dealer in North Texas. They were interested in expanding to Houston, so the acquisition of Sunbelt Industrial Trucks, the Doosan dealer in that market, was beneficial to both parties.

IWLA recognizes innovative warehouse provider partners IWLA, the resource for warehouse logistics, congratulates Nulogy, Southeast Solutions, and Zethcon, winners of the 2017 IWLA Innovation Contest. Attendees at the International Warehouse Logistics Association Convention & Expo in Palm Springs, Calif., chose the companies as 2017 winners. Company representatives received the awards during the March 21 “Starry Desert Night” Chairman’s Dinner & Reception. IWLA convention attendees, owners and operators of North America’s thirdparty warehouse logistics companies, voted for the winners among 60 exhibitors. IWLA members store, handle materials, and fulfill for shippers and retailers of all kinds. Their warehouses are innovative and require innovative products to deliver for customers.


June 2017

Q2 economic outlook forecasts 2.8% growth in equipment and software investment in 2017 Investment in equipment and software is expected to grow 2.8 percent in 2017, according to the Q2 update to the 2017 Equipment Leasing & Finance U.S. Economic Outlook released by the Equipment Leasing & Finance Foundation. The Foundation lowered its 2017 equipment and software investment forecast to 2.8%, down from 3% growth forecast in its 2017 Annual Outlook released in December 2016. The report predicts that equipment and software investment will improve in 2017 after a lackluster 2016, as renewed business confidence and firming energy prices lift the potential for business investment and capex spending while reducing uncertainty. The Foundation’s report, which is focused on the $1 trillion equipment leasing and finance industry, highlights key trends in equipment investment and places them in the context of the broader U.S. economic climate. The report will be updated quarterly throughout 2017.

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June 2017


Shifting Gears

Industry personnel and organization news

A123 Systems to build new headquarters complex in Michigan

Shrink wrap supplier Dr. Shrink celebrates 25 years

A123 Systems LLC, a developer and manufacturer of advanced lithium-ion batteries and systems, today announced plans to build a new headquarters complex in Novi, Michigan, representing a $40 million investment in the company’s future. Located just off Interstate 96 near the Fountain Walk complex, the 32-acre company-owned site will house all corporate functions, an engineering center, new laboratory space and a manufacturing plant, all planned to best support A123 Systems’ long-term goals and global growth. The new 150,000 square foot campus will replace A123’s leased space in Livonia and Romulus, Michigan and serve as the workplace for more than 400 employees when it is complete. The campus also allows for future expansion to support the further anticipated growth of the global business.

Dedication to its customers, excellent customer service, and willingness to provide experienced advice on the proper way to shrink wrap are just a few of the reasons Dr. Shrink, Inc. has been in business so long. The company celebrates 25 years of success in 2017. Starting in 1985, before the birth of Dr. Shrink, Mike Stenberg worked as a shrink wrap installer wrapping boats, machinery, air planes, buildings, etc. for about seven years, where he perfected the trade and acquired skills that made shrink wrapping easier and more efficient. As shrink wrapping became more prevalent and widespread, Mike saw a more pressing need for distribution of premium shrink wrap and installation supplies; thus his focus shifted from being a shrink wrap installer to a distributor. In 1992, Mike retreated from the actual shrink wrap installation work to focus more on the selling and distributorship of shrink wrap materials— and this is when Dr. Shrink was born.

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Shifting Gears

Industry personnel and organization news

when they announced the T+Rex, a newly constructed fitness and wellness facility for associates and their families.

Toyota plans facility expansion at Columbus Campus Toyota Industrial Equipment Manufacturing plans to expand facilities at its North American corporate headquarters in Columbus, Indiana. Construction on the existing facility, which currently has over one million square feet under roof, will begin in April 2017. The $17.5 million investment in Columbus will add more than 150,000 square feet bringing the facility’s total space to 1.3 million square feet. This expansion will improve internal and external logistics at the facility by consolidating external warehouses to internal storage and distribution onsite. The goal of the expansion is to reduce internal logistics route distance by 50 percent. The new construction will also expand space for the growing aftermarket parts business. “This is an important step to position Toyota Industrial Equipment for the future,” said Tony Miller, senior vice president at TIEM. “This expansion will enable us to improve our operations, drive out waste and reduce total lead time,” said Miller. Toyota completed a $16 million dollar expansion at this facility in 2015, which added more than 50,000 square feet. In January, Toyota again grew their footprint in Columbus

Camso Manufacturing plans expansion Camso Manufacturing USA plans to relocate to a new, 240,000-square-foot facility in Peosta as part of a $6.37 million expansion project that will add 40 jobs, according to company officials. The expansion is contingent on tax incentives and financial support from Iowa Economic Development Authority. IEDA board members are expected to vote on an economic development agreement with Camso. Formerly known as Camoplast Solideal, Camso is based in Canada and opened its Peosta location in the late 1990s. Camso initially produced snowmobile tracks in Peosta. However, for the past decade, Peosta operations have focused on manufacturing track systems for vehicles in the material-handling, agricultural and construction industries. Camso currently occupies about 155,000 square feet in facilities at 8625 Enterprise Drive and 8705 Enterprise Drive. The new facility will be located across the street at 8650 Enterprise Drive.

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Shifting Gears

Industry personnel and organization news

Raymond's Amber Pratt-Lum honored in 5th annual Step Ahead Awards The Manufacturing Institute has awarded Amber Pratt-Lum, project administrator supervisor of total process reliability (TPR) at The Raymond Corporation, with the Women in Manufacturing STEP (Science, Technology, Engineering and Production) Ahead Award. The STEP Ahead Awards honor women who have demonstrated excellence and leadership in their careers and represent all levels of the manufacturing industry, from the factory floor to the C-suite. Pratt-Lum’s talents have been instrumental in the creation and rollout of the TPR team at The Raymond Corporation. Throughout her tenure, she has been acknowledged not only for her technical knowledge and abilities, but also for her concern for all organization team members and their development. In addition to her current role as project administrator supervisor, Pratt-Lum also is leading the manufacturing departments throughout the company’s multiyear plan on TPR. With her strategic thinking skills and ability to clearly set expectations and goals, she is a major contributor to Raymond’s mission for the future.

KION North America Corporation honors top dealers KION North America Corporation awarded their top dealers based on 2016 performance at an exclusive, private event held at Harry Caray's in Chicago. The top honor, the President's Award, was awarded to Ameco Services S. De R. L. De C. V. for achieving the highest total combined sales for lift trucks and parts. The Palmetto Award was awarded to KION North America dealers who met or exceeded their annual market plan goals. Those dealers are as follows: Black Equipment Co., Bohnert Equipment, Equipment Depot of Texas, Forklifts of Toledo, Granite Industrial Machinery, Homestead Materials Handling, Hurricane Industrial Equipment, Industrial Parts Warehouse - Lift Techs, J.M. Equipment Company, Kaweah Lift, Larry T. Weiss Company, LPM Forklift Sales and Service, Manutention

Quebec, Inc., Material Handling, Inc., Morrison Industrial Equipment, Mullen Industrial Handling Corp., On-Site Services, Reliable Forklift, Springer Equipment, United Industrial Services and Wise Forklift. The Class Act Award was given to dealers who purchased trucks in each of the five classes. Class Act Award recipients are as follows: Bohnert Equipment, Equipment Depot of Ohio, Hansler Industries, Hodge Material Handling, Manutention Quebec, Inc. and Wisconsin Lift Truck. The following dealers joined the 100 Club for ordering over 100 trucks in 2016: Ameco Services S. De R. L. De C. V., Homestead Materials Handling, Manutention Quebec, Inc., RI-GO Lift Truck and Wisconsin Lift Truck. For ordering just below that 100 truck mark, Bennett Material Handling was awarded the "Merit Award." Ameco Services S. De R. L. De C. V. and Select Equipment Sales were recognized as being the top two dealers who ordered the most hydrostat trucks. Manutention Quebec, Inc. and Wisconsin Lift Truck were recognized as being the top two dealers who ordered the most electric trucks. KION North America also awarded the Sales Excellence Award to the dealers who had top sales/order intake in their perspective region of North America. The Sales Excellence Award for Canada was awarded to Manutention Quebec, Inc. In the United States, Wisconsin Lift Truck received the Sales Excellence Award and Ameco Services S. De R. L. De C.V. took home the award for top sales in Mexico/ Caribbean. Kaweah Lift received the Baoli Dealer of the Year Award for selling the most Baoli brand trucks. At their dealer meeting prior to the event, dealers who do not carry other OEM product lines were presented with KION North America blazers in recognition of their dedication and commitment to the company's mission. Recipients were as follows: Tim Balint of Advantage Material Handling; Michel Lavoie of Equipment Industriels Bdl, Inc.; Gene Brogan of Homestead Materials Handling; Ed Mauser, Sr. of Industrial Parts and Service; Chris Reynolds of IPW Lift Techs; and Garrett Casey of Kaweah Lift.

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June 2017


New Products

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Unicarriers announces three-wheel electric powered forklifts

AMETEK Prestolite Power launches wireless battery identification device

UniCarriers Americas Corporation (UCA) introduces its new TX30M, TX35M and TX40M three-wheel, electric forklift trucks. These new forklifts replace the current Platinum TX Series as UniCarriers continues to upgrade its full line of forklifts. The new trucks incorporate advanced technologies that deliver improved performance and reliability as well as additional features that are desired in materials handling operations. Plus they are backed by UniCarriers Americas’ best-in-class, 2-year/unlimited hours limited warranty.

AMETEK Prestolite Power introduced its enhanced wireless battery identification device (WBID) that allows operators to monitor battery and charger usage for an entire fleet through continuous data collection. Data is transmitted wirelessly with ZigBee radio or over DC cables to a single data point where the data is available to download from multiple units simultaneously. AMETEK’s WBID together with its DataLink3 software delivers a powerful solution to intelligently manage fleets at a competitive market price while increasing productivity and decreasing operating costs.

Hyundai Forklift introduces stand-up battery lift trucks Hyundai Forklift has introduced the BCS-9 stand-up counterbalanced battery lift trucks for narrow aisle operation in distribution and manufacturing environments. The three new models available in 3,000, 3,500 and 4,000 lb capacities. The powerful dual drive motors and four-wheel configuration deliver exceptional stability and gradeability. Designed for optimum reliability and efficiency while providing low noise levels, the AC motors on the Hyundai BCS-9 forklifts include temperature sensors to ensure longer motor life. Equipped with on-demand steering, the forklifts’ hydraulic motors are activated while steering to reduce steering noise and energy consumption.

Hoist Liftruck to utilize altenating current in electric lift trucks The first AC-powered Lazer has rolled off of Hoist Liftruck’s East Chicago, IN assembly lines making the Lazer Series one of the largest commercially available electric forklifts utilizing AC technology. Lazer Models are available in capacities ranging from 15,000 to 40,000 lbs., or 7-18 tonnes. Historically only offered as DC-powered, Hoist customers now have the option to choose between either DC- or AC-powered versions, as Hoist will still produce the DC version of the Lazer. Hoist Liftruck’s extensive experience in electric lift truck manufacturing, dating back 120 years, has included many industry firsts.

New compact barcode reader delivers powerful performance Cognex Corporation announced the addition of the DataMan 70 series to its successful line of compact fixedmount barcode readers. DataMan 70 delivers the highest read rates for 1-D and 2-D label-based barcodes in a form factor small enough to fit in the palm of your hand. Cognex’s DataMan 70 series offers manufacturing and logistics companies higher performance than single-line and raster laser scanners, at an equivalent cost. Its flexible configuration options and small size also make it ideal for mounting in tight spaces on production lines and in machinery.

New interior lighting options available from TVH TVH in the Americas has introduced three interior lighting options to their inventory. These lights come in round, bar and rectangular styles with various size options to fit your product requirements. The round light is available in either 3 inch or 6 inch with durable ABS housing and polycarbonate lens. Additionally, the 6 inch light features a convenient on/door/off switch. The rectangular light also has a polycarbonate lens with aluminum housing, an on/ off switch, and three size options. The bar light is the most unique with the inclusion of zinc alloy brackets for easy mounting, acrylic lens, and the ability to rotate 180 degrees.


June 2017

New Products

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New concept standardizes hoist & crane control J D Neuhaus (JDN) has developed an innovative and robust new concept for controlling hoists and cranes. The company’s JDNRC (Radio Control) receiver is designed for long-lasting performance in rigorous operating environments commonly found in industrial and offshore applications, including ATEX (explosive atmosphere) zone 2/22 conditions. Featuring a solid and extremely compact receiver (w = 250 mm, d = 120 mm, h = 200 mm) to suit even hoists with low-carrying capacity, all components are accommodated in a shock-resistant GRP casing offering protection class IP65.

New gear motor drive from Siemens Siemens introduces the Sinamics G110M, a motorintegrated drive for Simogear gear motors, offering flexible control, integrated safety, simple installation and a spacesaving design. With a high degree of protection this new gear motor drive provides the perfect solution to most material handling-related challenges, including conveyors, warehousing, logistics, baggage and cargo handling, post and parcel shipping. Simogear gear motors offer high torque density, low noise and high efficiency — and now with Sinamics G110M, it becomes easier for designers and system builders to integrate gear motors into a variety of control architectures.

Cortec® expands capabilities with on-demand box-making machine

J.W. Winco offers metric size plastic push-fit short spring plungers

New on-demand boxmaking machine at Cortec Coated Products (CCP) manufactures Cortec’s versatile line of non-toxic, recyclable VpCI® papers that protect metal parts from corrosion during storage and shipment. With its new box machine, the plant will now be able to make its own packing boxes and expand into active production of VpCI CorrTainer® boxes, as well. Cortec is the first company to get this upgraded model of on-demand box maker, which draws from six stacks of fanfold cardboard.

J.W. Winco, Inc. announced it now offers GN 614.5 Metric Size, plastic push-fit short spring plungers. The spring plungers, which are RoHS compliant, are used as detents as well as for push-on and push-off applications and ejectors. The geometric shape of the plastic housing creates a self-clamping function that compensates drill-hole tolerances of as much as .2 mm (.008” of an inch). The push-fit by hand assembly makes overhead installation easier. Temperature resistant up to 50° C (122° F), the spring is stainless steel AISI 631, while the ball is either AISI 420C hardened stainless steel or, Polyacetal plastic.

Juniper Systems releases rugged tablet with Android OS

Roll-up fence portable barrier is first of its kind in the U.S.

Juniper Systems, provider of ultra-rugged field data collection solutions, recently announced the release of its latest product, the Mesa 2™ Rugged Tablet running Android 5.1. This handheld aims to provide a solution for those seeking a versatility of Android, without sacrificing the durability and precision the Mesa 2 is known for. Built with the same IP68 waterproof and dustproof rating, long-lasting battery life, and 7-inch display as the Mesa 2 running Windows 10, this solution offers access to a variety of applications.

For use anywhere pedestrians need to be directed or segregated from hazardous work zones, R•U•F (RollUp-Fence) from Omega Industrial Products offers protection at dangerous worksites and pedestrian traffic zones. This simple solution saves time and money for contractors, public works projects, and event coordinators. Compact unit stores in a fraction of the space of alternative products. Lightweight construction from high strength, lightweight non-corrosive aluminum; one person can install in a minute or less; highly portable and universally adaptive to any configuration; can be moved quickly for emergency access.

June 2017


Shifting Gears

Industry personnel and organization news

OnSSI appoints new south central regional manager

Iowa, Kansas, Louisiana, Missouri, Nebraska, New Mexico, Oklahoma and Texas.

OnSSI welcomes back Lee Duncan to the position of South Central Regional Manager. Mr. Duncan is an industry veteran who has worked for more than 20 years in business development, sales and other management positions. Prior to rejoining OnSSI, Mr. Duncan was Channel Manager for March Networks. He previously worked with Hitachi Insight Group as Director of Business Development, for Tri-Ed as National Systems Integration Manager, and operated his own business, Duncan Fire and Security. As South Central Regional Manager for OnSSI, he will manage sales activities with integrators and distributors in the region, and will work to further drive end-user demand for the Ocularis 5 VMS solution. He also has responsibility for OnSSI’s manufacturers’ representatives in the region - The Ascend Group and Tech Reps, Inc. Based in Aubrey, Texas, Mr. Duncan’s territory includes Arkansas, Southern Illinois,

Straightpoint names new product sales engineer Force measurement, load monitoring and suspended weighing load cell equipment manufacturer Straightpoint has named industry stalwart Mike Neal as product sales engineer. He will utilize over three decades of relevant experience to primarily focus on promoting the company’s range of non-standard products. Neal, who joined the company in mid-April 2017, will aim to further increase the lead conversion rate related to the range by qualifying enquiries and generating proposals in addition to focusing on liaison and follow-ups with existing and prospective customers.


June 2017

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Dave Baiocchi | 209.652.7511

Customer Support Specialist –Grayslake, IL

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We’re seeking a polite, enthusiastic, customer service, and support person with subject matter expertise in aftermarket parts to join our Sales team at our Grayslake, IL facility. As the Customer Support Specialist you’ll serve as the front lines of communication between our customers and helping them with ordering parts, locating parts through our ecommerce website and providing vital information for their purchases. Essential functions for this role include:

j Aftermarket Consulting

Requirements • High School Diploma or equivalent and 2+ years customer service experience • Good communication skills, polite, enthusiastic and professional • Handle acceptable level of inbound phone calls with a minimum number of errors • Input orders into computer system per customer’s request via phone and fax or email • Ability to correspond and add customer feedback and/or action items into CRM • Assist Sales staff with day to day duties and any additional duties assigned at Manager’s discretion

j ‘‘Branded” Pre-Formatted Programs j Equipment Sales Skills Training j Inventory Consolidation j Management Compensation Programs j Benchmarking

To learn and apply for this opportunity or others, go to

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HYUNDAI HDF70-7S Yr. 2006, Mast 128/177 Wide View, Diesel, Auto, Side Shift, Fork Positioner, Cab, 48” Forks, No Smoke, Good Strong Unit.

KALMAR DCD136-6 Yr. 1998, Mast 158/196, 30,000 Lb Cap, Diesel, Powershift, 96” Forks, Pneu Tires, Cab, Side Shift, Fork Positioner, Painted.

TAYLOR TXB180S (2 UNITS) Yr. 2009, Mast 162/180 Wide View, 18,000 Lb Cap, Diesel, Powershift, 48” Forks, Pneu Tires, Cab, Side Shift, Fork Positioner, No Smoke. HYSTER H280XL Yr. 1997, Mast 174/212 Wide View, 28,000 Lb Cap, Perkins Diesel, Powershift Trans, Cab, Side Shift, 96” Forks, No Smoke, 60% Plus Tires, Strong Unit.

TAYLOR TX360L Yr. 2013, Mast 167/180 Wide View, 36,000 Lb Cap, Diesel, Powershift, 96” Forks, Pneu Tires, Cab W/Air, Side Shift, Fork Positioner.

TAYLOR T300M Yr. 2006, Mast 178/216 Wide View, 30,000 Lb Cap, Diesel, Powershift, Cab W/Air, Side Shift, Fork Positioner, 96” Forks, Rebuilding Engine. CAT DP150 Yr. 2000, Mast 180/216 Wide View, 33,000 Lb Cap @ 24” Load Center, Diesel, Auto, 96” Forks, Fork Positioner, No Smoke, Ohg, Painted.

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Lift Up Your Business ✸Industrial Pneumatics-Radial & Cross-Ply ✸Super Elastic Resilient ✸Press-On Bands ✸Multi-Purpose Tires (MPT) 877-235-0102

Industrial Tire

▶ REPAIR SERVICES ▶ Motors (Electric) the solution to all your Electric Lift Truck Motor needs. New • Rebuilt • Exchange • Motors • Armatures • Parts 8 Locations Coast to Coast 800-435-9346

▶ Transmissions


Reman Transmissions, Drive Units, Differentials & Torque Converters


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Campus Crafts

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

Call Alva or Dean at 877.638.6190 (800) 255-4109

June 2017


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nal & professio on. timely shipment drawings to 100% Customer Satisfacti From concept s are the Unirak provides racking structure installation, of and dynamic Trust decades warehouse. Quality pallet mills, robotic of the modern roll-forming to complement backbone state-of-the-art powder coating experience, and hi-gloss welding cells . your operation

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onday, August 5, 13

Advertiser’s Index 3D STORAGE SYSTEMS LIMITED. . . . . . . . . . . . . 18

H&K EQUIPMENT COMPANY . . . . . . . . . . . . . . . 24

SHOPPA'S MATERIAL HANDLING . . . . . . . . . . . . 19

ADRIAN'S SAFETY SOLUTIONS . . . . . . . . . . . . . . . 9

HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 48

SMO CATALOG MARKETING. . . . . . . . . . . . . . . . 26

AKRO-MILS INC.. . . . . . . . . . . . . . . . . . . . . . . . . 16

HAMILTON CASTER AND MFG.. . . . . . . . . . . . . . 23

STELLANA U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . . 3


HANNIBAL INDUSTRIES, INC.. . . . . . . . . . . . 34-35

SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 44

ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 30

HESS AUCTIONEERS. . . . . . . . . . . . . . . . . . . . . . 10

ATLAS MEGA STEEL . . . . . . . . . . . . . . . . . . . . . . 27

JH THOMAS INDUSTRIES LTD. . . . . . . . . . . . . . . 36

CHARNOR INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 37

JOSEPH INDUSTRIES, INC.. . . . . . . . . . . . . . . . . . . 8

COMBILIFT LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 33

MEIJER HANDLING SOLUTIONS. . . . . . . . . . . . . . 54

CONNELL FINANCE CO. INC. . . . . . . . . . . . . . . . 20

MHCONX.COM. . . . . . . . . . . . . . . . . . . . 30, 31, 46


MHW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14, 52

DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

MILLENNIUM INDUSTRIAL TIRE. . . . . . . . . . . . . . 55

ENGINE POWER SOURCE . . . . . . . . . . . . . . . . . . 13

MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . 27

FSIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 10

MOTOR TECH, INC.. . . . . . . . . . . . . . . . . . . . . . . . 5

VALUE RAIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

FORK-CO USA SALES, LLC. . . . . . . . . . . . . . . . . . 45

NUTTING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12


GATEWAY RACK CORP. . . . . . . . . . . . . . . . . . . . 38

RESONANT DEALER SERVICES . . . . . . . . . . . . . . 47

WEST POINT RACK, INC.. . . . . . . . . . . . . . . . . . . . 7

GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . . . . 20

SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . 25

WY'EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 17

THE FORKLIFT PRO. . . . . . . . . . . . . . . . . . . . . . . 29 THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 11 TRANSAMERICAN EQUIPMENT CORP. . . . . . . . . 47 TVH . . . . . . . . . . . . . . . . . . . . . . . . . 4, 17, 47, 56 U.S. NETTING, INC. . . . . . . . . . . . . . . . . . . . . . . 53 UNIRAK STORAGE SYSTEMS. . . . . . . . . . . . . . . . . 1 UNITED CONTACT . . . . . . . . . . . . . . . . . . . . . . . 52

More advertisers & resources at 52

June 2017


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June 2017 Material Handling Wholesaler  
June 2017 Material Handling Wholesaler