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BL IN AC SID KB E OO K An Employee-Owned Specialty Publications International, Inc. Magazine

February 2018


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MIKE ROWE Founder, mikeroweWORKS Foundation

February 2018 • Vol. 39 No. 2

Dean Millius General Manager/Publisher

22 |  Human Element

Alva Coffman Account Executive

Caliper Corporation

Yankees hope a competencybased approach to hiring proves a Boon(e) for the organization

24 | Stock photos provided by

Cover Story 6 |

Sales Trends

Jeffrey Gitomer

If you would do it later – why wouldn’t you do it now?

26 |  Your Business Eileen Schmidt

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.


 018 trends call for tech2 savvy, mobile industry

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Susan Miller Hellert

Industry News

SUBSCRIPTIONS: Third class subscriptions are free to qualified


28 Nuts & Bolts 30 Shifting Gears 38 Industry Insight

12 |  Aftermarket Dave Baiocchi

Reader Resources

Details matter – What the customer sees

16 |  Bottom Line Garry Bartecki Round two

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Automation changes in material handling including conveyors and robotics.

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advances in navigation technology and software can enable standard lift trucks to function without an operator, producing a robotic lift truck solution that sheds the limitations of traditional vehicles. Laser based navigation technology produces a two dimensional view of the facility, measuring the building structure by looking for hard features like columns, walls and racking.

Cover story: Susan Miller Hellert That question necessitates a multi-layered response. Efficiency, customer satisfaction and technology are at the core of the trends for the next year. As e-commerce, labor shortages and demand increase, so do the innovations within the materials handling industry. Technology is the key component of the industry’s future. Mobile technology allows workers to move throughout the warehouse or facility. Not being tied to a stationary computer provides both flexibility and efficiency. Dirk Vonholt of TVH, a global supplier of quality replacement parts, safety equipment and accessories for material handling and industrial equipment industries, refers to the wrist scanners worn by employees as an example of a worker’s mobility being an effective use of time and space in the warehouse. The workforce is becoming more tech savvy, consequently, coining a new phrase: gamification. Gamification is not a game. By using game mechanics to inspire employees, it is a way for them to monitor their progress at the workplace, thus improving both employee performance and the work culture. Gamification techniques use on-thespot feedback rather than the typical monthly or even yearly evaluations. Transparency is an advantage of gamification strategies since objectives and key results (OKRs) are tracked and people can see the OKRs of others. Employees are able to monitor their progress at the workplace, use intrinsic motivation and change not only their performance but improve the work culture. Autonomous vehicles are now common place within material handling. This will only increase. According to Mick McCormick, VP of Warehouse Solutions at Yale Materials Handling Corporation 6

February 2018

Mr. McCormick also believes that automation limits costly downtime. He cites a study by Information Technology Intelligence Consulting that found a single hour of downtime costs more than $100,000.00. These interruptions mean missed shipments, lost production time and lost costumers. The CAN-bus (Controller Area Network) technology of delta-q (Amanda Yeo, Nikhil Iyer, Mourad Cherqui) allows the autonomous vehicles to communicate with electrical components that control braking, fuel injection and other systems. This has been expanded to include via blue tooth technology a fleet management system that more efficiently interacts with forklift trucks, platforms, boom lifts and the entire fleet. With these technologies, warehouse management systems will perform once time-consuming scheduling and maintenance consistently to save operating costs. According to Erich Carter and Mark Wilkinson of Indigo Software, warehouses run entirely by robots are not probable for many small and midsized operations. However, the McKinsey (a global management consulting firm) study has projected that 57% of existing warehousing and logistic functions will be automated. Without automation many managers must spend a large portion of the day on firefighting activities or worker management. Automation and artificial intelligence will change that scenario, as managers will be able to step away from operational work and focus on their original assignment of strategic planning to ensure high customer satisfaction. The fear that the advances in technology will mean mass unemployment is unrealistic. Adaption to an environment in which employees work with machines will require analytical skills that will give rise to new jobs that are not in existence today. History proves that while short-term unemployment may result, in the long-term new jobs require more employees. Without this progress, stagnation and the permanent loss of jobs are the inevitable outcomes.

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February 2018


Cover Story Businesses today are inundated with data each day. Being able to effectively collect and then competently use this information is the challenge of “Big Data.� Mr. Vonholt considers the use of Big Data to be a useful and efficient function of marketing and advertising. As an example; targeting email campaigns rather than using the blanket system of emailing potential customers is more cost effective. In addition to the world of Big Data is The Internet of Things (IoT) that includes sensors and data collection technology built into physical objects for machine to machine communication.

Lithium batteries are another innovation that has contributed to the evolution in the material handling industry. Officials at delta-q, a global supplier of lithium-ion and lead acid battery chargers, maintain that the lithium based rechargers can control chargers for a more flexible, safe and efficient function. The lithium batteries will reduce costs, maximize up time and extend battery life. According to delta-q, more than 1.6 million electric vehicles and industrial machines presently use lithium batteries. They are also capable of operating under difficult situations and increase on time delivery ability.

Mr. McCormick maintains that the amount of data is unprecedented with the possibility of as of yet unrealized productivity. This productivity requires that the information be vetted and applied constructively across an entire operation. Yale Vision telemetry offers a wireless asset management system to track and report on the status of every truck in the fleet, thus maintaining a visibility that once required time consuming manual processes.

Since lithium batteries can be repeatedly charged to 100% capacity, operators can spend more time on the job. Mick McCormick points out that lithium batteries can be charged anywhere at any time with a standard 120 volt outlet including during in transit travel on a trailer to a delivery site. They also are engineered to last five years, so fewer batteries are needed over the life time of a lift truck. They contain no acid and require no water or cleaning, subsequently are maintenance free.

The IoT connects not only machine-to-machine but people-to-people and people-to-machine. According to the analyst firm Gartner, there will be 26 billion connected devices by 2020. That means four devices for every human on earth. Cam Davies of OTTO Motors, a designer, manufacturer and operator of self driving vehicles for industry, thinks IoT will be the standard and will need to be in an open format that can be read and leveraged in two way communication with automation platforms. Big Data and IoT will allow for predictive maintenance applications including data from the entire factory. Other applications may include the optimization of production schedules, the inclusion of supply chain data and limiting on hand inventory for a more efficient operation. New energy sources will continue to make appearances in the next year. Warehouses constructed with skylights, light sensors and solar panels will become more common. A warehouse roof is an idle asset with ample space for solar panels. Solar energy can supply energy security, is cost effective, reliable and requires minimal maintenance. Murphy Warehouse of Minneapolis /St. Paul has installed solar panels on five of its sites. The panels take up only 2% of the surface area and provide 50% of the facility’s electrical needs. They then pass these savings on to their customers. 8

February 2018

Hydrogen is the most common element on earth. Hydrogen fuel cells generate clean power and are useful for a broad range of applications, so this innovation might also be the wave of the future. For sustainability the hydrogen fuel cell meets many criteria. It eliminates the need for battery chargers and produces no emissions. Mr. McCormick states that they only require three minutes to refuel so operators can return to work quickly. The role of e-commerce in material handling is enormous as more customers demand same day delivery. Brian Neuwirth, vp of sales and marketing for UNEX Manufacturing says that warehouses will have to redefine their processes to keep up with order picking operations and optimized storage. Another factor he believes is important to note is the labor shortage. It will be mandatory for warehouse managers to lower labor usage. UNEX offers solution to speed order picking operations such as their patented Span Track that reduces travel time by 85% between picks to speed fulfillment of orders. Dirk Vonholt suggests that building more warehouses closer to distribution centers can help solve the problem of slow delivery. The expenses and delays associated with air transport means that more warehouses is a more efficient solution.

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February 2018


Cover Story Sustainability has become a more important aspect of material handling and will continue to become a dominant theme within the industry. As previously stated solar and wind power along with hydrogen fuel cells contribute to sustainability but worker sustainability must also be considered. Cam Davies states that facilities with more automation have more employee retention. That in turn creates a better culture and an environment in which employees know one another and care about their lives. In this environment managers have an easier time hosting culture focused events such as team volunteering, professional development sessions and team outings. As general labor jobs transition into knowledge worker jobs, facilities will evolve to more satisfying and rewarding work and workplaces. TVH has instituted green initiatives such as recycling within the company but has also emphasized healthy living for its employees. Stop smoking classes, a health clinic on site, free fruit days and a gym all contribute to a healthier workforce and therefore more employee retention. The company earned the

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Lights out Warehouses is an idea for the future. This means there are no human laborers in the warehouse. It is fully automated with only maintenance being serviced by people. Is this a probable scenario for the materials handling world? That depends on whom you question. Larger warehouses most certainly will be fully automated. Equipment such as UNEX’s Span-Track carton flow rollers, wheel beds and shelf tracks make the transition possible. An example of a fully automated warehouse, Zappos, was purchased by Amazon but not before they transacted $9 billion in business in 2009. Zappos could offer 365-day return policy, 24-hour delivery and free shipping with its totally automated system.

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Mick McCormick cited a stark statistic from the Bureau of Labor Statistic. The turnover rate for warehouse workers is 36%. The cost of filling vacant positions is anywhere between 25% and 150% of an employee’s annual salary. These numbers make it imperative that operations re-evaluate how to deploy labor and implement technology. Using automated solutions for basic materials transport tasks frees the employees to advance to more engaging, meaningful positions. This helps address employee turnover and labor sourcing challenges. Improving the work culture has become an important trend for 2018.

Not all companies believe total automation to be the perfect solution. Smaller warehouses will continue to depend on people within their facilities. More of the tedious, repetitive work will be completed by automated processes, however. This truth will change the composition of all warehouse workforces and bring a new reality to materials handling management.

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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

Details matter – What the customer sees With all of the things there are to do in the business day it is inevitable that something always gets missed. Getting the big stuff right is necessary. Without that, we have NO business at all. How much of the little stuff can you miss, and still manage to be successful? This question assumes that our systems, our people and our process are not already water-tight. To those who believe that their way of doing things is leakfree I can only say check again. Something is leaking somewhere! Reference last month’s column on holes in the boat. I think that the answer to the question is predicated on how you define the difference between big stuff and little stuff. It’s like asking: How big is big? I think there should be a set of criteria that should govern what is a big deal and what is not. 1. Is the item critical to our business? 2. Do most of our customer’s care about this? 3. W  ill I lose any business because we got this wrong? 4. How does this affect our image? 5. Is this in direct conflict with our mission and our promises to our customers? Let’s assume for the moment that we are getting all the BIG stuff right. Customers are generally getting what they pay for. We are managing expectations and tracking results. We are making money and meeting our stretch goals.

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February 2018

During times like this, we can easily become complacent about the things that under the surface can eat away at our customer service effectiveness. No matter how well built it is, the tide eats away at even the sturdiest of structures. When we are meeting our objectives and customers are not complaining we tend to think we have arrived. It’s at this very moment that as leaders, we must circle back to our systems, people and processes, and ask “what are we missing?” If we wait for customers to complain in order to make changes in our culture, we are already in trouble. The real question that we should be asking ourselves is, what is bothering our customers or robbing our effectiveness that isn’t a big enough deal to complain about, but is a big enough deal that it shows up on the customer perception radar? These are the hard to pinpoint items that negatively affect two of your greatest assets: 1. Your image 2. Your reputation These two things take a lifetime to build, but can be undermined and destroyed in short order if not constantly cared for. It normally stems from a businessas-usual operational culture that fails to expect changes in customer requirements or demands. These days, the needs of the customers are evolving at such a torrid pace that our customer response tools must constantly be under scrutiny. Details matter. It’s as simple as that. In performing an assessment of how we are perceived by our customers, we have to put ourselves in their shoes. See what they see. Hear what they hear. Review what they get from us, preferable before we send it. Get inside the mind of the customer. I propose to do this by investigating three key areas: 1. W  hat does the customer see? Visual input establishes initial perception. 2. H  ow do we engage the customer - customer experience – both in person and over the phone.


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February 2018


Aftermarket 3. Is what we send the customer understandable and meaningful? I.e. sales materials, technical data, invoices, statements.

• Is the inventory in saleable condition?

• Is any literature kept in the display rack up to date and relevant?

Being aware and diligent about all of these areas demands that we view our own dealership with what I call the critical eye. It requires us to actually LOOK for things that are not consistent with the image we want to portray. In this column we will take a look at the first important area of customer perception - what the customer sees. Here are some examples:

• Are the floors clean?

•Y  our parts / service entrance: Look with a critical eye at everything a customer sees. Park your car like a customer would and enter the building from the parking lot.

• Do your customers have a place to park?

• Is your signage up to date, well lit and in good condition?

• Are the grounds free of trash?

• Are there weeds or overgrown vegetation?

• Are there old discarded parts or dead batteries near the entry door?

• Are the windows and doors clean?

• Is there a welcome mat in good condition?

•Y  our parts / service counter: Look with a critical eye at everything a customer sees. Approach the counter.

•A  re there old catalogues or impulse buy items crowding the space?

•A  re there handwritten signs taped to the counter?

• Is the messaging clean and relevant?

•A  re the protector pads on the counters in good shape?

• Are the cushions on the stools falling apart?

•Y  our parts retail area: Look with a critical eye at everything a customer sees. Enter the parts department.

•A  re there workspaces visible from the counter that are unkept, with a blizzard of files, catalogs, price books, old parts and post-it notes?

•D  o you have banners or posters on the wall from 1989?

• Is it a showroom or a storeroom?

• Does the inventory move?

• Is your customer coffee area clean and well stocked?

• Is the inventory, or the shelves under it, dirty or unorganized?

•A  re your bathrooms clean?

The path to your parts or service department door should be a pleasant walk for a customer. He should see a well-kept, clean and inviting environment. The traffic through that door can be plentiful. This is especially true when your road techs are also using the same entrance. Recycled batteries, crushed filters, waste bins and other unsightly items must be out of sight around this key customer entrance. The door itself is handled by multiple people with grease and dirt on their hands. If you don’t clean this door, on purpose, EVERY WEEK, it will quickly end up looking like the entrance to a coal mine.


All of the items in your customer self-service retail area must be rotated, clean and properly priced. If not, then you can expect them to remain right where they are - on the shelf. Everything in the customer retail area should be an item that a customer can readily identify and should have a price that is competitive with other area retail vendors - think Napa or Auto Zone. In many dealerships, retail price points over the front counter are much lower than they are over the back counter. This stands to reason. It costs money to outfit a service van with parts. Parts sold from the road van should demand a price that reflects that extra cost, and the lack of competitive price pressure. Customers at your front counter however are looking for a deal… and they ought to find one! They invested the time and trouble to come to your dealership. Give them a reason to return!

• Is the inventory priced?

February 2018

When it comes to customer counters…. LESS IS MORE. Little things on the counter like magnetic pick

Aftermarket up tools, pocket lights and canisters with everything from grade 8 bolts to Teflon tape only add to a cluttered environment that may very well detract from the image you want connote. We tend to believe that if it’s on the counter, it will sell itself. Yes, that will occasionally happen. But I think that there is more truth to the notion that if your counterman suggests it, it’s more likely to sell than just hanging it off the counter and expecting the customer to self-initiate.

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The first step in improving customer engagement, is creating an environment that is visually appealing. The second step is actually engaging the customer in a way that communicates trust and care. We will discuss this more in next months article, when we will investigate how the “Details Matter” when it comes to the customer experience. 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 editorial@mhwmag. com to contact Dave.

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Bottom Line Garry Bartecki

Round two Last month I attempted to provide an industry specific review of the “NEW” tax reform bill. As it turned out the final version did not appear as expected and consequently I had to ask my equipment tax guy, Steve Pierson, to assist with his best guesses of what will appear in the bill. His Power-Point presentation outlining his best guess was available for review on the MHW website. And you will never guess what happened the day the bill was finalized and waiting for final vote before heading to the White House. As it turned out the day the bill was finalized was the same day the December version of MHW hit the streets containing my now “expired” version of the tax bill. Many changes took place between the House and Senate versions we were using, but there are still many provisions worthy of your review and many provisions warranting further investigation to determine if there is any long-term merit is applying them in your tax returns. So we will give it another try somewhat geared to equipment dealers or rental companies knowing full well that these new laws have to be converted into IRS legalize which may again change how you look at these new provisions. Before we start let me inform you that Steve Pierson works for Selden Fox, a CPA firm in Illinois. I again am using their review of the new bill and if you want a copy of what I am looking at you can go to their website and pull off two presentations prepared by Paul Rozek, CPA. One is titled “How will latest tax reform impact businesses?” And the second “How will tax reform impact individuals and pass-throughs.” And I will ask Kathy Regan to provide access to these two docs on the MHW website. Corp tax rates Expensing and depreciation For years beginning after Dec 31 2017 the amount a taxpayer can expense is raised to $1 million with a threshold amount increased to $2.5 million. Applies to both new and used equipment purchases but cannot

Temporary 100% cost recovery for a 100% deduction for property placed in service after September 27, 2017. The big news is that it also applies to both new and used equipment. Deductions and exclusions Limits on business interest - After December 31, 2017 every business is subject to a disallowance of a deduction for net interest expense in excess of 30% of business adjusted taxable income (as defined). This applies to both C Corp and pass-through entities. Adjusted taxable income is your EBITDA number for the year. You are exempt from this provision if your average gross receipts for the last three years does not exceed $25 million. A second exemption is also available for floor plan interest, but you may have to give up some of the 100% expensing to do so. Net operating loss deductions For tax years beginning after December 31, 2017 the two-year carryback is repealed, and only 80% of the gross taxable income and can be carried forward indefinitely. Like-kind exchange treatment Repealed for personal property with a provision to allow completion of transactions entered into on or before December 31, 2017. A big deal for our friends selling construction equipment. Entertainment Disallowed ….can’t say it any better than that. Accounting changes

Flat 21 % starting in 2018


generate a carryback claim, only carryforwards. 179 also includes benefits for nonresidential property improvements made AFTER property placed in service. You can’t write off a new building but can use Sec 179 to expense improvements to the property.

February 2018

Taxpayers who meet the $25 million size limitation noted earlier can elect (after December 31 2017) to use the cash method of accounting for tax purposes. In this case you have to check to see if you qualify for cash basis accounting. Before you run off to use this method realize that you should keep your books

Bottom Line on a GAAP basis and convert your year-end results to a cash basis if you decide to give this method a try. It may work for you and then again it may not. In many cases it provides a first year benefit and not much thereafter. So do your homework before jumping on the bandwagon. Personal taxes A ton of brackets and some changes both positive and negative depending on your circumstances. Do yourself a favor and take your 2016 1040 and redo it using these new brackets and other changes. You may be surprised. The biggest and most complex area of the personal changes deal with income from pass-through entities. The bottom line here - you basically get to deduct 20% of your qualified business income assuming you take a reasonable salary out of the company. This will take a little work to get it right for you. State and local tax deduction limitation. $10000 limitation for both combined beginning after December31 2017. This could be a big problem if your company pays state income taxes and is a passthrough entity. There may be some planning to do regarding this section if you pay a substantial amount of state and local taxes. And don’t think about prepaying your taxes …..They will be applied to the year they apply to. Mortgage interest Two issues. Home equity loan interest deductions are suspended. And mortgage interest subject to limitations. Child care credits Increased to $2000 starting in 2018. I see a number of positives for equipment dealers in this new bill. But remember, we don’t let the tax tail wag the dog. Do your homework and assume these rules could change if the Dems take over the House and Senate in 2018. You don’t want to overpay but you also do not want to risk substantial amounts because you were too aggressive with these new provision. Need help …call Pierson (630 954 1400) … he knows your industry.

We will continue to update you on these issues and new data is available. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.




February 2018


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1998 2006 2006 2007 2007 2007

Yale OS030EBN Yale OS030ECN Yale OS030EC Yale OS030ECN Yale OS030ECN Yale OS030ECN

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February 2018



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February 2018


Human Element

Michael Pollack | Staffing, training and ownership thoughts

Yankees hope a competency-based approach to hiring proves a Boon(e) for the organization Few jobs in sports compare to managing the New York Yankees. The team is quite simply the most iconic baseball franchise in the world. (Have I given myself up as a fan yet? Too bad!) Based on the latest Forbes list of the most valuable franchises the world over, the only team valued higher than the Yankees ($3.7 billion) is the Dallas Cowboys ($4.2 billion.) If you’re the Yankees’ manager, you’re running a multi-billion-dollar corporate enterprise as much as you’re filling out the lineup card. The Yankees brand is synonymous with winning. Anything less, as an old deodorant commercial once stated, “would be uncivilized.” Case in point:  Yankees skipper Joe Girardi – who won the World Series as a Yankee player and manager – was unceremoniously dumped earlier this fall after managing the team to within one win of a World Series berth. Here’s how tough New York is: When pressed by the media, Yankees owner Hal Steinbrenner said that even if the team had won the World Series, he was not going to bring back Girardi. “It would have been maybe a more difficult decision to make, but I would have made it because I felt like that was best for the organization moving forward,” Steinbrenner told the media. For all of Girardi’s success on the field, management believed he was not exhibiting the learning agility or flexibility to adapt to the Yankees’ vision for how they want their manager to function. Despite his winning pedigree, Girardi was not aligning with corporate expectations, evidently. The Yankees were clearly ready to close “The Binder” – the sardonic nickname Girardi detractors gave to the straight-laced manager who was frequently seen scratching his grey crewcut as he rifled through three-ring binders of statistics to determine an optimal matchup.


February 2018

So, whom did the Yankees tap to be their next manager? Here’s a basic sketch of the credentials you’d expect Girardi’s successor to possess: • Former major-league player • World Series champion • Professional scout • Minor-league coach or manager • Major-league coach or manager Aaron Boone checks just one of those boxes – the first. Best known for a series-deciding walk-off home run in the 11th inning to prolong the Red Sox’s World Series “curse,” Boone was a solid, but unspectacular, ballplayer. He has one All-Star appearance on his resume but nothing else that really jumps off the back of his baseball card. Boone’s remained close to the game in his retirement – but as a color commentator on ESPN’s Sunday Night Baseball for the last two years. More importantly, he has no coaching or managerial experience of which to speak. Talk about jumping into the deep end of the pool! Just as any other business hiring for an important role, the Yankees had a list of prerequisite competencies that a manager needs to display, and they believed Boone, 44, can embody their ideals more than Girardi. Instead of viewing one’s prior managerial experience as the be-all and end-all, the Yankees looked at how one’s personality fits in the role of manager. Like several other franchises making managerial hires this off-season, they are viewing the position as a middle manager. As General Managers begin to wield more power across the baseball landscape when it comes to roster construction and analyticsheavy decision making, an on-field manager’s role is changing. Now, he has to be a deft communicator and effective liaison between management, players, and the media. The word being used over and over again by those hiring managers this off-season is “collaborator.” They aren’t looking for a field general so much as they want someone who can explain team policy to players

Human Element and serve as a sounding board to young, impressionable athletes.

To survive as the Yankees’ manager, he may well need to utilize that pioneering spirit.

The Yankees, at their core, did what Caliper suggests to its clients:

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 609-524-1200. Email editorial@ to contact Caliper.

• Contextualize a position • Determine the job family in which it resides •P  inpoint the competencies and must-haves for those serving in the role In the case of the Yankees’ manager, they wanted someone with – as GM Brian Cashman stated – “an astute mind for the game, a progressive approach to evolving strategies, interpersonal skills, and baseball pedigree.” When viewing Aaron Boone in the context of those parameters, he does indeed check all the boxes. Without prior managerial experience, though, Boone is entering a modern-day wilderness. Perhaps he will need to tap into some of the folklore surrounding his pioneer ancestor, Daniel Boone (true story!), who fought hand-to-paw with a bear (embellished story!).



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February 2018


Sales Trends Jeffrey Gitomer

If you would do it later – why wouldn’t you do it now? I met a guy on the plane who was an area director for a major shoe store chain. "Suppose I went into your store and the shoe I wanted was out of stock in my size - what would happen," I queried. "Well, that shoe store has the capability of finding those shoes in our other stores -- and then asks (tells) the customer to go to the other store to pick them up." "Can't you just ship them to my home?" I wondered. "No," he said matter of factly. "We're not set up to do it that way." I turned the tables and asked the guy which he would rather have? "Delivered," he said without a second of hesitation. "I'd rather have them delivered." "What about your customer? Do you think they'd want them delivered, too?" I challenged. "Yes, I suppose they would," he said with that 'what's this guy going to say next' look. "Who's your biggest competitor?" I asked. "WalMart," he said. "Suppose WalMart came out with a new service that would locate out of stock shoes for shoppers at other WalMart's and deliver them to the customers home the same day they were ordered - no hassle - complete return privileges at any WalMart store think you might have to offer the same thing to be competitive?" "You bet we would!" was his knee jerk reply. WAKE UP CALL! HELLO - ANYONE HOME? If you would do it after your competition does it to "meet" them, why wouldn't you do it before they do it and "beat" them?

If you would do it reactively, why wouldn't you do it proactively? •W  hy not beat them (your competition) to the punch? • Why not make them react to you? • Why not have them be perceived as the follower? • Why not be the leader in service? •W  hy not set the standard and let others try to catch you? I'm stumped. There isn't one company or person reading this column right now that doesn't have an opportunity to out-maneuver and out-serve the competitor you hate the most - yet sit there and wait for something to happen. Wait for your arch rival to take the lead. Why? You only have an opportunity to capture leadership once - after that, you play #2 - ask Avis. They've been "trying harder" for 25 years. Enterprise Rent-A-Car is a different story. They took the bold position to deliver the rental car to the customer. Their competition HATES it (and their customers love it.) They niched the replacement car market, delivered it to the door of the customer, and are now number one in rental cars. Call Hertz and ask them who's number one. Enterprise never wanted to be number two - and using a proactive approach, beat Hertz at their own game, just by delivering the car and mastering one segment of the market - and beat them so bad, that now Enterprise is entering the Airport market - and Avis is still "trying" to do it the same old way. Pity. Most of these changes (innovations) are obvious. You see something new and say to yourself, "why didn't I think of that?" Three big reasons we fail to see the obvious: •T  oo caught up in the day-to-day "got to make more sales" trap of mediocrity. Failure to see the big picture. •T  oo caught up on making money instead of becoming "best" at what you do. The


February 2018

Sales Trends greed factor blocking the leadership and creativity factors. •T  oo wasteful of your personal time (news, dumb TV, ball games, bars) to focus and plan for true success. Upside-down success priorities. PROACTIVE OPPORTUNITY KNOCKS: What new service or product offering could you make that would establish you as a leader in the field? 

If you would do it reactively, why wouldn't you do it proactively? is a haunting question. Don't let it haunt you. 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 For information about training and seminars visit or email Jeffrey at

PROACTIVE CHALLENGE: What would you hate for your competition to beat you at? PROACTIVE LEADERSHIP: What new service could you offer that your competition would HATE you for? Leaders don't respond to trends - they set them.


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February 2018


Your Business Eileen Schmidt

Update your marketing efforts in 2018 How to best market to consumers in a world increasingly saturated with messaging - through various means in print, digital, social media - is an evolving question. But there are ways to reach through the chatter and build lasting relationships with customers, according to Debbie Frakes, managing director of Winsby Inc. Winsby is a Chicago agency and its clients include: manufacturers with distribution networks, global corporations, distributors, and service providers, according to its website. Last year, Frakes presented a webinar to attendees entitled "Marketing Tools to Grow Your Business." The webinar was sponsored and hosted by Material Handling Wholesaler. Here are some of Frakes' suggestions for viable marketing techniques in a digital age: *Engagement - "There are a lot of people out there. If you start to get them engaged, and if they respond, then you know there is a good chance of moving forward with them," said Frakes, who said customer appreciation is one piece of this puzzle, as is obtaining new customers.  But she added that building a list of engaged existing customers is particularly important. "People tend to think about prospects, but that's not where the money's going to be made. It's getting people you know that trust you to spend more money," she said.  The business ClearTail has programming that allows users to track website traffic. This makes it possible for businesses to send automated emails to website visitors, according to Frakes, who said personal contact via email is generally received well in the material handling industries. It is important, however, that emails have a consistent look and outline everything a company does. "A lot of people don't talk about all their capabilities. You have to tell them all the things that you do and just keep reminding them," Frakes said.  A quick response rate is also key to engagement; responses to visitors and consumers that can be generated in 5 minutes are 900 times more effective 26

February 2018

than those sent in 10 minutes, according to Frakes, who said text notifications can be helpful in this respect. She said sales reps should make gathering email contact information part of the daily routines to build a complete consumer database.  *Search Engine Optimization - It is, according to Frakes, "a tricky business." What she advises is keeping websites fresh. "Google scans the Internet every day now so if you're making changes on a website, the chances of seeing them are much faster," she said.   Content is the key to not only continually updating a business website, but to establishing a company's authority in its field. The more original content a business can produce, the more legitimacy it can claim, according to Frakes. "It does work. It's a lot of trouble, but it's worth it because it does get you back to the top," she said. Inbound links are also effective. A publication writing about a business and linking to the company website will be viewed through the Google lens as another means of legitimization, according to Frakes.  *Social Media - It is usually not the best strategy to leave this task to IT departments, according to Frakes. She said many companies seek out an employee who enjoys running its social media accounts. Frakes recommended keeping social media accounts active, but not investing huge amounts of time on their upkeep. "It is not terribly effective to be posting a lot," she said.  Frakes did recommend trying to get reviews from customers on social media sites if possible, noting a situation she knew of in Florida in which a representative of dealer was going onto competitors' sites to record the dealer's own website and address. "If you don't do these, others can," said Frakes, who said Google AdWords can help pinpoint targeting customers for website reviews. 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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Nuts & Bolts

Acquisitions, expansions & other business news

NAW partners with Unified Commerce Solutions The National Association of Wholesaler Distributors (NAW) has announced an exclusive partnership with Unified Commerce Solutions (UCS) to provide omni-commerce solutions to the wholesale distribution industry. The partnership will have services available to the more than 25,000 wholesalerdistributors served by NAW nationwide. WholesalerDistributors will now have access to never before offered enterprise level B2B Solutions that provide electronic billing, ACH payment solutions, level 3 data capabilities, remote deposit capture and much, much more, all configured to communicate with current AR and ERP systems. These new offerings will help wholesaler-distributors get paid faster, increase margins and reduce costs, all through one unified commerce platform.

Caterpillar to pay millions for crimes against customers A wholly owned subsidiary of Caterpillar Inc. will pay tens of millions of dollars for intentionally cheating its customers with unnecessary repairs and dumping rail car parts into the ocean to cover up its actions. The Wall Street Journal reported on Dec. 7 that United Industries part of Caterpillar’s Progress Rail Services unit, will pay a $5 million criminal fine and $20 million in restitution. The company’s guilty plea was expected during a Dec. 7 hearing in U.S. District Court for the Central District of California, according to the U.S. Attorney’s Office in Los Angeles. Caterpillar did not immediately respond to a request for comment. The United Industries case covers unnecessary repairs to rail cars owned by three companies: TTX Co., Greenbrier Co. and the Pacer International Unit of XPO Logistics Inc. The restitution will be split among them. XPO Logistics ranks No. 3 on the Transport Topics Top 100 list of the largest North American for-hire carriers. As part of the scheme, certain United Industries supervisors encouraged employees to smash brake parts with hammers, gouge 28

February 2018

wheels with chisels and yank handles loose in order to increase revenue by making repairs. Other unnecessary repairs were randomly selected and performed. United Industries employees then threw parts into the harbor at the Port of Long Beach to hide evidence from inspectors with the Federal Railroad Administration and Association of American Railroads. Divers working for port police later located the discarded parts on the ocean floor. The actions described in court documents occurred in 2008 and 2009. Caterpillar first disclosed the criminal investigation to shareholders in November 2013.

SCG affiliate acquires Custom Equipment, Hy-Brid Lifts An affiliate of Stratford- Cambridge Group (SCG),, has acquired Custom Equipment, LLC, (Custom), headquartered in Richfield, WI, with an additional manufacturing facility in West Bend, WI. Founded in 1981 as a welding and fabrication business, Custom first developed lifts for the cemetery and mausoleum markets which evolved into a full product range of scissor lifts and aerial work platforms for the construction and industrial markets featuring an electric drivetrain, low weight and high maneuverability. The sellers are going to retain a 20% stake in the business post-close and chose to partner with SCG for their financial, strategic and operational expertise, and in order to continue the growth trajectory that the company has enjoyed in recent history.


Nuts & Bolts

Acquisitions, expansions & other business news

Hyster-Yale to acquire controlling interest in Zhejiang Maximal Forklift Company Ltd. Hyster-Yale Materials Handling, Inc. announced that it has entered into a definitive agreement to acquire, through an indirect wholly-owned subsidiary, 75 percent of the outstanding shares of, and a controlling interest in, Zhejiang Maximal Forklift Company Limited from KNSN Pipe and Pile Company Limited for an aggregate purchase price of $90 million, funded using Hyster-Yale's cash on hand.  The remaining 25 percent share of the new company, which will be named Hyster-Yale Maximal Materials Handling Co., Ltd. ("HY Maximal"), will be owned by current Zhejiang Maximal Forklift ("Maximal") senior management through Y-C Hong Kong Holding Company Limited.   Maximal, a privately-held, Chinese OEM for utility and standard lift trucks and specialized material handling equipment founded in 2006, is involved in

the design, manufacture, service and distribution of Class 1 electric and Class 5 internal combustion engine counterbalance utility and standard platforms, and Class 2 and Class 3 electric warehouse products in both the local China and global markets under the Maximal and SAMUK brands. Maximal also designs and produces specialized products in the Port Equipment and Rough Terrain forklift segments. Maximal has nearly 600 employees, and its 133,000 square meter facility in the Lushan Industry Area near Hangzhou, approximately 200 miles southwest of Shanghai, has a current production capacity of 30,000 units.  Following the closing, HY Maximal will be a subsidiary of Hyster-Yale, but is expected to continue to operate as a separate entity within Hyster-Yale's JAPIC segment, with its own management team and Board of Directors.

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February 2018


Shifting Gears

Industry personnel and organization news

H&E relocates to new facility H&E Equipment Services Inc. relocated its Sacramento branch to a newly-constructed facility at 4800 Straus Drive, Sacramento, CA. The new branch provides full-service coverage to customers throughout Sacramento and surrounding areas, and is one of eight branches throughout the state of California.  The 9,500 square foot facility sits on 3.34 acres with a fullyfenced and paved yard area, offices, parts warehouse, and an eight-bay repair shop equipped with a 5-ton overhead crane.  The facility is capable of handling repairs for a variety of general industrial, construction, and earthmoving equipment. The branch specializes in aerial lifts, telescopic forklifts, earthmoving and general construction equipment from the following manufacturers:  Atlas Copco, Blue Diamond, Bobcat, Bomag,  Doosan, Gehl, Generac/Magnum, Genie, Hamm, JCB, JLG, John Deere, Laymor, Lincoln, Miller, Multiquip, Okada, Skyjack, Skytrak, Takeuchi, Towmaster, Wacker Neuson, Yanmar and others.

Hy-Tek Material Handling appoints integrated systems division manager Hy-Tek Material Handling’s Integrated Systems (IS) Division announced the appointment of Tim Talarico as business development manager. Talarico joins Integrated Systems’ nationwide team of experienced engineering, sales, logistics and project management professionals. Based in Greater Cincinnati, Hy-Tek’s Integrated Systems Division has offices in Georgia, Indiana, Kentucky, New Jersey, Ohio, Pennsylvania and Tennessee. Talarico has 25 years’ consultative direct sales experience in all aspects of supply chain, including logistics design/build applications for distribution facilities. His systems integration work includes automated conveyor systems, sortation, storage media, automated storage and retrieval system (AS/RS), pick to light (PTL), pick to voice (PTV), goods to person, robotics, warehouse control system (WCS), and warehouse execution system (WES).

ALL takes delivery of new all-terrain cranes The ALL Family of Companies will take delivery next month of two 500 ton Liebherr LTM 1450-8.1 all-terrain cranes. In keeping with ALL’s strategy of working with manufacturers to obtain the newest and best machines, the company ordered these cranes before they had even made their U.S. debut. With a powerful 279-foot telescopic main boom and a full range of lattice jib attachments, this Liebherr AT can handle jobs at — and often above — its 500ton capacity. The LTM 1450-8.1 was manufactured to accommodate a variety of transport weight and machine axle configurations, making it one of the most road-friendly 8-axle ATs on the market. The LTM 1450-8.1’s VarioBallast® system adds capacity when needed, but still allows the nimble AT to work in spaces where many other large cranes simply will not fit.

FOR MORE SHIFTING GEARS ARTICLES GO TO Dematic announces opening of new monitoring and response center


February 2018

Shifting Gears

Industry personnel and organization news

Dematic, global supplier of integrated automated technology, software and services to optimize the supply chain, announces the opening of its latest Monitoring and Response Center (MARC) at its engineering facility in Holland, Michigan. This new MARC will focus on mobile automation installations, primarily Automated Guided Vehicle (AGV) systems formerly supported by Egemin Automation. (Egemin will fully integrate into Dematic by the end of the year.) This new center will complement the MARC at its Grand Rapids headquarters where the Dematic Customer Department monitors material handling systems throughout North America.

Habasit announces new distribution hub in Fresno, Calif. Habasit announced the opening of its new warehouse and distribution hub located in Fresno, California. The facility will offer a wide range of belting products, improving service and reducing shipping time and costs for the company’s west coast customer base. The new facility is located at 4333 South Minnewawa Avenue, Fresno, Calif.  Products offered through this facility include HabasitLink® modular belts, HabaCHAIN® slat and conveyor chains, Habasit Cleandrive™ monolithic belts, and multiple Habasit fabric belting products.

THE NEXT GENERATION OF SAFETY. The next generation of affordable safety guard rail has arrived. Upgrade to the new ValueRail Pro™ line of safety guarding products and trust that your facility is protected with quality guard rail that’s made in the USA. Available in single, double, and triple rail configurations, ValueRail Pro™ can protect your operations, all without breaking your budget.


February 2018


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February 2018


Looking for Material Handling Business Resources?

Look to MHEDA. MHEDA is the Material Handling Equipment Distributors Association. We are a trade association dedicated to serving the material handling business community. Over 600 distributor and manufacturer companies worldwide utilize MHEDA’s resources to help their business stay competitive and employees stay connected. We invite you to be part of this professional network.

Conferences Learning Management System Peer Groups Regional Networking Events Benchmarking Reports Industry News Annual Convention

MHEDA Membership gives you access to high quality networking experiences, industry-specific training programs, financial benchmarking data, breaking news and so much more. Once you join, every employee in your company is considered a Member and will have access to the many MHEDA resources. Give your business a boost and and join today at!

Exhibitor Showcase Buying Power Give Back Awards Programs And More! 847-680-3500

February 2018


Materials Handling Solutions for Your Industry Combilift, leaders in providing innovative material handling solutions including Sideloaders, 4-Way Forklifts and Straddle Carriers offer products designed to handle long and oversized loads better than anyone else, guaranteeing considerable improvements in space utilization and safety. With capacities ranging from 3,200 to over 180,000lbs, it’s a safe choice to go with Combilift.

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Classifieds FOR SALE

Series 1 Workhorse Single Shift rating

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Iron Bull™ Waste Hoppers Can Pay You Back Added production efficiency, more floor space, workers love them ■ More durable, easier to use, safer too. ■ Big selection, or custom to solve waste handling problems. We are an Amish-owned company. No website. Please call.

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February 2018

Material Handling Wholesaler

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Robust and clean Continental Solid Tires Features


› Up to 50% less rolling resistance compared to competition.

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February 2018


Industry Insight Data provided by EDA, a product of Randall-Reilly BY RANDALL-REILLY

Lift Truck Market Trends  ach month EDA, a product of Randall-Reilly, provides a snapshot of industry data that’ll let you see where E buying activity has been, and forecast where it might be heading so that you can proactively stay in touch with the needs and habits of your market. Understanding how and where buyers have been spending their money can help determine the scope of consumer spending, project growth for a certain product line, or identify the signs of a future downturn.

Top 5 Equipment Buyers

Top 20 Equipment Lenders

 isplays the top five buyers nationwide for each of D EDA’s eleven industries, based on financing activity results added by EDA last month. The results are based on distinct serial numbers of sale and lease transactions for new equipment only.

Displays the top 20 lenders nationwide for each of

Goodyear Tire & Rubber Co Class 1 Class 4 Class 1 Class 5

Akron, Oh Hyster Hyster A&G-Mercury Hyster

88 60 19 7 2

EDA’s eleven industries, based on financing activity results added by EDA last month. The results are based on all financing statements of sale and lease transactions for new equipment only. Toyota Inds Commercial Fin....240 Wells Fargo Eqt Fin...................20 Toyota Inds Commercial Fin....279 Peoples Capital & Lsg Corp.......19 Wells Fargo Bank.....................160 Wintrust Eqt Fin.......................14 De Lage Landen Fin Svc..........133 Farm Credit Lsg Svc Corp.........10

Paragon Inds Inc Class 4 Class 2

Fresno, Ca Yale Yale

40 32 8

Vanguard Pkging Inc I/C Lift Trucks - No Model Class 1

Kansas City, Mo Unicarriers Unicarriers

29 19 10

J E L Sert Co Class 1

West Chicato, Il Mitsubishi

23 23

P N C Eqt Fin Llc.....................33 Fuyo Gen Lease Usa Inc..............6

20 20 11 8 5 1

U S Bank Eqt Fin......................24

Metro Produce Dist Inc Minneapolis, Mn Class 3 Linde Electric Lift Trucks - No Model Raymond Class 2 Crown Class 3 Clark Class 1 Crown 38

February 2018

Citizens Asset Fin.......................88 Everbank Commercial Fin Inc.....7 Banc Of Amer Lsg & Capital.....49 T C F Eqt Fin Inc.......................7 Nissan Motor Accept Corp........48 Summit Rfg Corp.......................7 J M Eqt Co...............................38 Merrimak Capital Co..................6

P N C Eqt Fin...........................32 J P Morgan Chase Bank...............5

Data provided by EDA, a product of Randall-Reilly. For more detailed information visit


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


February 2018



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Raymond introduces durable 2nd level order picking solutions

Yale attachment ready trucks meet demand for integrated solutions

Today’s warehouses are challenged with slotting a growing number of SKUs in floor accessible pick slots, driving a need for 2nd level order picking solutions. In response to this need, The Raymond Corporation introduces two new trucks: the Model 8720 2nd level order picker with elevated platform, and the new Model 8410 pallet truck with 2nd level pick steps option. Because North American operators work their trucks longer and harder than those in other markets, these trucks are designed and built to specifically meet the expectations of heavy duty users.

Specialized applications have little tolerance for attachment integration issues or malfunctions that could cause downtime and eat into profits. To streamline installation and improve reliability of its integrated solutions, Yale Materials Handling Corporation announces a new line of attachment ready trucks. Engineered with a modified front end, these trucks allow for Bolzoni Auramo paper roll and bale clamp attachments to fit seamlessly on a broad range of Yale® cushion tire and pneumatic tire lift truck models. The truck-to-clamp interface minimizes installation inconsistencies and can enhance attachment performance.

Low-profile crane scale fits any hook, only adds 6.5 A new, battery operated dual-shackle receptor crane scale that features a handheld wireless remote indicator and can be used virtually anywhere is being introduced by Alliance Scale, Inc. The Alliance Anyload® Dual-Shackle Dynamometer functions as a low-profile crane scale virtually anywhere by simply attaching it under a hoist and then attaching the load to it using standard shackles. Measuring only 6.5” vertically, it has a 5 ton/10,000 lb. capacity and features a handheld wireless remote indicator that operates up to 75 meters away.

JW Winco introduces latch type toggle clamps The GN 852.3 steel & stainlesssteel latch type toggle clamps, which are RoHS compliant, are compact in design and can be used to ensure high holding capacities. The circular movement of the handle is transformed into the linear action of the latch. In the clamped position, the U-bolt latch with clamping arm is parallel to the plane of the operating handle. When the toggle clamp is clamped, a safety hook positively locks onto the body. This prevents inadvertent or vibration-induced release from the clamping position. Unlocking of the safety hook is achieved by one-hand operation.

Muller introduces Yellow Jacket 87-SA orbital stretch wrapper Originally built by fabricators to solve the unique challenges of securing oddly shaped, heavy loads directly to the pallet, Muller’s Yellow Jacket orbital stretch wrapper is the preferred load containment solution for fabricating industry veterans. Muller will now offer a semi-automatic kit to upgrade the 87M or a stand-alone semiautomatic option in the 87-SA.  Both the 87M and the 87-SA Yellow Jacket effectively secure complex fabrications, metal parts and loose assemblies on a pallet.  The Semi-Automatic kit and stand-alone machine will allow the operator to stay on the forklift while securing the load, for added safety and additional efficiency.

Big Ass light creates the world’s toughest portable work light The Big Ass Light Bar was built to uncompromising quality standards with a durable design and ability to survive being doused and dropped. Big Ass light bar’s features include: six distinct brightness settings, from 80 lumens to 5,000 lumens, 270-degree light angle which allows it to light entire rooms, a durable body made from extruded aluminum that make it highly resistant to impact. An IP67 rating, which means Big Ass Light Bar is completely sealed against dust, dirt and liquid. And, a distinct octagonal shape that prevents Big Ass Light Bar from rolling away when set down or dropped.

February 2018


New Products

See more new products online at

Talbert Manufacturing releases versatile 60-ton spread-axle trailer Talbert Manufacturing introduces the 60/65SA trailer designed to accommodate both tri-axle and tandem-axle jeeps. It features 2+2, 3+1 and 4 axle close coupled configurations. The trailer offers a 60-ton capacity rating with its 13-foot 6-inch two-point rigid load base as a 2+2 or 3+1 configuration. Owners also can configure the trailer with four close-coupled axles with no gooseneck extension, which provides a 65-ton capacity with the trailer’s 13-foot 6-inch two-point rigid load base. This versatility saves fuel and alleviates costs associated with additional permitting for maximum return on investment.

Emerson SolaHD redundancy modules protect against critical power failures Emerson launched an innovative new line of power supply redundancy modules delivering more operational reliability than competitors' modules, and ensuring additional protection against critical power failures in hazardous locations and harsh industrial environments. Emerson SolaHD™ SDN2X redundancy modules continuously monitor two power supplies connected in parallel. In the event one power supply fails, the SDN2X automatically changes over to the second power supply, eliminating the potential for single power supply failure causing an unexpected shutdown resulting in costly system downtime.

J-tec Industries introduces All-in-One Kit Carts for vertical picking The All-in-One Kit Cart used for vertical picking and transporting materials for assembly and distribution is called the CarryMore Gen2 All-in-One Kit Cart. J-tec stocks the frame and most attachments and can build to order and ship within five weeks. The Gen2 AIO Kit Cart is one of several models of CarryMore Daughter Carts which engages with and is transported atop the CarryMore Mother Carts in a train configuration and is used to hold parts for kitting or completed kits that are being transported to and from production, assembly and distribution production lines.


February 2018

Decisiv is revolutionizing technology Decisiv, Inc. announce plans for 2018 which include an ongoing investment in driving innovation that will address service event management challenges for commercial, industrial and manufacturing assets. “In 2017, we made significant investments to continue revolutionizing how service relationships are managed across a growing number of markets,” said Dick Hyatt, President & CEO of Decisiv. “In 2018, we will continue to evolve our SRM solution into a transformative, action oriented, results driven, dynamic agent for transformational change, enabling service value chains in industrial markets on a global basis to become strategic, competitive differentiators.”

Crown Equipment introduces shorter mast option Crown Equipment Corporation introduced a new, shorter mast option for certain models of its counterbalance forklifts that are used heavily in cross-docking applications. The new twostage TL mast, commonly referred to as a “Truckers Mast,” is an option for the four-wheel Crown FC 5200 Series counterbalance forklifts and the pneumatic and cushion tire models of the Crown C-5 Series industrial forklifts. It is ideal for use in warehouse dock work and cross-docking applications where a shorter mast is more conducive for the forklift to quickly and easily remove and place loads in truck trailers.

UniCarriers Americas streamlines forklift customization To meet the highly specific needs of its freight customers, UniCarriers Americas (UCA) is increasing the number of standard options on its Platinum II®, Nomad®and BX Cushion series lift trucks. Over 21 new options, previously only available as custom orders, will become part of UCA's inventory, resulting in lead times shortened by over five weeks. Developed in close collaboration with its customers, UCA analyzed the wide variety of environments and applications in which its trucks are utilized to offer complex custom parts as standard options. UCA has also enhanced its manufacturing process to add the standard options to the trucks as they come down the assembly line.



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

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

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


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

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


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February 2018



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Advertiser’s Index 3D STORAGE SYSTEMS LIMITED. . . . . . . . . . . . . 43

HESS AUCTIONEERS. . . . . . . . . . . . . . . . . . . . . . 12

STELLANA U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 35


INDUSTRIAL FORKLIFTS. . . . . . . . . . . . . . . . . . . . 46

SUMMIT METAL PRODUCTS, INC.. . . . . . . . . . . . 25

ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 13

JH THOMAS INDUSTRIES LTD. . . . . . . . . . . . . . . 20

SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 15

CAMSO. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

JOSEPH INDUSTRIES, INC.. . . . . . . . . . . . . . . . . . 15

CHARNOR INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 44


COMBILIFT LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 34

MHCONX.COM. . . . . . . . . . . . . . . . . . . . . . . 20, 21


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

CT PACKAGING SYSTEMS INC . . . . . . . . . . . . . . . 7

MHW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

DACS, INC.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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

DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . . 7

UNIRAK STORAGE SYSTEMS. . . . . . . . . . . . . . . . . 1

ENGINE POWER SOURCE . . . . . . . . . . . . . . . . . . 11

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

VALUE RAIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

FSIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2, 23

RESONANT DEALER SERVICES . . . . . . . . . . . . . . 13


GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . . . . 18

RHINO RUBBER, LLC. . . . . . . . . . . . . . . . . . . . . . 27

COUNCIL (WERC) . . . . . . . . . . . . . . . . . . . . . . 45

H&K EQUIPMENT COMPANY . . . . . . . . . . . . . . . 20

SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . 10

WEST POINT RACK, INC.. . . . . . . . . . . . . . . . . . . . 9

HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 41

SHOPPA'S MATERIAL HANDLING. . . . . . . . . . . . 54

WY'EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 29

SUPERIOR TIRE & RUBBER CORP.. . . . . . . . . . . . 42 THE FORKLIFT PRO. . . . . . . . . . . . . . . . . . . . . . . 19 THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 39 TRI-BORO SHELVING & PARTITION CORP. . . . . . 53 TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 13, 56


February 2018








BOOTH B 2819

**FORKLIFTS WANTED** We W i l l B u y Q u a n t i t i e s ! C a l l U s W i t h D e t a i l s - We Wa n t Yo u r S u r p l u s S t o c k

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2007 HYSTER S120FT

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187” Mast, Hours: 5,000

216”FSV Mast, Hours: 15,000












2007 Toyota 7BRU23, 4,500 lbs., 36V, 270” Mast, Sideshifter (4 in stock)

2006 Genie S40, 500 lbs., Diesel

2010 Toyota 8BRU23, 4,500 lbs., 36V, 270” Mast, Sideshifter (4 in stock)

2007 Genie Z45/25, 500 lbs., Diesel, 45’

2011 Toyota 8FGU15, 3,000 lbs., LP, 189” Mast, Sideshifter


2005 Toyota 7FG25, 5,000 lbs., Gas, 169” Mast, Sideshifter

2006 Terex TH842, 8,000 lbs., Diesel Fuel

1.866.506.2200 •

15217 Grand River Rd • Fort Worth, TX, 76155 • P: 817.359.1100 • F: 817.359.1110

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Available Used Equipment – More in Stock, Call Omar For Listing






Keep your fleet on the floor and out of the maintenance shop. Finally there is a wheel engineered for the demands of today’s 24/7 warehouses. Falconium utilizes a revolu-



tionary break through in polymer chemistry to give you wheels that carry up to 40% heavier loads and can withstand the internal heat buildup that causes yesterday’s wheels to fail. €

polyurethane wheels Falconium boosts productivity by reducing downtime and costly wheel change outs. Contact your Millennium dealer to setup a test drive and find out why warehouse managers across the country are making the switch to Falconium . ®




Toll Free 800 421-1180

February 2018 Material Handling Wholesaler  
February 2018 Material Handling Wholesaler