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An Employee-Owned Specialty Publications International, Inc. Magazine

February 2019








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FEBRUARY 2019 • VOL. 40 NO. 2

26 |

Sales Trends

Jeffrey Gitomer

How many of you ever had a course in listening skills?


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

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DEAN MILLIUS General Manager/Publisher


Industry News

T he Internet—Friend or foe in material handling Eileen Schmidt

30 Nuts & Bolts

32 Shifting Gears

Reader Resources


36 Classifieds

12 |  Aftermarket Dave Baiocchi

39 New Products

41 Source Directory 44 Advertiser's Index

Four Measurable Objectives

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In the next issue...

18 |  Bottom Line Garry Bartecki

Plan the work for 2019 and…

22 |  Human Element Caliper Corp.

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February 2019


30 percent (of online deliveries) to where we’re at today,” he said, noting that the online sales effort went hand-in-hand with a company initiative to pursue some lean initiatives.

By: Eileen Schmidt The internet and the technological revolution - the shift these changes have brought to the workplace is unmistakable and unavoidable. From sales and shipping, to operations, to communications both internal and external, technological tools have infiltrated nearly all aspects of the material handling industry. This month, Material Handling Wholesaler asked some of our readers how these tools are playing out within their individual businesses. Is the internet proving useful or challenging? How has it enhanced or changed the industry? Is it friend or foe? Generally, it is the former, according to several leading material handling businesses. But the opportunities the internet offers go hand-in-hand with heightened customer expectations and demands on business performance. And some long-standing business practices, like personal service, still maintain an important place in the industry. Sales and supply chain At TEKLYNX International, Doug Niemeyer said the web and ability to deliver online has completely flipped the company’s shipping method. “We now deliver 90 percent of our software to customers electronically, compared to years ago when 95 percent of orders were shipped via mail,” he wrote, in an email. Niemeyer is general manager for the company in North, Central and South America. TEKLYNX bills itself as “the world’s leading barcode and RFID labeling software developer and solutions provider." In a phone interview with Material Handling Wholesaler from the company’s Glendale, Wis. office, Niemeyer said TEKLYNX made a concerted effort back in 2009 to shift to electronic sales. “In the last five years, it has accelerated. It has really gone from 6

February 2019

The capability to ship electronically has increased the reach of the company, allowing it to ship to deliver software anywhere in the world and within minutes, according to Niemeyer. The challenge within the online shift, Niemeyer said, is that the online accessibility to the company’s software allows for downloading products without training. “The end user experience is often diminished in this situation,” he wrote. The company encourages end users to purchase directly from TEKLYNX or from a “value-added reseller” to ensure they receive the training needed. Niemeyer said he understands the “do it yourself” mentality many have in today’s environment, but said the system training is specifically designed to make the transition seamless. “We’re not trying to make it difficult,” he said.   TEKLYNX software is currently installed at over 750,000 companies, and e-commerce is a growing part of the business of those customers as well, pushing the need for agile and responsive supply chains, according to Niemeyer. “As a supply chain technology provider, this has created a ripple effect for our products as we look to provide scalable, highly responsive software solutions to support our customers’ increased need for greater supply chain visibility and speed to market,” he wrote. But security remains a question. “How secure are things people are communicating and doing?” Niemeyer said. Others say outside of sales that key points of contact are gleaned online. At US Integrated Battery Systems LLC, company CEO David Sterrett said about 30 percent of sales occur online but estimated 80 percent of the company’s leads and contacts and jobs are now found via internet tools. Communication At Direct Recruiters Inc., Cherie Shepard said staff spends most of the day on the internet and phone. “We are always looking for information about industry trends, companies that are growing or changing and movers and shakers in the market,” she said. Still, Shepard, director of packaging, material handling and food processing, said there “nothing is





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February 2019


Cover Story better” than having human interaction. “Above and beyond emailing and phone calling, we feel in-person meetings, whether at trade shows or client visits, is the most effective way to truly get to know the people we work with,” she wrote. “To this end, the internet is a fantastic tool but it is only one tool in a large toolbox.”

The demands for speed are one of the challenges of this online environment, however. “Immediate is no longer fast enough,” said Brink, who said clients and customers want their material handling partners to be proactive “not only for the needs of today but also future needs.”

Sterrett, at US Integrated Battery Systems, a manufacturer of “advanced intelligent energy storage products,” according to its website, agreed. After an initial view or request for information, the next steps are very important, he said, adding that sometimes those steps include face-to-face or phone-to-phone consultations. Staff still need to know logistics, shipping costs, and other pertinent information, he said.

Retail giant Amazon has been a driving factor in this shift, causing a shakeup in the way online business is conducted across industries, including material handling businesses, Brink said. “When you place an order, (Amazon) immediately confirms it is being processed, and then send an email communicating every step of the shipping. Then, as if by magic, Alexa alerts you that it has arrived within minutes of it being placed on your front step,” she said. “In addition, people are used to Amazon anticipating their needs with recommendations for products and automatic reorders.” This system has reset expectations, and Brink said buyers will now pay 25 percent more for a better experience. “But to create that experience we need to understand our customers better,” she said.

But customer expectations, particularly online, have increased, said Lisa Brink, marketing director for Riekes Equipment, in an email. “They expect that we will not only know them, but that we personalize their experience,” she said, noting that expectations for an increasingly social experience online have also risen. “Customers want more communication and to see reviews and recommendations. With the use of apps like Facebook and Yelp customers can easily socialize buying decisions and they expect to get quick responses directly from customer service when an issue arises,” Brink said. Niemeyer agreed. “The Internet has also expanded the ways in which we offer support to customers,” he said, noting the company provides live customer support via a contact center, while an online support provides 24-hour a day, 7-day a week support, year round. He added that being “highly responsive is ultimately the king” in the internet-driven business world. The goal at Riekes, which is “a premier provider of material handling solutions and authorized Yale forklift dealer” according to its website, is to be “100 percent customer centric” and to create a seamless experience interacting with the company, according to Brink. “The last statistic I saw was that there is $62 billion lost each year because of poor customer service,” said Brink, who noted that the “2020 Walker Report” predicts that by 2020, customer experience will overtake price and product as “the key brand differentiator.” “We need to be ready for that,” she said. 8

February 2019

Leveraging data Sterrett said the Internet has proven “a very powerful tool” for marketing” and in using the cloud services. “All of your sales people can access the database. It’s just amazing how simplistic it is,” said Sterrett, who noted the cloud provides a means for the company to be connected despite geographic distance. This is key for companies like US Integrated Battery Systems, which has OEM partners nationwide. A company rep “can be in California and look at the cloud-based system and know everything,” he said, adding that the company now also produces a digital magazine. Sterrett added that the rise of the internet has made the gathering of data essential, requiring companies to track, document and analyze data in order to stay competitive. “It is important for marketing people to know not only who’s coming to your site, but what the hottest pages are,” he said, adding that data processing allows a company to also know what questions customers are asking. Using data optimally means taking that knowledge and, circling back to the importance of communications, implementing it in interactions with customers, Brink said. She described it as “proactively communicating.” “We need to use our customer data

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February 2019


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February 2019

Cover Story to anticipate their needs and questions before they even know them,” she said. “We have been successful with this by leveraging online chat on our websites and implementing a digital campaign so we are connecting with customers early in their discovery process,” Brink said. Education Some companies are leveraging the internet in an educational sense. TEKLYNX provides customer training via webinars and life software demonstrations to existing and prospective customers.  “We look at webinars from a real true professional perspective,” said Niemeyer, who with his own background in sales and marketing found the addition of such educational tools a natural fit.  The company has worked diligently to streamline its webinar experience; carefully planning how to incorporate material and going through dry runs to perfect each step. Niemeyer said the company has people he refers to as “talent” who make such initiatives successful, which he said was a necessary step in producing online material. “The webinars, from when I started in 2010, went from maybe 15 people to now when we’ll have webinars of 250 to 300 people,” he said, noting that such large audiences require presenters who are professional and comfortable in teaching virtually. TEKLYNX conducts five to ten enterprise software demos per week, receives daily demo requests for label design software, and produces between 15 and 20 downloadable content pieces including info graphics and e-books per year.  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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February 2019


Aftermarket Dave Baiocchi

Four Measurable Objectives A few weeks of the new year are already behind us. For many dealerships across the country, January marks more than the start of the calendar year. It can also signify the beginning of the fiscal year. Forecasts from last fall now show up as targets on our financial statement. All of the new initiatives, programs and best laid plans we devised to meet those goals should now be in the implementation stage. As exciting as it is to have new goals in place, sometimes the real challenge is in finding meaningful assessment tools to keep us accountable not only to the results, but also to the processes we use to achieve these goals. I used to have a manager that lived by the mantra: “I don’t care HOW you get there…. just GET there!” I always considered that dangerous territory. Guiding principles are important, because they give you the proper platform for meaningful long term and sustainable performance.

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February 2019

In many organizations, the guiding principles are even MORE important than the periodic goals. In February of 1905, a Chicago attorney named Paul Harris started a civic organization that over the ensuing 114 years would link groups of business leaders, and challenge them to make positive, lasting and significant changes not only in this country, but around the world. Rotary International was a key element in the fight to eliminate polio. They routinely raise funds to provide clean water, support education, and grow local economies in order to make them self-sufficient. All of the good that Rotary International does around the world could have never been accomplished without a set of guiding principles. Early Rotarians were well aware that without a code of ethics, their hard work could fall victim to individual agendas, political infighting, greed, and corruption. In 1932 Rotarian Herbert J. Taylor created what would come to be known as the 4-Way test. All Rotarians would embrace and apply this code to not only the goals of Rotary, but also to their business conduct and interpersonal relationships. The Rotary 4-Way Test 1. Is it the TRUTH? 2. Is it FAIR to all concerned? 3. W  ill it build GOODWILL and BETTER FRIENDSHIPS? 4. Will it be BENEFICIAL to all concerned? One look at the success and longevity of Rotary International will tell you that these guiding principles actually work. This code of ethics is applicable across the entire spectrum of our society. It is non-partisan, non-sectarian, and engenders equality. The 4-Way test works well for a civic organization like Rotary. My point in discussing the 4-Way Test is to demonstrate the power of a “code of conduct”. Our goal should be to create our OWN unique code of conduct to govern our corporate behaviors that will help us achieve our goals.

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Aftermarket In my search for a similar list of principals that could be applied to a dealer organization, a colleague recently shared what he instituted in his own company to govern his processes. I have found these four objectives to be easily measurable, and completely applicable to our business model, and I highly recommend them. These are the four measurable objectives: Objective One - Customer Service The final verdict of our success lies in the purview of the customer. Sadly, the pursuit of profitability can many times be undertaken at the EXPENSE of the customer. Rarely do we purposely consider if our practices are customer-centric. Customer service is not easily defined, but if you pay attention, it’s easy to spot when customers start to feel that you don’t have THEIR best interest as YOUR primary goal. Every customer-contact process you have, should be regularly assessed for personal engagement, appropriate tone, consistent messaging, and customer satisfaction. If your process does not PROMOTE customer service, it needs to be altered, or replaced. This may require you to adjust your goals, and that’s OK. I would rather be less aggressive on goal setting and actually KEEP the customer. Objective Two - Understanding No matter what business you are in, everyone seems to say the same thing. “We need better communication”! I hear this everywhere. In investigating the root cause of poor communication, I am convinced that the problem is not a LACK of actual communication. Look at the devices we carry! We have more access to communication now then we have ever had in the history of mankind. Remember the pre-internet, pre-cellphone days? I remember carrying a pager on my belt and having to find a pay phone if I wanted to communicate. Now I have voice mail, email, texts, photos and social media. All of which is available for SIRI to stream directly into my ear via Bluetooth. My observations lead me to conclude that the problem has nothing to do with communication. The problem is actually a lack of UNDERSTANDING. Understanding is the goal of communication, but with the overload of messaging and the pace of business, understanding actually gets lost in the noise. 14

February 2019

In my Industry Onboarding webinars, I spend some time discussing this topic. I encourage new hires to practice “active listening”, as a tool to increase understanding. If you are unfamiliar with active listening, it is a method that uses a “listen – then confirm” process. It uses the catch-phrase: “So, what I hear you saying is….” Using this technique, especially when customer expectations are involved, insures that things are not only communicated, but readily understood. Active listening should have 3 goals. •T  hat both parties understand the data of the message •T  hat both parties understand the urgency of the message •T  hat both parties understand their role in any activity connected with the message. If everyone in your organization used this method when communicating, customers would seldom if ever feel neglected. Objective Three – Efficiency In our business, efficiency can be assessed in multiple ways. Here are the questions that I like to ask. “How many people have to touch the process to get it completed?” This is pretty simple, but remember that cutting participants out of the process could affect our prior objectives regarding communication and customer service, so be careful. Look at things like invoice processing, dispatch functionality, generating service proposals, and processing time cards. All of these functions may in fact have too many people involved in their completion. Remember…the fewer the links in the chain…the stronger it is. “How many necessary steps does it take to complete the task, and does any redundancy in the process exist because we don’t trust people to do their job?” These two questions are normally connected. We tend to feel more confident if we have multiple people, and redundant steps so that we catch errors within the process. I have a better idea. Design an efficient model, and hold employees accountable for the errors they make. When employees understand the importance of their role, and the effect that errors have

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February 2019


Aftermarket on the team, they generally can be called up to higher levels of commitment. Employees should live up to their commitments. I like what legendary NBA coach Pat Riley said about this. “There are only two options regarding commitment. You’re either in or you’re out. There is no such thing as life in-between”. Objective Four – Own the result. I think Pat Riley would also agree that a team either achieves the goal, or they don’t. When we start carving out exceptions to make excuses why we didn’t meet our objectives we fail to do one important thing. Own it. You cannot improve a process if you don’t take responsibility for what it is and how things turned out. I’ve seen this actually happen both ways. Sometimes a leader, in a misguided attempt to keep the team focused, will discount the team’s success so that the team won’t “relax”, and will keep pushing toward better results.

doing those things when you refuse to recognize their accomplishments. Enough said. I encourage all of you to do a process review, and look at aligning your practices with these four measurable objectives. Doing so adds structure and accountability to your operations, and sets the stage for ongoing and sustainable success. Dave Baiocchi is the president of Resonant Dealer Services LLC. He has spent 37 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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February 2019


Bottom Line Garry Bartecki

Plan the work for 2019 and… You know the next line which is THEN WORK THE PLAN. It is a proven fact. If you follow the plan you set for yourself, you have a better than average chance of reaching them. Sounds reasonable, does it not? It is reasonable if you focus on the proper plan and have the resources, which include systems, processes and personnel to execute the plan. I guess you would start the planning process assessing your markets, cost of products, cost of personnel as well as the needs of current and potential customers. And you can throw in the expected economy you will be working in, taking into account the trade wars as well as the cost of financing. Next, I would consider two or three scenarios changing the variables around depending what you feel the market will be like in 2019. Each scenario could require minor or major changes to each of your major revenue silos, forcing management to select which areas to focus on to manage profits and cash flow. In short, you will be required to examine every part of your business with a goal of prioritizing each revenue stream to maximize profits and cash flow to meet the goals for the scenario under examination. The data you needed to complete your analysis can be found in various industry journals, at conventions, OEM meetings and discussions with other leaders in your industry. A perfect example of this are the 20 groups many lift truck dealers attend with 10-15 of their peers, where they can discuss what each expects for 2019 and why. But once all the data is in and documented YOUR MANAGEMENT TEAM has to make the final call for 2019 on which scenario to plan for. In the past we have discussed the benefit of an outside Board to assist with these decisions. Getting input from CEO’s working in other or similar industries can offer additional perspectives to the discussion. If your Board members manage successful companies it pays to listen to what they have to say about your plan for 2019.


February 2019

Now we get to the important part. It is fun to sit around and kick ideas around, but somehow that does not mean the results are guaranteed. Unless you document your plan and options therein, and also assign execution to individual management team members with regular meetings to see how the process in flowing, you may wind up at the end of the year just where you started. And let’s not forget that ACCOUNTABILITY is a core part of this plan and process. Accountability to: • Implement the written plan • Document new systems and procedures. • Educate employees about the new plan of attack •U  pdate job descriptions along with accountability profiles • Update technology as necessary. • Outline methods to measure performance • Change the plan as necessary throughout the year. Each revenue silo will go through this process. New and used sales, short and long-term rentals, parts, service, all other. Each having a different role depending on what scenario you selected for the year. Many companies find that isolating your management team for a day or two is the best way to get agreement on a plan of attack, decide on the goals for each revenue silo and finally get the plan documented. Invite the management team, employees with expertise in areas under discussion, trusted advisors and outsiders with skills not available internally. Not only is management trying to pick a direction to work in for the coming year but also looking for ways to innovate new ways of doing business because all managers know that business as we know it is changing on a daily basis. For example, think about this example as an area of concern for the future. I pick up one of the financial newsletters I read, and the headline is “FOLLOW AMAZON INTO A NEW RETAIL BOOM FOR TRIPLE DIGIT GAINS. The report is from Jeff



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February 2019


Sell More with TOOLS!

Bottom Line Yastine’s Total Wealth Advisor, which I consider to be an above average financial publication, with the main point for the current issue being that e-commence is driving the need for more and bigger warehouses. Getting further into the issue to find out who I should be “following for triple digit gains” and lo and behold it is none other than Hyster-Yale Material Handling (HY) because of their focus on delivering all the tools that warehouse operators need to make them as efficient as possible. They will do this by disrupting the industry by 1. Switching to fuel cells and getting out of the battery business and 2. developing dual mode lift trucks that can be operated with or without a driver. Both programs are sure to reduce warehouse operating costs with short cost recovery periods, thus driving HY profits to new highs. Can you imagine what took place in these planning meetings? Must have been interesting since they were discussing the disruption of their own business and diverting capital to do it. But when you stop and think about it using batteries is costly and space consuming, and if you could eliminate most of the costs and use the space for profit producing units they may be on to something. And with the new warehouse systems being installed the use of driverless lift trucks will fit right in. Time will tell.

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So just from reading the HY article I would have to stop and think about the future use of batteries, as well as how to keep the large warehouse customers you currently service. That should take you a day or two to plan around. There are obviously many, many issues and programs to discuss in terms both growing your profits and cash flow (notice I didn’t mention sales) which if you don’t consider could leave your company in a bind. Get your 2019 plan in place pronto. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail to contact Garry.



February 2019

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February 2019


Human Element Eric Baker, Caliper Corporation

Why are my new hires underperforming? Potential does not guarantee performance. How many times have we seen it in sports? A top draft pick who never pans out. The offspring or sibling of an athletic superstar who displays the same physical gifts but somehow bombs out. Sports drafting is not a perfect analog to staffing, but it suffices to make a point: You can’t assume that an applicant who displays high potential will automatically turn in a top performance on the job. Just as some sports team managers may have unrealistic expectations that an athlete’s pedigree alone will lead to success, some hiring managers might think, “I screened my applicants thoroughly and chose the one whose strengths and performance drivers best align with the job. My work is done.” Don’t misunderstand the message: Hiring based on intrinsic potential is and always will be a critical part of making a successful hire. But that’s not the end of making a successful hire, it’s just the beginning. Real success comes from employee engagement, and onboarding is the engine that drives engagement. By being engaged, we mean that people are performing work that aligns with their strengths and motivators, that they feel empowered, and that their work feels meaningful. If you’re willing to consider that onboarding is the path from good hire to good team member, ask yourself these important questions about your onboarding process:

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February 2019

Do you and your applicant/new hire have the same understanding of the role? Ideally, you are keeping your job descriptions up to date and reflective of what applicants can expect once in position. In your final interviews, avoid sugar coating the job and underselling the responsibilities you would personally find unappealing. For example, if you’re a people person who finds detail work to be a necessary evil, but you’re filling a role that calls for extended task focus and a willingness to work with minimal interaction, don’t try to downplay the aspects of the position that you might find dull. Realistic expectations and a clear understanding from the outset (i.e., honesty) will set the stage for new-hire engagement. If you are doing the right thing and looking at applicants based on intrinsic motivations and performance drivers, you would have screened out everyone who lacks patience with repetition and details. Once you’ve found the right person, make sure he or she understands how his or her responsibilities fit into the overall strategy and why those activities are important and valued. It should go without saying that the person who understands the role best should be the one making the hiring decision. This is not something to delegate to an HR assistant. Are you training and integrating new hires based on their intrinsic strengths and limitations? People don’t all learn the same way or respond the same way to on-the-job stimuli. Some are more comfortable adapting to new systems and processes. Some are more comfortable speaking up when they don’t understand something. Some respond better to self-paced training while others value hands-on demonstration. Since you are aware of the new hire’s strengths and motivators (again, ideally), you should be able to customize the training effort accordingly. The ultimate goal is to maximize potential, and a recent hire who feels empowered and effective will also feel engaged. Engagement unlocks potential.

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Human Element Do you have a mentor program? A mentor program offers multiple benefits. One, it helps the new hire become integrated into the culture of the company. It’s not easy to embrace the social norms in a new work environment, like when moving from a hierarchical culture to a more collegial one, for example. Even reserved people who prefer limited interaction don’t want to be seen as outcasts. A mentor can “show the ropes” to accelerate integration. The mentor also benefits from feeling valued and trusted by the organization, and both mentor and new hire gain a sense that the company is invested in them as individuals. Which, of course, further drives engagement. It also takes some of the development burden off of you. Because, let’s be honest, you’re reading this post and thinking, “When am I going to have time for all these onboarding activities?” Are you setting worthwhile and realistic goals?

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It’s up to you, whether you’re a hiring manager or an HR professional invested in the onboarding process, to take an active approach to new-hire development. Consider these important components to goal setting: 1) G  oals should be relevant to the job, and the recent hire must be afforded the opportunity to achieve them. That is, provide the time, tools, and resources to achieve the goals, just as you provide a workstation, a computer, and a business objective. 2) G  oals should come with deadlines and clear measures of success. Falling short of goals should be viewed not as a failure but as a developmental opportunity. People who are made to feel like disappointments tend to become disengaged from their work. Remember that when coaching, just as when selecting and training, each employee has his or her own strengths, motivations, and inhibitors. Some respond to a blunt challenge, while others might prefer a supportive, “we can do this together” type of message. The “corporate ladder” may be somewhat mythological at many companies, since more and more organizations are flattening their structures, and, realistically, most people are better as individual contributors than as leaders. But the learning and skillacquisition ladder is as real—and engaging—as you make it. 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 them at 609-524-1200. Email to contact Caliper.

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There’s a reason managers and staff members roll their eyes at some of the recommendations in articles like this one. It’s because employee-development programs that start out with good intentions often become rote or are executed mindlessly and, in the end, fail to benefit the employee or the manager.

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February 2019


Sales Trends Jeffrey Gitomer

How many of you ever had a course in listening skills? "How to listen" lessons were never offered as part of any formal education. It's amazing... the skills we need the most are never taught in school. We watch Netflix, listen to podcasts, and put our favorite songs on shuffle. We can quote the episode the next day, or sing the songs word for word. But if your spouse or child says something, you say, "What?" or "I didn't hear you." How often do you ask someone to repeat what they said? How often do you hear, "You weren't listening to a word I said." The two biggest impediments to listening are: • I often have an opinion (of you or what you're going to say) before I begin listening. • I often have made up my mind before I begin listening, or before I hear the full story.

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The two important rules of effective listening must be observed in this order or you will not be an effective listener: • Listen with the intent to understand. • Listen with the intent to respond. • Think about the way you listen. •A  re you listening with one ear or two? (Half– listening means doing something while someone else is talking.) •A  re you doing something else when someone is speaking? •D  o you have your mind on something else when someone is speaking? •D  o you fake listening so you can get in your comments? •A  re you waiting for a pause to get in your response? •A  t some point you stop listening. When does that occur? • After you have formulated your response. • After you have been turned off by the speaker.

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Sales Trends Here are 14 guidelines to observe that will maximize your listening skills, increase your productivity, reduce errors, gain customer satisfaction and help you make more sales:

10. D  igest what is said (and not said) before engaging your mouth.

1. Don't interrupt. (But...but...but)

11. A  sk questions to be sure you understood what was said or meant.

2. A  sk questions. Then be quiet. Concentrate on really listening.

12. A  sk questions to be sure the speaker said all he/ she wanted to say.

3. P  rejudice will distort what you hear. Listen without prejudging.

13. Demonstrate you are listening by taking action.

4. U  se eye contact and listening noises (um, gee, I see, oh) to show the other person you're listening. 5. D  on't jump to the answer before you hear the ENTIRE situation. 6. Listen for purpose, details, and conclusions. 7. A  ctive listening involves interpreting. Interpret quietly. 8. L  isten to what is not said. Implied is often more important than spoken.


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What causes people not to listen? • S ometimes people are afraid to hear what is about to be said so they block it out. Don't be afraid to listen. • S ometimes you take the other person for granted – spouse, parent, child. • S ometimes you're mentally pre–occupied with other things. • S ometimes the person grates on you, so you don't listen. • Sometimes you have other things on your mind.

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February 2019

• S ometimes you know the person speaking, and have prejudged them. • S ometimes you don't respect the other person and block the listening process. • S ometimes you think you already know what is about to be said. • S ometimes you think you know it all... or is that all the time? There are many secrets to becoming a good listener, but the one that simplifies them all is: Just Shut–up! 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

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Nuts & Bolts

Acquisitions, expansions & other business news

Heli Americas and Sunshine Enterprises CEO’s among victims of Atlanta plane crash Heli Americas CEO Bruce Pelynio and Controller Danielle Mitchell were among the four who died in a plane crash on December 20th in northwest Atlanta, GA. The other two victims of this crash were Memphis businessman Wei Chen, founder and CEO of Sunshine Enterprise Inc. and his COO John Chen. All victims were affiliated with the Sunshine Enterprise. The Cessna Citation 560 plane registered to Chen Aircrafts LLC.  The National Transportation Safety Board (NTSB) is in charge of the investigation and said that the twinengine plane departed Atlanta at 12:10 p.m. EST, en route to Millington-Memphis Airport. Sunshine is a wholesaler and distributor of Chinese construction and industrial equipment in the U.S. and other countries.

MHS Lift surprises entire staff with bonuses In good times it is easy to forget how important your staff is to your success. At MHS Lift they not only realize how important their workforce is but they do everything they can to pay it forward. Due to the success of the company and reduction in their taxes this year due to the recent tax reform passed, MHS Lift’s owners Brett and Andrew Levin decided to give a surprise bonus to their entire staff. Brett Levin states, “As entrepreneurs, we are responsible for more than just running a business but for making that business successful because everyone’s livelihood is connected to it. The business keeps a roof over all our heads and food on all our tables and we don’t do it by ourselves. We depend on our staff and they depend on us. It is the only way we can show how appreciative and honored we are to work with such amazing people.”


February 2019

Landmark Equipment now under new management Landmark Equipment, a Pettibone dealer based in Portland, Oregon, has announced a change in ownership. Serving material handling customers in Oregon, Idaho, Montana, Wyoming and northern California, Landmark Equipment has sold and serviced the Pettibone Cary-Lift product line for more than 30 years, and now also carries Pettibone Extendo and Traverse telehandlers. The dealership was originally established in 1984 under the name Parts Company Northwest by Earl Rund and his partners, becoming Landmark Equipment in 1993. The sole owner since 2006, Rund is retiring and has sold Landmark Equipment to long-term employees John Gunderson (29 years at Landmark as a field technician and shop foreman) and Rick Nivens (25 years as shop foreman and service manager).

MHI's Young Professionals Network is calling for 2019 Award Nominations MHI’s Young Professionals Network (YPN) announces a call for nominations for two awards to be presented at ProMat 2019, the Outstanding Young Professionals Award and the Mentor Award. Deadline to enter is Monday, February 11, 2019. Outstanding Young Professional Award  The Outstanding Young Professional Award will be awarded to an MHI member under the age of 40 based on professional accomplishments and affiliations, demonstrated effective leadership skills, contributions to their company, and innovation at work or in the industry.  Mentor Award  The Mentor Award will be awarded to an MHI member demonstrating a history of offering professional guidance, being a positive/inspiring role model, instilling and nurturing talent, advocating for employees and supporting professional development, and illustrating a commitment to the company and its people.

Nuts & Bolts

Acquisitions, expansions & other business news

JW Winco opens new branch in Mexico

ARA forecasts rental revenues to W Winco, Inc., a supplier surpass $71 billion in 2022

of standard industrial machine components, announced it has opened a new branch in Mexico at Parque industrial Makro. The new branch in Mexico, which has more than 1,200 square feet of office space and over 10,000 square feet of warehouse space, is newly built and features a modern design. “We will be stocking over 4,000 parts initially to improve our service to our customers in Mexico.” said Carls Cantu, the office’s general manager. “The building features great logistics that will enable us to provide quick delivery to our customers throughout Mexico. The branch will provide our clients with local support and technical training and, of course we will continuously add new products to fulfill our client’s needs when it comes to a wide selection of metal and plastic standard machine components.”

Toyota Forklifts rolls out Hydrogen Charged Forklift outside Japan Toyota Material Handling Australia (TMHA) has put the first Toyota hydrogen fuel cell-powered forklifts outside of Japan into action during trials at Toyota Motor Corporation Australia's parts center located at its former manufacturing plant at Altona, Victoria. The zero co2-emission Toyota hydrogen fuel cell (FC) forklift demonstration is an extension of Toyota's simultaneous trial for its Mirai fuel cell electric vehicle (FCEV), which share the same hydrogen-powered technology. Toyota hydrogen FC vehicles take pressurized hydrogen which is fed into a fuel cell stack, where it is combined with oxygen to create a chemical reaction that produces electricity to drive various motors depending on demand for motive power or hydraulic power for steering, braking or lifting loads. Toyota hydrogen fuel cell (FC) forklifts will be especially suitable for logistic and warehouse operations given they can be conveniently refueled in just a few minutes, offering obvious productivity efficiencies.

The American Rental Association (ARA) fiveyear forecast updated in late October now forecasts equipment and event rental revenues in North America to exceed $71.7 billion in 2022, including $65.4 billion in the United States and $6.3 billion in Canada. The latest quarterly forecast again projects greater revenue gains than the previous forecast released in late May for each year from 2018 through 2022. In the U.S., equipment rental revenue is expected to finish 2018 at $53.04 billion, up 7.6 percent over 2017. Revenue is forecast to grow another 5.5 percent in 2019, 5.9 percent in 2020, 5.1 percent in 2021 and 4.7 percent in 2022.

Balyo renews contract with Hyster-Yale Group BALYO, a technological provider in the design and development of innovative robotic solutions for material handling trucks, has announced it has signed a 10-year partnership agreement with the US lift truck manufacturer, HYSTER-YALE GROUP, ending the contract signed in October 2015. Fabien Bardinet, Chairman and Chief Executive Officer, stated: “Following three years of productive collaboration, we are very pleased that our partnership with the American group HYSTER-YALE GROUP will continue over the long term, demonstrating the added value of our solutions. Through this global strategic partnership, our two companies will pursue their common objective of manufacturing, marketing and selling material handling robots based on the HYSTER-YALE GROUP’s standard trucks in North and South America, as well as Europe.”

February 2019


Shifting Gears

Industry personnel and organization news

Bill Bastian Sr. retires after 63 years in the Industry

PTDA honors Ellen Holladay with Wendy B. McDonald Award

After a long, successful and notable career, Bill Bastian Sr., former owner and board member of Bastian Solutions, announced his retirement from the company at the age of 88. His final day with Bastian Solutions was December 31, 2018. Mr. Bastian joined the material handling industry in 1955 after spending four years in the Coast Guard and serving aboard the USS Cosco. Upon completion of his service, he returned to Indiana to finish a final year at Depauw University before joining what was then called the Stark Company owned by his father-in-law, Elgan Stark. As part of a four-person team, Mr. Bastian supported many roles at the Stark Company including accounting and sales. In 1958, he took over operations of the Stark Company before officially purchasing the business in 1962. During that time, the company began to expand its material handling product offerings to include conveyor, racking systems and ergonomic lifts. Mr. Bastian sold the company to his son, Bill Bastian II, in 1992 and has since continued an active role, mentoring new employees and managing several key accounts for the company. In recent years, Bastian Solutions has focused its efforts on research and development, expanding its Exacta software and ZiPline Conveyor brands as well as adding new products such as mobile robotics, autonomous vehicles, internet of things asset trackers and composite pallets. In 2017, the company was acquired by Toyota Advanced Logistics and celebrated a record year of revenues at more than $233 million USD.

Motion Industries, Inc. is pleased to announce that Ellen Holladay, Senior Vice President and Chief Information Officer, was named recipient of the 2018 PTDA Foundation’s Wendy B. McDonald Award. “To encourage more women to enter the power transmission/ motion control distribution industry, the Wendy B. McDonald Award celebrates the women who not only excel at what they do but also bring innovation to their companies and the industry. We are thrilled to recognize Ms. Holladay’s work as a trailblazing woman in this male-dominated field,” noted Ann Arnott, Executive Director, PTDA Foundation. Each year, the PTDA Foundation recognizes a woman who has established herself as an integral contributor to her company’s success and someone who has brought positive change to the power transmission/motion control industry.



February 2019

Motion Industries names new president Motion Industries, Inc., a wholly owned subsidiary of Genuine Parts Company, has announced the promotion of Randall (Randy) P. Breaux to president on December 12, 2018. Mr. Breaux was most recently Executive Vice President of Marketing, Distribution, and Purchasing for Motion Industries, and has nearly four decades of experience in the industrial manufacturing and distribution markets. At Motion Industries, he has played a key role in setting corporate direction, strategic acquisitions, growing supplier relationships, advancing marketing activities and most recently overseeing corporate operations. He joined Motion Industries in May 2011 following 21 years with ABB/Baldor Electric Company.

Shifting Gears

Industry personnel and organization news

Wisconsin Lift Truck opens new Service Center

Umpleby adds title at CAT effective immediately

Wisconsin Lift Truck has opened a new Service Center in West Salem, WI. The new Service Center offers local La Crosse area businesses a wide variety of material handling products and solutions, including forklifts, aerial lifts, pallet racking, a robust parts department, a full rental fleet and much more. The facility will offer around-the-clock service to local industry, servicing very large, high-capacity forklifts, standard sized forklifts, aerial lifts, sweeper/scrubbers and more. There is also a team of experienced technicians dedicated to reconditioning and repairing rail car movers. Our new high-tech service bays allow companies who own railcar movers to have their machines serviced or rebuilt locally, rather than needing to send them out of state.

Jim Umpleby, Caterpillar CEO, has been elected to the additional position of Chairman of the Board, effective immediately. The Board of Directors of Caterpillar Inc. elected Jim Umpleby, the company’s Chief Executive Officer, to the additional position of Chairman of the Board. Umpleby has been a member of the Board and Chief Executive Officer since January 1, 2017. Dave Calhoun, who has served as non-executive Chairman since April 1, 2017, will remain on the Board as Presiding Director. Both moves are effective immediately.

Mitchell elevated to CEO at All Star Rents All Star Rents, a familyowned equipment rental company based in Fairfield, Calif., with 13 locations in Northern California and Nevada, has announced Kathryn deVries Mitchell as its new CEO. Mitchell, who has served as chief financial officer since 2008, is a third-generation rental owner of the company. Mitchell brings the irreplaceable knowledge derived from many years of real-life education from her family. Mitchell’s family imparted the significance of watching the key metrics for their business to keep it profitable, as well as the importance of community and being local, two concepts Mitchell has embraced in her position as CFO.

Voie named NASTC’s 2018 Transportation Person of the Year The National Association of Small Trucking Companies (NASTC) named Ellen Voie, President and CEO of Women In Trucking Association (WIT) as the 2018 Transportation Person of the Year. The announcement was recently made at the NASTC annual conference in Nashville, TN. Voie created WIT in 2007 and has been a spokesperson for gender diversity in the trucking industry ever since. The association was formed to promote the employment of women in the trucking industry, remove obstacles that might keep them from succeeding, and to celebrate the successes of its members.

February 2019



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February 2019


THIS IS THE NEW NORMAL Proven Solutions That Work! The NEW NORMAL Trucks Are On The Road Now!




Provide safe, secure, material handling solutions • • • •

One truck that does it all! Various masts up to 360” Operates in 4 1/2 ft. Vna aisle Long load handling

Thomas Lift Truck

3-Wheel SLT 22/30 up to SL120 Late models in stock 19842009 Reconditioned Includes Warranty

Combilift 4-Directional Sideloader C5,000 to C17,3000 C6,000GT

FL40EX & FL60EX Explosion Proof Ex Rated Limit your exposure to potential hazards. ANSI/UL583 Label

For more information on Drexel Swingmast, EX Rated Trucks & the Combilift Please contact John Gowland at 1-800-651-5850 or e-mail


February 2019

New Products

See more new products online at

Pettibone debuts 12,000-lb. telehandler

Consumer goods company implements Dematic AGV System

Expanding its X-Series product lineup, Pettibone will debut its new 12,000-lb.-capacity telehandlers at booth #C5685 during World of Concrete, January 22-25, 2019, in Las Vegas. The introduction will include two Traverse telehandlers and two Extendo models. Each unit is powered by a 117-hp Cummins diesel engine and offers a maximum lift capacity of 12,000 lb., along with increased reach capabilities to meet the demands of today’s construction and masonry job sites. The Traverse telehandlers feature an extendable, traversing boom that moves loads by traveling horizontally. Up to 70 in. of horizontal boom transfer allows contractors to land loads very near the specified lift height, and without having to coordinate multiple boom functions.

Dematic just announced the operational launch of an Automated Guided Vehicle System (AGVS) for a major consumer goods company. The newly installed system operates in a production environment and automates intra-plant pallet movement. The Dematic AGV system reduces cycle times, maximizes operational flexibility and minimizes operating costs. A fleet of 10 automatic guided vehicles transport pallet loads of raw materials to storage or directly to production. Pallet movement from storage to production is also accomplished with the new AGVS. The system employs an “opportunity” battery charging system so the AGVs can operate continuously without human intervention, on a 24 hour/7 days/ week schedule.

Vuzix M300 Smart Glasses improves workflows Vuzix M300 Smart Glasses provide a handsfree platform for access to digital information and collaborative tools. Now you can improve existing workflows and open new opportunities in industrial, medical, retail, supply chain, remote help desk, and other aspects of your business. The new M300 design is based on a common core platform using the Intel Atom processor, which drives both our new M300 and M3000 devices.


February 2019


New Products

See more new products online at

KOOI®-Telegrease lets KOOI® products run smoothly Meijer Handling Solutions introduces special designed Telegrease to be used on KOOI® products. This lubricant is ideal for products which are exposed to extreme load capacity and harsh environments. It provides optimal resistance as well as extra protection against wear and moisture displacement properties to help prevent corrosion.

Caster Concepts’ Drive Caster™ fuels manufacturing success When it comes to moving heavy loads, Caster Concepts’ Drive Caster™ fuels manufacturing success. The Drive Caster™, the first-ever industrial motorized caster, integrates an electric motor with an industrial caster to create a single unit that can be added to carts, racks, or anything that rolls on casters. Employees can effortlessly move thousands of pounds of equipment with little to no exertion required.


February 2019

Optronics introduces unique corner-mount interior LED lamp Optronics International, a manufacturer and supplier of heavy-duty LED vehicle lighting, has introduced its new ILL38CMB Corner-Mount Interior LED Lamp. The modular, low-profile lamp can be installed in virtually any trailer as original equipment or as an aftermarket upgrade. Optronics’ new ILL38CMB Corner-Mount Interior LED Lamp relocates a vehicle’s critical interior lighting sources away from the hightraffic central core of a vehicle, where they are vulnerable to potential harm, and reorients them to the corners of a vehicle’s ceiling. A corner location keeps the lights away from potential threats, while providing opposing beam directions that reduce shadows and dark areas, enhancing overall interior illumination quality.




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


• Pallet Truck Modifications • Turret Mast Attachment • Mechanical Attachments • Special Design Request and Much Much More...

▶ CONTAINER OPTIONS ▶ Container Storage • • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962)

▶ Forks 119 Sizes

Specials Available Chicago & CA Stock

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


Corrugated Steel Rack Deck Punch Deck ® • Solid Deck Economical • Strong • Easy Install • Fast Delivery Painted • Galvanized • Stainless Steel



800-909-4937 ▶ BATTERY / CHARGERS Contact

Celebrating over a decade as the global leader in New, Used and ReConditioned Industrial Battery Technology and Accessories.

February 2019


▶ Pallet Truck Parts


Reman Engines/Gas, LP & CNG

800-447-3967 |

Fo r kl i f t En g i n ePa r t s .c om Highest Quality Engine Kits, Cylinder Heads and Parts from the Industrial Engine Specialists since 1971 K21 Nissan

H20-II Nissan

F2 Mazda

4G63 Mitsu

K25 Nissan

H20 Nissan

FE Mazda

4G64 Mitsu

and Many other parts & kits available

▶ Manufacturer/Suppliers



▶ LIFT TABLES ▶ Manufacturer/Suppliers and Transmissions

Reman Engines, Transmissions, Drive Units, Steer Axles & Differentials

800-447-3967 | ▶P  ALLET JACKS ▶ Pallet Trucks

▶ Steer Axle Assembly EZ-Lift Quality Scales and Scissorlifts too Chicago & CA Stock

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

▶ Pallet Jacks

Steer Axles

800-447-3967 |

▶ Tires/Wheels





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

Website: • E-mail:

▶ Emission Analyzers Visit our website to learn more about reducing carbon monoxide (CO), saving fuel and operating equipment at peak performance.

...The Exhaust Experts Phone: 847-487-2780 •


February 2019



800 Trucks In Stock

All Makes and Models Chicago and California Stock


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

Toyota Forklifts

Over 1,000 in Stock

Wholesale Packages Available

Bell Fork Lift, Inc.

34660 Centaur, Clinton Township, MI 48315 586-415-5200 .

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962)






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


Website: • E-mail:

▶ New • • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962)

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

800-447-3967 |







February 2019


NEW & USED Forklifts | Coil Tractors | Railcar Movers Yard Tractors | Container Handlers & More

Do more for your forklift fleet. • Speed Limiters

• Zone Speed Control • Shift Inhibitors

• Ignition Interlocks

• Plug & Play Installation • TEX™ Telematics with Access Control / Impact Sensing

MADE IN THE USA To see a complete list of our inventory, visit our new online showroom at

WWW.HKEQUIPMENT.COM 800.708.9765 | 412.490.5311


Advertiser’s Index 3D STORAGE SYSTEMS LIMITED. . . . . . . . . . . . . 21

HADER INDUSTRIES INC. . . . . . . . . . . . . . . . . . . 27

SAFETY SYSTEMS & CONTROLS INC.. . . . . . . . . . 44


HESS AUCTIONEERS. . . . . . . . . . . . . . . . . . . . . . 22

SHOPPA'S MATERIAL HANDLING. . . . . . . . . . . . 45

ARCON EQUIPMENT, INC. . . . . . . . . . . . . . . . . . 28

JH THOMAS INDUSTRIES LTD. . . . . . . . . . . . . . . 38

COMBILIFT LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 29

JOSEPH INDUSTRIES, INC.. . . . . . . . . . . . . . . . . . 24


MAC RAK INC.. . . . . . . . . . . . . . . . . . . . . . . . . . 23

SUPERIOR ENGINEERING . . . . . . . . . . . . . . . . . . 38 THE FORKLIFT PRO. . . . . . . . . . . . . . . . . . . . . . . 17 THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . . . . 37

DYNA RACK. . . . . . . . . . . . . . . . . . . . . . . . . . . . 26


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

MICROLIFT GROUP COMPANY LTD. . . . . . . . . . . . 1

FSIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

MILLENNIUM INDUSTRIAL TIRE. . . . . . . . . . . . . . 47

FORKLIFT-INTERNATIONAL.COM. . . . . . . . . . 10, 20

MOR-VALUE PARTS COMPANY. . . . . . . . . . . . . . 34

GRINDSTAFF ENGINES, INC.. . . . . . . . . . . . . . . . . 5

RESONANT DEALER SERVICES . . . . . . . . . . . . . . 12

WEST POINT RACK, INC.. . . . . . . . . . . . . . . . . . . 15

H&K EQUIPMENT COMPANY . . . . . . . . . . . . . . . 44

RHINO RUBBER, LLC. . . . . . . . . . . . . . . . . . . . . . 46

WY'EAST PRODUCTS . . . . . . . . . . . . . . . . . . . . . 11

TOYOTA FORKLIFTS OF ATLANTA. . . . . . . . . . . . . 7 TRI-BORO SHELVING & PARTITION CORP. . . . . . . 3 TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 16, 48


February 2019

**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


2014 TOYOTA 8BRU18


189” Mast, Hours: 13,000

192” Mast, Hours: 8,000

189” Mast, Hours: 3,000








2015 TOYOTA 50-4FD120

2014 TOYOTA 8FD45U

148”V Mast, Hours: 2,000s

187”FSV Mast, Hours: 4,000








2012 JCB 940

260”Mast, Hours: 2,000







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’

2012 Toyota 8FGU15, 3,000 lbs., LP, 189” Mast, Sideshifter


1997 Toyota 6FGU5, 5,000 lbs., Gas, 189” 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

Printed in the U.S.A. ©2018 The Ousset Agency, Inc. wo#5852

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

Best in Class

When press-on tire performance is your priority use Rhino.

Rhino R1 Press-On Tires •

Best design to optimize traction, stability and wear

Best compounding for optimal low-rolling resistance, shock absorption and tire life

Best overall performance and lowest cost of ownership Rhino is Best in Class

Move it fast… Move it safe… MOVE IT ON RHINO. Easy to Find...Tough to Beat.

Warehouse: 234-678-7863 Toll Free: 877-744-6603 Fax: 888-480-8611

Checkout our new website at and be sure to click on the Quick Quote button.

Rhino Rubber Warehouse • 275-299 N. Arlington St. • Akron, OH 44306






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

In ONE DAY your dog naps for at least 17 hours.

In ONE DAY TVH fulfills more than 5,700 orders, and more than 25,000 lines.

Profile for Material Handling Wholesaler

February 2019 Material Handling Wholesaler  

February 2019 Material Handling Wholesaler