Toyota Material Handling announces organizational changes
Toyota Material Handling (TMH), the industry leader in material handling innovation, announces the promotion of Bill Byrd and Dan Kossow to director-level positions as part of a new strategic vision for the company’s organizational structure to further support and enhance operations and collaboration between corporate sales teams and its renowned nationwide TMH dealer network. “These promotions are a reflection of Toyota’s ongoing commitment to providing customers with world-class service and expertise to meet their unique needs and challenges,” said Jaksa Pejnovic, TMH Vice President of Sales & Marketing. “It is our experience that one of the best ways to successfully uphold such a commitment is through a culture of continuous improvement in how and what we do – or ‘kaizen’ as we call it. We have an opportunity to enhance our collaboration as a team. Adding these executives to our management team positions us to pursue TMH’s vision for the future by leveraging their combined skills and talents for the benefit of our customers.” As Director of Dealer Development, Byrd is charged with managing the company’s relationships with its industry-leading network of independent and equity dealers. Byrd, a 24-year industry veteran, has held several key roles since arriving at TMH in 2016, including his most recent position as Senior Sales Manager for National Accounts. In addition to his current responsibilities overseeing the company’s Heavy Duty Division, Kossow will assume Byrd’s former responsibilities in his new role as Director of National Accounts and Heavy Duty Sales. Kossow’s industry experience spans 24 years. He joined TMH in 2019 after the company’s acquisition of HOIST Liftruck.
A packaging group is answering the call for more recyclable packaging
A Packaging Group (APG) is answering the call for more sustainable and environmentally-friendly packaging solutions. As consumers and businesses alike become more conscious of the impact of packaging on the environment, APG is rising to the challenge with a variety of new and innovative products that are not only recyclable but also designed to reduce waste and minimize environmental impact. “We understand that brands and their customers are looking for more sustainable packaging options. Our patented line of dispensers called “The Infinity Line” is fully recyclable with HDPE and PET bottles, and there is no need to disassemble before recycling them”, said company spokesperson Hannah Palese. APG is also promoting the use of sustainable materials, such as plant-based materials. These materials break down quickly in the environment, reducing the amount of plastic waste that ends up in landfills and oceans. By offering a range of recyclable materials and designs, APG is helping brands to enhance their green credentials and improve their sustainability agendas. In addition, APG work closely with customers to develop custom packaging solutions that meet their specific needs. So, whether they’re looking for a way to make sustainable products stand out on the shelves or need a packaging solution that meets specific regulatory requirements, APG has the expertise to help. APG’s new sustainable packaging solutions are not only better for the environment, but they are also good for business. By choosing APG’s sustainable packaging options, companies can reduce their environmental impact, improve their public image, and build consumer trust. “APG is committed to providing customers with innovative and sustainable packaging solutions that help them to meet their green goals and reduce their environmental impact. We believe that sustainable packaging is not only good for the planet but it is also good for business. With a wide range of recyclable materials and designs, APG is making it easy for businesses of all sizes to enhance their green credentials and improve their sustainability agendas,” said company spokesperson Hannah Palese.
Women In Trucking Association announces 2023 Content Advisory Council
The Women In Trucking Association (WIT) announced its 2023 Content Advisory Council, a volunteer group comprised of executives or professionals who have vast knowledge and experience in transportation and logistics, as well as a passion for the mission of the association: to encourage the employment of women in the trucking industry, promote their accomplishments, and minimize the obstacles they face. The goal of WIT’s Content Advisory Council is to provide guidance and counsel regarding relevant and meaningful content for WIT’s annual Accelerate! Conference & Expo, as well as various communication channels, such as its Redefining the Road magazine, weekly e-newsletter, and social media platforms. “It’s critical that WIT provides relevant, practical, useful information to our members and the industry at-large through our various communication channels,” said Brian Everett, group editorial director and publisher of Redefining the Road magazine and strategy advisor to WIT. “We rely heavily on this powerhouse group of industry experts to help guide, formulate and validate the content we produce and distribute.” The 2023 Women In Trucking Content Advisory Council is comprised of the following industry leaders: Melissa Addis, Producer, Commercial Underwriters Insurance Agency Niki Bolton, Chief Strategic Operations Officer, American Truck & Rail Audits Laura Duryea, Manager of Recruiting, Retention & Driver Development, Boyle Transportation Madeleine Frume, CEO, Koppur Trailer & Chassis Molly Gibson, Vice President of Sales Operations, CDLLife Vanessa Hernandez, Director of Carrier Resources, J.B. Hunt Transport, Inc. Malaina Hudson, CPIM, Director, Supply Chain Systems, Hillebrand Jeana Hysell, Senior Safety Consultant, J.J. Keller & Associates Jerri Jarvis, Safety Analyst, Cheeseman Kesha Jones, Senior Director of HR, Total Transportation of Mississippi Kelly Kirkpatrick-Lee, Truck Audits Manager, American Truck & Rail Audits Rachel Kremm, Vehicle Programs Project Engineer, Kodiak Angelika Mangino, Driver Recruitment & Engagement Manager, Clean Harbors Mark Mariano, Director, SRS Distribution, Inc. Samantha McCracken, Strategic Operations Manager, Bridgestone Americas, Inc. Josh Mecca, Director of Recruiting, American Central Transport Claire Mules, President, Assurance Resources, Inc. Martha Payne, Attorney, Benesch, Friedlander, Copland & Aronoff LLP Kristin Ridley, Marketing Communications Manager, Rihm Kenworth Amber Roy, Executive Vice President & Chief Operating Officer, Triumph Business Capital Laura Sayers, Senior Director of Marketing, TRANSFLO The members of the 2023 Women In Trucking Content Advisory Council can be found online at https://www.womenintrucking.org/content-advisory-council
Hyster forklifts win two Product of the Year awards
High-capacity integrated lithium-ion lift truck and newly launched internal combustion engine-powered model earn honors Hyster Company announces that two of its forklift models have been voted as top products of 2022 by readers of Material Handling Product News and MaterialHandling247.com. The J230-360XD36/48 was voted the year’s top lift truck and accessories product, while the H40-70A was elected the year’s best ergonomics and safety product. “These two award-winning lift trucks demonstrate our commitment to delivering solutions that address the wants and needs of our customers,” says Martin Boyd, Vice President, Product Planning and Solutions, at Hyster Company. “Whether customers are looking for tailored solutions they can build around their application or a solution designed to empower them to transition even high-capacity trucks from internal combustion to electric, our approach is to provide choices and work in partnership with customers, consulting on the optimal solution for their operations.” Powered by a factory-integrated lithium-ion battery, the J230-360XD36/48 offers lift capacities up to 36,000 pounds, bringing zero emissions and performance comparable to that of an internal combustion engine (ICE)-powered truck to heavy-duty industries such as steel, concrete, lumber, agriculture, and ports. The integrated lithium-ion battery enables opportunity charging, high uptime, and a low total cost of ownership. The ergonomically designed, high-visibility cab also puts high productivity within reach. An armored glass top window, curved front, and rear windows, and steel doors with tempered glass provide excellent all-around operator visibility. The largest cabin entry area in the industry makes access more convenient for the operator, and inside the cab, a full-color touchscreen puts performance data at the operator’s fingertips. An ergonomically designed control arm, an adjustable steering column, and a unique foot pedal design provide additional support for operator comfort and productivity all shift long. In addition to the win for the J230-360XD36/48 electric lift truck, Hyster took home a second Product of the Year Award for the recently launched H40-70A, the first model in the new, highly configurable A-Series lineup. These 4,000-to-7,000-pound capacities ICE forklifts are designed and manufactured according to a scalable approach that helps customers maximize operator performance while keeping a low total cost of ownership. Customers can choose the options they need from a fully integrated set of adjustable features, based on their unique application. The A Series also offers robust standard features, such as the innovative Dynamic Stability System, which uses sensors to continually monitor truck status. When it detects the truck exceeding designated stability thresholds, DSS automatically implements measures like limiting truck speed and hydraulic function, to help minimize the risk of forward and sideways tip-overs.
Staffing employment rebounded in January
Staffing employment rebounded further in the week of Jan. 8-15, increasing by 3.4% to a rounded value of 101. Several staffing companies mentioned a holiday as a barrier to preventing further growth. Staffing jobs were up 0.15% from the same week last year. New starts rose in the 2nd week of the year, increasing by 7% from the prior week. More than half of staffing companies (53%) reported gains in new assignments week-to-week. The ASA Staffing Index four-week moving average edged down from the prior week to a rounded value of 95, but temporary and contract staffing employment for the four weeks ending Jan. 15 was 0.23% higher than the same period in 2021. “Staffing employment has followed up a December holiday lull with two weeks of growth, in line with the typical seasonal pattern,” said Tim Hulley, ASA assistant director of research. This week, containing the 12th day of the month will be used in the December monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Feb. 3. The ASA Staffing Index is reported nine days after each workweek, making it a near real-time measure of staffing employment trends. ASA Staffing Starts are the number of temporary and contract employees placed in new assignments during the reporting week. ASA research shows that staffing employment has historically been a coincident economic indicator.
#GLAD2023 Scheduled for July 13th
The fourth Global Lifting Awareness Day—#GLAD2023—will take place on Thursday. July 13th. Powered by the Lifting Equipment Engineers Association (LEEA) and supporting organizations, it is now a widely celebrated day where manufacturers, suppliers, and end users are among those sharing materials that promote safe and high-quality load lifting. Social media posts, videos, articles, and in-person activity will again be bound together by the hashtag, #GLAD2023. Industry stakeholders are also invited to share their content so LEEA can add it to the newly updated website—www.globalliftingawarenessday.com—where information about apprenticeships, military recruitment, diversity, sustainability, and technology has been posted during previous years. While the key message remains the same, LEEA has updated the logo, which will be used as another point of identity before, during, and after the event. Anyone with an interest in lifting and working at height can contribute by using the graphic and hashtag to celebrate their involvement with the industry and promote it as an interesting place to work, especially for younger generations. Ross Moloney, CEO at LEEA, said: “There’s an energy building behind plans for this year’s Global Lifting Awareness Day that suggest it will be the most widely supported and impactful ever. The concept has successfully spanned the Covid era, reiterating the fact that lifting remains both ubiquitous and essential in keeping all kinds of operations going, irrespective of pandemics and economic conditions.” He added: “Fighting gravity is inherently dangerous and getting it wrong can lead to accident, injury, and even fatality. That makes it an extremely important, challenging, and rewarding sector to work in, which is just one of the messages we’re encouraging people to promote.” Celebrate the lifting industry on Thursday 13 July—include the #GLAD2023 hashtag.
Episode 352: Hopstack
The New Warehouse welcomes Vivek Singh, Co-Founder of Hopstack, a software platform that automates and optimizes warehouse operations. Vivek founded Hopsack to bridge the gap between legacy systems and new software for modern e-commerce businesses by creating an open digital operating system that is agile enough to accommodate omnichannel strategies. Hopstack ensures its software meets the complexity introduced via automation in fulfillment operations, such as pre-built integration capabilities for robotic hardware devices like pick-to-light devices or picking robots. Be sure to tune in to learn about software in the fulfillment space, how it’s been changing over the recent years, and how some gaps between legacy systems and new software are being closed. Key Takeaways Vivek refers to Hopstack’s software as a warehouse operating system. He explains that larger companies may employ five to six different types of software, such as a warehouse management system (WMS), Warehouse Execution System (WES), Inventory Management System (IMS), order fulfillment software, etc. This isn’t practical for small and medium-sized businesses (SMB), making a system like Hopstack that can perform all those functions in one package is ideal for SMBs. Vivek shares that companies transitioning from legacy systems into modern cloud-based solutions like Hopstack have seen 30-40% benefits in terms of efficiency, order lead times, and the number of orders fulfilled daily. Hopstack’s system allows for native connectivity with picking robots and requires less implementation time than traditional systems, taking as little as 8-10 weeks on average. Many companies are reluctant to abandon their legacy systems because they cannot afford to have their operations negatively impacted by a lengthy implementation process. Vivek believes that having a software system to run fulfillment is no longer a “nice-to-have” but a necessity to operate in today’s environment. The New Warehouse Podcast EP 352: Hopstack
How to build trust and expertise with After Action Reviews (AARs)
Do you lead your team to learn primarily from successes or from failures? Many leaders argue that their teams are just too busy to spend time discussing why a successful project went well. They just wrap up fast, then dive into the next project. So, the unspoken insights and unwritten lessons learned from that project rarely ever get shared or discussed. Often, they just get forgotten in the frenzy of working project after project. Would you hire an engineer to build you a bridge if all that engineer ever studied was how bridges collapse? Would you hire a recruiter to find you a job if all that recruiter ever studied was how people get fired? The best leaders help their teams learn regularly from their successes, not just occasionally from their failures. But learning from success happens automatically… doesn’t it? After Action Review (AAR) Soldiers perform complex, dynamic, often dangerous missions. And they want to learn as much as they can from each one. In the 1980s, leaders in the US Army realized that they needed a practical way to help soldiers share the unspoken insights and unwritten lessons they learned from their missions. They realized that sharing tribal knowledge and applying tacit skills were key to winning wars. And since it was the Army, they developed a process — a non-punitive, semi-structured, post-job team debrief called an After Action Review (AAR). After Action Reviews have proven so wildly effective that every branch of the military now uses them. And for some units like flight crews and Special Operations Forces, AARs are almost a religion. They’ve been called, “one of the most successful organizational learning methods yet devised.” The process of leading a basic AAR is simple. Soon after your team completes a project, gather them in a private space for about 30 minutes, and ask these four questions: What did we set out to do? What did we actually do? How did it turn out the way it did? What will we do differently next time? Why Use These Questions? Have you ever had a discussion degenerate into a fact-free “war of opinions”? That’s the fate you’ll suffer if you start a debrief by asking for opinions. True, questions 3 and 4 are subjective and do indeed ask for opinions. But notice that questions 1 and 2 are much more fact-based. It may seem silly to ask, “What did we intend to do in this job?” But different people have different goals for the same job. The accountant on your team may have intended to maximize revenue. The safety specialist on your team may have intended to reduce the risk of injuries. The team leader may have wanted to finish the job ahead of schedule and under budget. So always start your After Action Reviews by getting facts with questions 1 and 2 before getting opinions with questions 3 and 4. “What went well, and what went badly?” This may seem like a great question for a debrief. After all, it cuts straight to the point, right? Here’s the problem. This question nudges us to discuss blame, not improvements. And blame stops learning in its tracks. Look at the four After Action Review questions. There’s no hint of fault, failure, or blame in any of them. That’s intentional. After Action Reviews focus on learning, not blame. Make sure you keep that focus in every AAR you lead. Soldiers are fond of sayings like, “No mission plan ever survives contact with reality” or “The planning is more valuable than the plan.” And in reality, the percentage of complex missions that go exactly according to plan is nearly 0%. Soldiers and other experts in complex, dynamic systems know that in any given job, there’s always a gap between what we plan to do and what we actually do. Notice how question 1 asks about the plan. Some call this “Work as Imagined.” Question 2 asks about the actual job. Some call this “Work as Done.” When you lead your After Action Reviews, use questions 1 and 2 to explore this critical gap, but not eliminate it. Three Common Mistakes and How to Avoid Them Successes vs. Failures Some leaders do AARs only for accidents or errors. If you do that, your team will quickly associate AARs with failure. And they’ll give short, vague answers to get it over with as fast as possible. So, lead about 80% or more of your AARs for successful projects. That way, your team will learn to trust the process and value the results. Now vs. Later Unspoken insights and lessons learned are the most valuable things a team can discuss in an After Action Review. Those unspoken ideas have a half-life of hours or less. So, if you wait a day or more to lead your AAR, much of the priceless, unspoken wisdom will already have been lost, perhaps forever. So, lead the AAR as soon as the project wraps. Leader vs. Facilitator Most leaders like to answer questions. Usually, that’s a good thing. But not in an After Action Review. If you give in to the temptation to answer the questions, you’ll shut your team down until the only person talking is you. So, in an After Action Review, remember that the leader is the person who talks the least. Choose your AAR leaders accordingly. If you want a low-cost, low-risk way to build trust and expertise on your team, you will likely never find a more practical method than leading After Action Reviews. If the US Army has used them for 40+ years, just imagine what kind of value they could create for your team. About the Author: Jake Mazulewicz, Ph.D. shows leaders in high-hazard industries why errors are signals, not failures, and how to address the deeper problem so that everyone can work more reliably and safely. He keynotes and advises globally. He has a decade of experience in Safety for electric utilities and served as a firefighter, an EMT, and
Bison Gear and Engineering adds Automated Gear Tooth Grinder
The new machine improves product quality and increases production capacity Bison Gear & Engineering Corp., a provider in the power transmission industry, has added an Automated Gear Tooth Grinder to their gear hobbing department. This new equipment offers a range of benefits that improve product quality and increase production capacity. This unique machine frees up capacity on four other machines, improves the quality of gear geometry, improves the cycle time, and effectively grinds spur and helical gears. At a time when product demand outpaces production capacity, adding this single piece of equipment will help make available nearly 40% more production time on four separate hobbing machines. In this way, the Automated Gear Tooth Grinder significantly increases total gear-cutting capabilities. This new machine is also capable of grinding the gear tooth profile, leading to an exacting, .00005-inch precision. This means that the teeth will continually mesh at the same point, appreciably reducing wear and noise. This aspect of the grinder proves of great benefit to customers who have noise-sensitive applications. Customers can also obtain increased gear motor efficiency from the fact that lower-weight lubricant oils are needed when using a grind-finished gear. The Automated Gear Tooth Grinder produces a better-finished product in ¼ of the time of a standard hobbing machine, significantly expediting the grinding process and improving the quality of the gear.
ABBYY accelerates METRO AG Companies’ wholesale customer payments up to 90% faster
Intelligent automation of invoice processing enabled METRO AG to significantly improve productivity and offer more customers benefits METRO Digital transformed its account payable process using ABBYY intelligent automation solutions resulting in processing customer invoices up to 90% faster. As the technology arm for METRO AG, an international wholesale company with 17 million customers in 30+ countries within the hotel, restaurants, and catering industry, Metro Digital is now able to streamline and speed invoice processing worldwide from up to two days to about one hour, thereby enabling more clients to take advantage of customer benefits and accelerate revenue for the company. ABBYY has been METRO Digital’s digital transformation partner for several years that began with a completely manual invoice process in one region to now intelligently automating large volumes of invoices globally in several languages. ABBYY intelligent document processing (IDP) solutions improved invoice processing accuracy and compliance with legal requirements and internal formal criteria. Access to invoice and payment data, which was never possible before, enables METRO Digital to better understand and predict the customer lifecycle stage and provide a value-adding experience. “Expectations are very high for global finance projects like this. The enthusiasm after the introduction of ABBYY’s IDP solution was great internally, but also on the customer side,” says Stefan Rödder, Product Owner at METRO Digital. “We chose ABBYY eight years ago. Since then, we haven’t seen a better automation solution on the market to reach our goal of zero-touch processing.” “We are pleased to have been able to accompany METRO on its journey to a digital future for several years now,” said Bruce Orcutt, Senior VP of Product Marketing at ABBYY. “As a pioneer in wholesale, METRO Digital has revolutionized an entire industry, and we are proud to be a technology partner that can exceed our customer’s quality demands and expectations with our intelligent process automation solutions.”
PTDA welcomes new member
The Power Transmission Distributors Association (PTDA), an association for the industrial power transmission/motion control (PT/MC) distribution channel, welcomes a new distributor member. Nelson Electric Motors (Opelika, Ala.) Founded in 1968 in Alexander City, Ala., Nelson Electric Motor Service provides expert Electro-Mechanical Repair services to the Central Alabama region. In 2002 and 2013 it expanded operations to Opelika, Ala., and Sylacauga, Ala., respectively. The company specializes in Electro-Mechanical Repair, Preventative Maintenance, and Predictive Maintenance of electric motors, generators, gearsets, and pumps through its in-shop and field service. Nelson also offers full machining and millwork and new equipment sales. In 2022, Nelson Electric made a commitment to grow sales of bearing and power transmission items to its traditional customer base. “We believe in the value of personal relationships with both customers and industry leaders and joined PTDA to build those powerful relationships,” says John Langford, corporate buyer/bearing & power transmission sales.
National Ladder Safety Month: The perfect time to “Step Up” employee training
According to the U.S. Bureau of Labor Statistics, ladder deaths accounted for 161 on-the-job fatalities in 2020, the most recent year for which statistics are available. That same year, there were 22,710 ladder-related workplace injuries, an injury stat that has remained relatively constant over the previous several years. The point is, ladder safety is a serious topic, with a staggering cost to businesses and an even worse impact on families that lose loved ones. March is National Ladder Safety Month, spearheaded by the American Ladder Institute (ALI). This, its seventh year will focus on four key themes: Week One – Choosing Your Ladder Week Two – Safety Before the First Step (Inspection and Set Up) Week Three – Safety While Climbing Week Four – Safety at the Top ALI believes ladder accidents are preventable with thorough safety planning, training, and continuous innovation in product design. The more people, organizations, and businesses that get involved, the wider the message spreads, and the more people learn about proper ladder safety. ALI’s Ladder Safety Training site, https://www.laddersafetytraining.org/, makes safety training easy with an organized curriculum, a video and resource library, and free registration. Because every life saved is precious, the goals of National Ladder Safety Month are to decrease the number of ladder-related injuries and fatalities, increase the number of ladder safety training certificates issued by ALI, increase the frequency that ladder safety training modules are viewed on https://www.laddersafetytraining.org/, lower the rankings of ladder-related safety citations on OSHA’s yearly “Top 10 Citations List,” increase the number of in-person ladder training and increase the number of companies and individuals that inspect and properly dispose of old or damaged ladders. Every step matters. From step stools to extension ladders, make sure you’re putting the right foot forward. This March, National Ladder Safety Month, is the perfect time to step up ladder safety efforts and direct employees to take courses on https://www.laddersafetytraining.org/.
Keep them short
Keep your planning process short. From what I see this is a must regarding 2023 and maybe even 2024. The plans I am suggesting for 23 have accounted for not more than three months. You work that plan and while you are doing so you add a month to the three-month plan and subtract the month just completed. You really don’t want to wait until the middle of month 3 to devise the plan for months 4. 5 and 6. You just keep adjusting to having three months on the drawing table at the end of any month. Why am I suggesting this? BECAUSE NO MATTER WHAT YOU HEAR, IT IS STILL SCREWED UP OUT THERE AND WILL PROBABLY BE SO FOR 23 AND INTO 24. Last month’s article by Allen Polk kind of spelled it out for you. The supply chain is still not fixed. Pricing is out of control. The OEM backlog is still not under control. Interest rates doubling over the last year. Customers with needs and problems you cannot solve at this time. Add to that the labor shortage and the need for technology and you find yourself in an almost impossible situation putting a gameplan together. But there is some good news to share as well. If you recall, I recommended a book titled THE END OF THE WORLD IS JUST THE BEGINNING, which basically maps out the collapse of Globalization written by Peter Zeihan, a geopolitical strategist. It basically spells out the history of the world economy and Uncle Sam’s involvement in protecting globalization as a result of increasing the standard of living throughout the world. But now that the USA is no longer finding globalization to be as profitable or useful as anticipated. The result is that many countries that build up an economy because of globalization will find their economy shrinking without a meaningful way to reverse the downfall. On the other hand, those countries hoping to continue to produce and grow their CDP numbers will need to have a certain availability of energy resources, land able to grow all the crops needed, industrial centers where the work can be performed and a population with flexible pay grades to allow for product costs acceptable to the market. Mr. Zeihan suggest that the best location in the world where this program could be developed was the space occupied by Canada, the United States, and Mexico. Working together these three countries will control the world’s economy. THAT IS GOOD NEWS FOR YOU AND IT IS COMING FASTER THAN YOU THINK. MANUFACTURING, HERE WE COME! As I was reading the book, I could spell the lube oils, hear the milling machines operating, and see the steel bars waiting to be processed. This was at my father’s Machine shop. All when well until the time we started allowing foreign steel into the country. When the price of domestic steel alone was more than the full cost of our products made with foreign steel ….globalization put us and many friends out of business. Now the collapse of globalization is going to put the US back on top of the Manufacturing Hill and take the lift truck industry with it. Buy the book, read it, pass it along and start planning how to get your piece of this pie. Since I do a lot of work with construction equipment and how it is used by contractors, I looked over the Dodge Report for 2023. And guess what? Expect housing and warehouse construction to be down, and manufacturing buildings to be up. MANUFACTURING, HERE WE COME! As we plan ahead let us not forget: Some inflation will reverse, and some will not. Many prices will move up and stay there. Remember, you have FIXED COSTS, SEMI-FIXED COSTS, AND VARIABLE COSTS. Are you prepared to adjust costs and billing to maintain margins? Labor costs will stick and even go higher because there are few eligible folks out there to hire. Better review your entire employee package for techs and tune it up so that they cannot leave. 94% of CEOs are planning for a recession in 2023. Hopefully, it is a normal recession (forget the soft landing) where inflation remains high and the Fed keeps hiking to 5% or more, with unemployment heading up and GDP down. Do not assume it will be business as usual in Q2 of 23. Customers need equipment. How about selling them refurb units? Or renting them refurb units. Or refurbing their units with them providing the core. Refurbs work and can be quite profitable for both dealers and customers. A recent email I saw about a contractor that gave his old pickup to a place that refurbs it in 3-4 weeks with a new drivetrain, interior, and parts as necessary replaced. It is a hell of a lot cheaper than a new one. There are probably many firms out there that do not want to own and operate their lift trucks. Work out a deal to manage their fleet. If there ever was a time to belong to a 20 Group, it is now. Believe me, with what you have on your plate, 15 heads are better than one when it comes time to plan for Q1 23. About the Columnist: Garry Bartecki is a CPA MBA with GB Financial Services LLC and a Wholesaler columnist since August 1993. E-mail [email protected] to contact Garry.
New Industrial Manufacturing Planned Projects grew 50% from November to December 2022
IMI SalesLeads announced the December 2022 results for the newly planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction, and significant equipment modernization projects. Research confirms 177 new projects in December compared to 118 in November in the Industrial Manufacturing sector. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 151 New Projects Distribution and Industrial Warehouse – 75 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 64 New Projects Expansion – 58 New Projects Renovations/Equipment Upgrades – 60 New Projects Plant Closings – 15 New Projects Industrial Manufacturing – By Project Location (Top 10 States) New York – 16 South Carolina – 14 Michigan – 12 North Carolina – 10 Ohio – 9 Texas – 9 Tennessee – 8 Massachusetts – 7 Wisconsin – 7 California – 6 Largest Planned Project During the month of December, our research team identified 22 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Taiwan Semiconductor Manufacturing Company, which is planning to invest $12 billion for the construction of a manufacturing facility adjacent to its existing under-construction plant in PHOENIX, AZ. Completion is slated for 2024. Top 10 Tracked Industrial Manufacturing Projects GEORGIA: Automotive mfr. is planning to invest $5 billion in the construction of an EV battery manufacturing facility in CARTERSVILLE, GA. They have recently received approval for the project. Completion is slated for 2025. SOUTH CAROLINA: Battery component mfr. and recycling company is planning to invest $3.5 billion for the construction of a manufacturing, recycling, warehouse, and office complex in CHARLESTON, SC. Construction will occur in phases and is expected to start in early 2023. TEXAS: Optical communication products mfr. is planning to invest $3 billion for the expansion of its manufacturing facility in SHERMAN, TX. Construction is expected to start in 2025, with completion slated for 2028. ARIZONA: Startup battery mfr. is planning to invest $1.2 billion for the construction of a manufacturing facility in TUCSON, AZ. They are currently seeking approval for the project. ALABAMA: Solar panel mfr. is planning to invest $1.1 billion for the construction of a 2.4 million SF manufacturing facility in TRINITY, AL. They are currently seeking approval for the project. Completion is slated for 2025. MICHIGAN: Paper and packaging product mfr. is planning to invest $1 billion for the renovation and equipment upgrades on its manufacturing facility in ESCANABA, MI. They are currently seeking approval for the project. GEORGIA: Automotive component mfr. is planning to invest $926 million for the construction of a 1.2 million SF manufacturing facility in RICHMOND HILL, GA. They have recently received approval for the project. Construction is expected to start in early 2023, with completion slated for 2024. SOUTH CAROLINA: EV battery mfr. is planning to invest $810 million for the construction of a 1.5 million SF manufacturing facility in FLORENCE, SC. They have recently received approval for the project. MICHIGAN: A pharmaceutical company is planning to invest $750 million for the expansion and equipment upgrades on their processing facility in KALAMAZOO, MI. They are currently seeking approval for the project. COLORADO: Semiconductor equipment mfr. is planning to invest $600 million in the construction of a manufacturing facility in COLORADO SPRINGS, CO. They are currently seeking approval for the project. Completion is slated for the Summer of 2024. About IMI SalesLeads, Inc. Since 1959, IMI SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team.
Port of Long Beach closes 2022 with second-busiest year
Leads U.S. exports as operations stabilize following pandemic-induced import surges The Port of Long Beach marked its second-busiest year on record by moving 9.13 million twenty-foot equivalent units in 2022, allowing for a return to normal operations while once again serving as the nation’s leading export seaport. The Port ended 2022 with 9,133,657 TEUs moved, down 2.7% from 2021, which remains the Port’s most active year in its 112-year history. Imports declined 4.9% to 4,358,789 TEUs, while exports totaled 1,414,882 TEUs, down 1.6%. Despite the slight decline, the Port of Long Beach remained the nation’s leading export port for a second consecutive year, for loaded TEUs. Empty containers processed through the Port decreased a narrow 0.14% from a year earlier to 3,359,986 TEUs. “Cargo is moving smoothly as we move past the economic effects of COVID-19,” said Mario Cordero, Executive Director of the Port of Long Beach. “In 2023, we will continue to invest in digital and physical infrastructure projects, focus on market share and develop long-term improvements that will strengthen our competitiveness and keep goods moving efficiently.” “Despite the challenges of the last two years, we have focused on longtime customer relationships and invested in projects that put us closer to a zero-emissions future,” said Long Beach Harbor Commission President Sharon L. Weissman. “In the year ahead, we will collaborate with our skilled workforce, industry partners, and communities surrounding the Port to build upon those improvements and secure our position as the Port of Choice for trans-Pacific trade.” A rise in online purchases and aggressive efforts to transfer long-dwelling cargo off the docks bolstered trade moving through the Port during the first half of 2022, with monthly cargo records in January, February, March, April, June, and July. Consumer spending cooled by summer due to rising prices driven by inflation, while vessel transfers between the San Pedro Bay ports and a shift in imported goods toward the Gulf and East coasts contributed to a softening of cargo volume during the second half of 2022. The easing returned the Port to normal operations by year’s end. Economists are forecasting a further decline in cargo volumes through 2023 as consumers shift their purchases to services over goods. Trade was down 27.9% in December compared to the same period in 2021 with 544,104 TEUs moved. Imports dropped 32.6% to 241,643 TEUs while exports increased 1.6% to 115,782 TEUs. Empty containers were down 33.7% to 186,680 TEUs. For complete cargo numbers, visit polb.com/statistics.
Doosan Infracore changes name to Develon
Doosan Infracore has changed its name to Develon, company directors announced in a media event at World of Concrete. Doosan Infracore has changed its name to Develon, company directors announced in a media event at World of Concrete. Doosan staff began working to find a new brand name to replace Doosan following the August 2021 sale of Doosan Infracore to HD Hyundai, formerly Hyundai Heavy Industries Holdings Co. The name Develon was chosen to convey the company’s drive to “develop onward” to bring innovative solutions to the construction equipment industry through technological transformation and the development of exceptional equipment and services Develon officials said the correct pronunciation of the new brand name is with the accent on the middle syllable. “Pronounce the word the same way you would pronounce ‘develop,’ ” said vice president of sales Adam Howard, emphasizing that “Develon” essentially means “develop onward.” “We believe the new Develon brand will help us build on the success we’ve had in North America over the past 30 years and throughout the world for more than 80 years,” said Todd Roecker, vice president of growth initiatives. Develon will continue to work with customers and partners in construction, logging, recycling, mining, rental, and agriculture. Efforts will also be placed on advancing sustainable development through alternative energy sources of power for construction equipment. The announcement at World of Concrete is the first of many in a series of steps to launch the new brand. Visitors to Conexpo-Con/Agg in March will see the next phase of the launch with newly branded construction equipment in the outdoor Develon exhibit. This will include the latest developments in the Concept-X autonomous equipment solution and live demonstrations at the outdoor exhibition in the Festival Grounds lot (F9153). “Our commitment to the construction equipment industry and advancing new technologies has never been stronger than it is today,” said Roecker. “Develon anticipates changes in the industry and prepares solutions to address these challenges. This is evident by our ongoing development of the world’s first autonomous job site solution — Concept-X — and the work we are doing with alternative energy sources like electricity and battery packs for our mini excavators.” After ConExpo, continued efforts will be made to advance the brand at the local dealer level through updates to signage and machine decals. Customers are likely to begin to see newly branded machines at their local Develon dealerships and on job sites as early as the end of the second quarter of 2023. Develon officials told RER that while changes to decals on equipment can be accomplished quickly – and customers will see the changes at the ConExpo show – it will take several more months to change the branding on company literature, components, software, and a wide range of areas where the name of the company is stated. Continuing growth in North America In North America, Develon will continue supporting its more than 180 dealer locations in the United States and Canada. Develon North American operations will remain headquartered near Atlanta, in Suwanee, Ga., where the company continues to offer a training center for dealership service technicians. The company will maintain exceptional parts availability through its two regional parts distribution centers: one in Atlanta and a second in the Pacific Northwest. A customization plant in Savannah, Ga., will still play a key role in supplying machines to Develon dealers and customers: getting products into the hands of customers faster, with the configurations they need for their applications. “Our dealers and customers should expect the same strong support from Develon in the future,” said Roecker. “We are committed to the long-term success of the new brand and ensuring our customers have the support they need to be successful. Develon makes best-in-class equipment, excelling in performance, durability, and reliability. That commitment will remain constant.” Develon will continue as a subsidiary in the Hyundai Genuine group alongside Hyundai Construction Equipment. These two subsidiaries will remain independent construction equipment companies under HD Hyundai. Together, the two brands will position Hyundai Genuine as a global top-5 player in the construction equipment industry. “We’ve grown our construction equipment offering in North America with our line of mini-excavators and most recently the addition of dozers,” said Roecker. “These product expansions represent our goal of providing a full line of equipment for our dealers and our customers. We believe that this demonstrates our commitment to North America, and we look forward to continued growth here for many years to come.”
Rice Lake presents the iDimension Plus XL with the ELS Load Cell Stand
Rice Lake presents the iDimension Plus XL static dimensioning system, the standard for weighing and measurement solutions for efficiency in material processing. The iDimension Plus XL can automatically measure parcel dimensions in less than 0.2 seconds and features an adjustable scan zone to increase output without special handling requirements. When paired with the ELS Series elevated load cell stand, the iDimension Plus XL integrates with a conveyor to quickly and easily capture package weights. The ELS Series stands can be made of powder-coated mild steel or stainless steel to fit a variety of weighing needs and are available in 250, 500, or 1,000-pound capacities per stand. The ELS Series and the iDimension Plus XL can also be combined with 680 Synergy Series and 1280 Enterprise™ Series indicators for extensive communication and data integration. These products streamline operations and boost efficiency while ensuring accurate shipping charges, reducing the risk of non-compliance fees from carriers. Visit www.ricelake.com/idimensionplusxl and www.ricelake.com/ELS to learn more.
Barcoding Inc. has acquired FRED Automation Inc.
Barcoding, Inc., the provider of supply chain efficiency, accuracy, and connectivity, announced its acquisition of FRED Automation, Inc., an automated guided vehicle (AGV) company. This acquisition represents continued expansion and investment in industrial automation for Barcoding, Inc. FRED Automation was spun out of ASI Technologies, Inc. in April 2021. ASI is an electric wheel drive designer and manufacturer and developed its first prototype FRED AGV in 2017. FRED Automation designs and manufactures AGVs in its Philadelphia, Pennsylvania facility. It offers two AGVs, FRED and Freddie, and several different options for both simple points A-to-B material moves and complex maneuvers involving dozens of pick-up and drop-off points. With this acquisition, Barcoding will target manufacturing facilities and warehouses with repeatable material handling processes for FRED and Freddie AGVs. “The Barcoding team is thrilled to announce our acquisition of AGV company FRED Automation. Barcoding continues to focus on growth and innovation for our customers. With today’s labor challenges, AGVs like FRED and AMRs like those from Zebra Technologies are the right automation solutions to drive productivity and customer satisfaction,” said Shane Snyder, president of Barcoding, Inc. “With our acquisition of FRED Automation, Barcoding is now the top solution provider for industrial automation in the AIDC space.” “We are excited to be partnering with Barcoding, Inc. Their approach and strength in the market will allow us to introduce our AGV products to more companies across North America. We are eager to expand both production and services offerings for FRED and Freddie to help customers with employee safety and their materials movement automation,” said Doug Fastuca, CEO of FRED Automation.
Yellow Corporation Driving Academies graduate 1,000 CDL drivers
The LTL carrier met its ambitious goal of 1,000 Driving Academy graduates in 2022 In its effort to help train the next generation of professional truck drivers, Yellow Corporation has announced it graduated more than 1,000 CDL apprentices from its network of Driving Academies in 2022. While expanding its Driving Academy program to 21 locations across 16 states, Yellow set the 1,000-graduate goal in early 2022. On Dec. 22, the graduation of six student drivers from Yellow’s South Bend, Ind. Driving Academy officially surpassed 1,000 graduates for the year. “This is an enormous accomplishment for our company that involved hard work and tremendous dedication from our students, instructors, and safety trainers across the country,” said Darren Hawkins, CEO of Yellow. “Operating our own academies not only ensures that we have the most qualified and skilled drivers on the road, but it also helps address a shortage of professional drivers across the nation.” To help increase the number of professional truck drivers amid a nationwide driver shortage, Yellow has partnered with the U.S. Department of Labor (DOL) to sponsor paid apprenticeship programs, such as the Driving Academies, where students are trained and mentored in the classroom and on the road by seasoned industry professionals and certified instructors. Yellow’s Driving Academies are tuition-free for all participants, and student apprentices are paid an hourly wage for their work throughout the program. Yellow’s Driving Academies are in Albuquerque, Charlotte, Chicago, Cincinnati, Cleveland, Columbus, Ohio, Denver, Detroit, Fort Worth, Texas, Hagerstown, Md., Harrisburg/Carlisle Pa., Indianapolis, Kansas City, Maybrook, N.Y., Memphis, Nashville, Pico Rivera, Calif., Portland, Ore., Salt Lake City, South Bend, Ind., and Tracy, Calif. To learn more about Yellow’s Driving Academies visit drivingacademy.myyellow.com.
What is the reality of selling? The way you do the things you do
Jeffrey, what’s the easiest way to make a sale? Jeffrey, what’s the best way to make a sale? Jeffrey, what’s the fastest way to make a sale? Same answer: there is none. There is no easy, best, fast way to make a sale. There are a million ways to make a sale but it’s not with a method or system. There are elements that get you there. Here are 13.5 strategies and principles (elements) that will help you get to the substitute for an easy, best, fast way to make a sale – a way to earn the sale. As in life, you start with a philosophy. Mine is…I give value first, I help other people, I do my best at what I love to do, I establish long-term relationships with everyone, and I have fun (and I do that every day). What’s yours? Do you have one? Your core philosophy is what drives you into the sale, and leads the prospect to an understanding of why you’re there. The most important word in selling is YOU. Prospects don’t buy products and services. First, they buy salespeople. The first sale that’s made is “YOU.” Are they buying you? Know “why you’re selling”, know your own WHY first. Your “why” supports and strengthens your belief system. When “why” is clear, everything is clear. NOTE: Your real why maybe 3 or 4 “why’s” deep. Why are you in sales? “I’m in sales to make more money.” Why? “I need more money to support my family.” (closer) Why? “Two of my kids start college in the next two years, and I want them to be able to choose a school based on the quality of education not the price of education. (Aha! the real “why!”) Before you can affect others, you must get real with yourself. Do you know your real why? The sale is in your head. The mindset by which you approach the sale will determine its outcome more than any other element of the selling process. Do you think “yes”? Develop a belief system that can’t be penetrated. Believe in your company, your product, and yourself, or you won’t sell. Do you believe in you? 6. Develop a selfish attitude about being the best. Know who the most important person in the world is you. Unless you’re the best you can be for yourself, you’ll never be the best you can be to serve others. Don’t cheer for athlete’s cheer for yourself. You deserve it. Are you always striving to be your best? 7. Be your own Santa Claus. Provide your own gifts and toys. Give yourself whatever you want. Most of us don’t get what we want for Christmas unless we tell someone what we want or if you’re like me, go buy it yourself. For me, every day is Christmas, know why? I deserve it. What gifts have you given yourself? 8. Know “what you sell” in terms of the customer not in terms of you. People don’t care what you do unless they perceive it helps them. The way you explain your business and product determines the buying interest you create say it in terms of the prospect, not your company. Are you selling, or are they buying? 9. Sell it as if you were selling it to your own son or daughter. Give advice with it, help learn it, and the advantages of using it. Protect them. Who are you selling to? 10. Know your competitive advantages; learn them from your customers. The definition of competitive advantage is something that’s extremely important to your customers at which you excel (competitive advantage has nothing to do with the competition). Do you know your competitive advantages? People buy for their reasons, not yours. Find out theirs first. Establishing their “why” is the basis of determining their true need(s). When you’re presenting, is it more than 50% about them? 12. Ask the wrong questions, and get the wrong answers. The way you question will determine the way you sell. Refine yours every week, until their power is evident by the increase in your sales. Any questions? 13. Develop and ask questions that make the prospect think about themselves and answer in terms of you. Make them evaluate new information. Get them to give you answers in the form of information about themselves in terms of your product or service. What questions are you asking? 13.5 Transition from a salesperson to a resource. Become valuable. The more value you bring, the higher you’ll go. To become valuable, you must give value first to make the prospect perceive greater value than price, quality, and service. If two people offer the same product at the same price and give the same service, the one with the greater perceived value wins. How much value do you bring to your prospects and customers? Selling is a never-ending learning process. There is no one way to sell. If you seek to master the science of selling, you must master the elements one by one. Learn one a day and in five years, you will be the master of more than 1,000 elements and still take weekends off. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at [email protected] or call him at 704 333-1112.