EP 184: What’s the real deal with non-marking Forklift Tires?
On this episode, I was joined by Darren Stratton of Camso, a non-marking tire company. Darren is the Product Management Director for Camso which is a Michelin brand. We discuss all things tires for the material handling industry and get into the details of non-marking tires. Key Takeaways Camso is focused on the tires that do not hit the road so those tires are used in industrial applications, agriculture, and construction. For warehouse professionals, they provide non-marking forklift tires. They have a long history of providing some of the best tires in the industry and have been for quite some time as Darren explains. He also gets into the history of their origins in Sri Lanka where there is an abundance of rubber and how that has helped to shape how the company evolves. With their expertise in the solid tire field, Michelin took notice and acquired them but they still operate under the Camso and Solideal brand names due to the great brand recognition they have within the industry especially when it comes to non-marking forklift tires. What are non-marking tires? I know prior to this discussion I had certainly seen the term on tires and within the industry but never really understood what it fully meant. Darren explains that simply they make no marks which are ideal when working in a warehouse or manufacturing environment to help keep the floors looking nice and clean. What is the more interesting part is what goes into making these tires? There are certain mixtures of rubber and chemicals that come together to make the ideal tire. Darren gets into detail about what these different mixtures can do and even how the percentage of natural rubber can have an impact on the durability of a non-marking tire on a forklift. One of the biggest questions I had was how can someone know what non-marking tire is right for their needs. Camso has done something very interesting in ensuring that all different levels of their tires have the same lifespan. Darren explains that they did this because the customer should be concerned about other factors like thermal performance which is the amount of heat the tire can withstand before falling apart. This is important to understand because the more intense the application the more heat will be generated into the tire. Michelin and Camso have developed a great tool to help identify what tire is best for you called Connect which can be found here. Additionally, they also have an intensity calculator to help you determine the thermal performance you need. Listen to the episode below and leave a comment about what you learned. The New Warehouse Podcast EP 184: What’s the Real Deal with Non-Marking Forklift Tires?
Caster Concepts launches maintenance-free Casters, delivering muscle to motor-powered handling
Caster Concepts Inc. has launched the 97 and 97 HD Series, a new line of maintenance-free casters that give manufacturers flexibility, easier cart movement, and battery power savings. The 97 and 97 HD casters easily maneuver around tight corners, reduce the drain on motor-powered platforms, and carry between 10,000 and 20,000 pounds per caster, respectively. They’re the newest muscle in motor-powered material handling. “Our 97 and 97 HD Series are a direct result of customer demand. Motor-powered material handling systems are trending, and these casters fit perfectly with what these systems aim to accomplish: moving heavier loads with less effort,” said Bill Dobbins, president and CEO of Caster Concepts Inc. The 97 HD Series was initially designed for the innovative Omni-Directional Drive system unveiled in 2020 by Conceptual Innovations, a Caster Concepts company. Engineers developed the ideal solution for moving heavier loads on automatic guided vehicles (AGV) without requiring a larger drive system or draining battery power. The casters feature an ergonomic swivel-on-swivel design popular on many Caster Concepts products, making them easier to pull and push. For people-powered lifts and carts, they reduce workplace injuries. For motor-powered systems, the 97 and 97 HD casters save battery life, reduce motor torque and allow for more precise forward/back movements with little vehicle sway. The launch of this new caster reaffirms Caster Concepts’ commitment to developing products to keep up with customers’ demands. “We’re happy to have our workforce at full capacity and producing needed materials for manufacturers across all industries. The AGV market is an area where we can showcase our expertise to help customers realize savings while increasing productivity,” Dobbins said.
Hamilton introduces all-new Endurance Caster Series
The New Endurance is intended for 24/7 continuous duty operation and mission-critical applications that can’t afford to fail If you’re familiar with industrial casters, you know that 3.5-inch to 5-inch-diameter casters are industry standard. Like Honda Civics, they are everywhere. When they fail, you can swap in new casters and keep the same hardware. But what about industrial casters that cannot fail—like ones that are mission-critical for aerospace, automotive, or other mission-critical application. Regular industry-standard casters are typically not designed to provide continuous fail-safe operation. Thanks to Hamilton’s all-new Endurance series, there is now an industry-standard-sized caster for just that. With a maximum load rating of 1000 pounds per caster, the new Endurance Series features the highest-rated industrial casters with the same critical dimensions as the industry’s highest-volume product class. Endurance is also the first and only industrial caster series designed with forged kingpinless construction and heat-treated raceways in such a small form factor. The forged steel construction is well-suited for applications that require 24/7 operation or for applications that are too critical to fail. The series features 3-1/2-inch, 4-inch, and 5-inch diameter wheels and the industry’s most popular 2-1/2-inch x 3-5/8-inch mounting plate. These wheel diameters, mounting plate, and overall height all match many popular brands. Endurance’s only dimensional difference lies in its wheel width and leg thickness. To achieve a higher load rating and durability, Endurance features two-inch-wide wheels and thicker legs (other brands have 1 1/4-inch-wide wheels). Smart buyers will pay a little more upfront for its premium construction and ultra-rugged design—then reap the savings in the long run while it runs and runs without breaking a sweat. Endurance is intentionally designed and over-engineered for applications where replacement is cost-prohibitive. The Endurance Series is offered in both single wheel, dual wheel, stainless steel, and high heat versions.
Myers Industries announces additional price increases
Myers Industries, Inc., a manufacturer of polymer products and distributor for the tire, wheel, and under-vehicle service industry, has announced additional price increases ranging between 9% and 12% effective April 1, 2021. The increases will be implemented across most of the Company’s portfolio of products in the Material Handling Segment, including those sold by Akro-Mils, Ameri-Kart, Buckhorn, Elkhart Plastics, Jamco Products, and Scepter. The price increases are in response to continued increases in raw material costs, primarily resin, and steel. The Company previously announced an 8% price increase effective March 1, 2021.
Myers Industries appoints Paul Johnson to Lead Distribution Segment
Brings 30 Years of Leadership Experience in the Automotive Industry Myers Industries, Inc., a manufacturer of polymer products and distributor for the tire, wheel, and under-vehicle service industry, today announced the appointment of Paul Johnson as Myers’ Business Vice President, Distribution Segment. Johnson will be responsible for leading Myers’ growing Distribution segment and will assume the role on March 15, 2021. “I am pleased to welcome Paul Johnson to Myers Industries. Paul has over 30 years of experience in the auto and automotive aftermarket industries. Paul’s deep understanding of the automotive distribution market will be critical to the success of the Distribution Segment,” said Mike McGaugh, President and Chief Executive Officer of Myers Industries. “I also wish to thank Chris DuPaul for his contributions to Myers and his leadership in building a strong foundation for our Distribution segment. While Chris is returning to his roots in the healthcare industry, we are grateful for his success in driving annual revenue growth and improved profitability within the segment.” “I am honored to join Myers Industries at such a critical time in the Company’s history,” said Johnson. “Myers’ mission to become an industry leader that is keenly focused on driving organic growth initiatives, as well as commercial and operational excellence, provides an exciting opportunity to leverage my automotive aftermarket experience to build on the success Chris and his team established in 2020.” Johnson brings significant sector-specific leadership and experience to Myers across finance, operations, and sales roles. Prior to joining Myers, Johnson was the President of International Brake Industries, a private-equity portfolio company specializing in brake-related components for the North American automotive aftermarket. He also held several sales and leadership positions at the NTN Corporation, Federal-Mogul Corporation, Boeing, as well as 19 years at General Motors. Johnson received his BS in Aeronautical and Astronautical Engineering from Purdue University and his MBA from the University of Michigan.
Myers Industries announces an 8% price increase due to raw costs rising rapidly
Myers Industries, Inc., a manufacturer of polymer products and distributor for the tire, wheel, and under-vehicle service industry, today announced an 8% price increase effective March 1, 2021 across a majority of its portfolio of products, including those sold by Akro-Mils, Ameri-Kart, Buckhorn, Elkhart Plastics, Jamco Products, Patch Rubber Company, and Scepter. The price increase is in response to rapidly rising raw material costs, primarily resin.
Innovation as a holistic process: The GRI Story
What does it mean for a specialist tire manufacturer to innovate? How can a company embed innovation into its DNA? As a leading producer of specialty tires, innovation goes far beyond the final product for GRI. “The future outlook for the specialty tire market is a robust one. New technologies, business agility, and innovations can yield vast opportunities for growth for players in the industry. While technology and innovation go hand in hand, it is important to remember that this is only one driver of innovation. Innovation is a holistic process that encompasses all parts of a business’s operations,” commented Dr. Mahesha Ranasoma, Chief Executive Officer – GRI. For GRI, innovation began at the outset of its journey setting a sturdy foundation to build on. Its mission was to produce tires that would challenge the best tire producers in the world. The company began by installing cutting-edge technology and equipment that was best in class. Some equipment was the first of its kind in Sri Lanka. And GRI expanded their R&D capabilities in both its factories, employing skilled personnel who were the best at what they do. These initial steps to incorporate innovation in its production and development have yielded results. GRI has focused innovation in designs and compounds, developing new tread patterns and advanced compounds that give a higher performance at the same costs. This has enabled GRI to serve customers better, creating a high demand for its products in both solid and pneumatic specialty tires, resulting in the expansion of both its factories. Agility in innovation can be seen in GRI’s ability to persistently add value to its customers. A recent development in its solid tires was a special tire with a wider footprint but the same weight and structure. GRI also worked collaboratively with its Japanese customer to produce a winter tire with a special compound and tread that functions in sub-zero temperatures. GRI also innovates through its processes and systems. Employees are encouraged to think out of the box and develop new ways of working to increase efficiency, find new ways of servicing their diverse clientele, and adding value at every stage. Innovation in sustainability is another driver at GRI. Sustainable business is at the heart of its operations. GRI is a global stakeholder actively adapting and aligning its practices and policies in accordance with UN Sustainability Development Goals and incorporating eco-friendly innovations across the board. Environmental sustainability and innovations in this regard are key thrusts throughout the GRI organization. When GRI initiates a development, it looks at whether it would reduce its carbon footprint and if it leads to a reduction in wastage and better recyclability. The company focuses on ensuring there is a reduction in the customer’s carbon footprint as well – energy consumption also decreases thanks to the use of GRI Tires. Even within GRI’s own manufacturing systems, it looks at energy efficiency. GRI’s innovation has a firm sustainability foundation. While natural rubber is a renewable commodity, in an industry where demand is disproportionately large, sustainability in sourcing is of foremost importance. GRI sources pure natural rubber from Sri Lankan farmers and plantations around the island nation. This natural rubber, which is sourced from smallholder rubber farmers in Sri Lanka to build GRI’s high-grade Agriculture Tires that are eventually fitted on the machinery of farmers across the world, creates a unique value chain that begins and ends from one farmer to another. GRI’s GREEN X circle highlights this unique linkage creating an end-to-end farmer eco-system between Sri Lankan rubber farmers who harvest natural rubber and the agricultural farmers worldwide who use tires made from this natural rubber. This is an example where creative thinking on innovation and sustainability connects in an end-to-end manner. GRI uses innovation to push different boundaries beyond the product. “Our focus is to develop products that function above-anticipated performance and are always made at the upper limits of performance and quality tolerance. This guarantees the utility value to the end-user beyond what they expect. It leads to our virtuous cycle of continuously increasing the customer’s value creation boundaries. Innovation is an everyday process of continuous improvement. We at GRI are proud to say that innovation is truly in our DNA,” said Dr. Mahesha Ranasoma.
GRI’s latest Specialty Tire Plant turns three
On January 25th, 2021, the GRI specialty tire production plant in Sri Lanka celebrated three years and many milestones. In January 2018 GRI embarked on a new chapter as they opened an advanced specialty tire production plant in Badalgama, Sri Lanka. In March 2018, GRI produced and shipped the first tires manufactured at this new plant. Producing high-grade pneumatic specialty tires for the agriculture, construction, and material handling industry was an entirely new chapter, technology, and market for GRI. Built on 10 acres of land, the first phase of the project was a 1.25 million sq. ft. plant with a capacity of 25 metric tons a day. It is the largest plant in Sri Lanka dedicated to making specialty tires and the first in Sri Lanka to produce Radial Agriculture tires. A special feature of the pneumatic plant is its ability to manufacture four different categories of specialty tires across a wide product range. The plant also remains the only one in Sri Lanka to produce Radial Agriculture tires. “The rapid growth of the new production plant has been a monumental achievement for GRI. We developed specifications, produced samples, tested extensively, and industrialized rapidly to build a comprehensive and compelling product portfolio. It was a massive exercise, from the beginning, for all involved. I am proud to say that today, we have industrialized and commercialized over 300 SKUs,” commented Mr. Ananda Caldera, Executive Director of GRI. Dr. Mahesha Ranasoma, CEO of GRI, stated that “GRI was able to go to market and win customer confidence with a brilliant product that offered great value to end-users. Today, we have more orders than our current capacity and therefore excited to embark on expanding our capacity to 100 metric tons a day. We will continue to increase our product range adding more sizes and launching new products but staying focused on specialty tires. Innovation is in our DNA. Our skilled engineers, researchers, and technical experts take GRI forward swiftly, covering all aspects of our products, production, and process innovation.” “I wish to extend my gratitude to all who worked hard to make this specialty tire plant a success within such a short time. I am grateful to our employees, our community, and our customers who believed in our ambition and our purpose to inspire greatness. GRI is relentlessly focused on taking high-grade Sri Lankan specialty tires to the world. We invite all to join our journey as we embrace opportunities in this generation to create possibilities for the next generation,” said Mr. Prabhash Subasinghe, Managing Director of GRI.
GRI Managing Director “2021: A Year to Build”
As we step into a new year, GRI Managing Director Mr. Prabhash Subasinghe reflects on 2020 and shares his thoughts and focus on 2021. When the Rubber Hits the Road: Building Resilience The world faced one of the most turbulent years in our lifetime last year. Many companies talk about being resilient, but this is put to test only when you go through a year like 2020. I am humbled and proud of how resilient we were as people, a company, and a country. Our fortitude drove the way we interacted with society and the way we managed our relationships with our stakeholders. GRI showed an incredible amount of resilience in all facets. In March 2020, a critical moment of truth dawned as we saw what was happening around the world, wondering how long we could survive. When I now reflect, I realize we not only survived but thrived. I am proud to state that we never closed our manufacturing plants, even during the two-month lockdown in Sri Lanka. We continued operations and served our customers due to the resilience we had built within GRI. I think we have been an exception to the rule, especially when we see many large companies in Sri Lanka and around the world struggle to maintain their footing. I think we have proven COVID-19 resilience in its truest form. From the way we connected internally and externally to uninterrupted business continuity, we worked hard towards an exceptional outcome in 2020. I am proud of TEAM GRI. And it has been a privilege to work with such an extraordinary and committed team. Lessons from 2020: Taking Stock We set out to survive the pandemic in 2020 but we thrived and had a better year than 2019. This is our remarkable story. The first thing we did was to prepare for the unexpected in advance. In January/February 2020, we were fortunate to foresee some of the worldwide disruptions that would ensue and worked swiftly to get ahead. We looked at everything from cash conservation, operational continuity, logistics, securing raw material, shipping orders, etc. We gathered the information required to make fast decisions and had contingency plans for every aspect of our operations that bring GRI’s products to life. The second aspect was the connectivity. GRI prides itself on close connections with our people and our customers, conducting business with a personal touch. This is very important to us and is a part of our success. We connect deeply with customers, spend time to understand their needs, and have built relationships that continue for decades. We adapted quickly to the new normal and sustained these connections with our customers. Surprisingly, we are now better connected than ever before due to technology but miss meeting in person. Connectivity with people and transparent culture is also a key part of our success and resilience last year. When most companies are still struggling due to circumstances beyond their control, the conditions in our ecosystem have been fortuitous. The resilience we built also helped us capitalize on these circumstances. Our goal during this crisis was a simple one – to get to the other side. We set out to survive but we ended up thriving. What’s Next? GRI is built on a foundation of growth, ambition, and dynamism. We are currently in our best position to grow, integrating vertically and horizontally. We primarily operate on a B2B model, however, we also have nine distribution & service companies in different parts of the world that run on a B2C model. We have diversified our business, growing from the material handling business to the agriculture and the construction tire business in 2018. The global agriculture tire market is a $10 billion business and GRI comes with a wealth of expertise and heritage. I would firmly say that the next decade is filled with growth opportunities for GRI. In 2021, we start with our second phase of production expansion and will increase the capacity of our new Radial Agriculture Tire Plant to 50 TPD. We will also look at expanding in new geographical areas in 2021 and widen our B2C business footprint worldwide. Sustainability continues to be an important part of our growth vision. I don’t think sustainability is a choice anymore for businesses. You need to understand its importance and build it into your business. If not, I do not think you have a future, and many don’t realize this. Or they don’t see the value or talk about sustainability as something superficial and not a way of life. Consumer behavior around the world is changing and no matter what 2021 brings, the importance of sustainability will only grow. Our GREENX circle, for instance, leans on Sri Lanka’s rich agricultural heritage that spans over 2500 years of sustainable agriculture and connects Sri Lankan farmers with farmers worldwide. Our manufacturing plants also keep sustainability at its core by minimizing waste, maximizing energy efficiency, and incorporating eco-friendly materials in production. In 2020, we were one of the first companies in Sri Lanka to introduce an eco-friendly solid tire into the world. 2021: A Year to Build We should consider ourselves fortunate. We got through 2020 – one of the worst economic times in the world – and emerged stronger. We need to be thankful that we have operated without disruption, that our employees are all with us and that our customers have the business. Our ecosystems have not just survived but grown in many ways. I think first, we need to be grateful because many people have not had a similar fortune. I see 2021 as a year of endurance and growth for GRI. Our sector has done well but we must look at the world and the global economy at large. Our hope for 2021 is that COVID-19 would end. However, the economic recovery and the aftershocks will take longer to overcome and have already left adverse effects on the world. It will take a few years to rebound to where we were in