SafetyFOCUS training geared for fast business impact
While some educational programs require time for participants to use what they have learned on the job, SafetyFOCUS from the American Society of Safety Professionals (ASSP) provides practical guidance that workplace safety and health professionals can immediately implement in their businesses. The upcoming immersive education experience is an ideal resource when the objective is to enact change quickly to help an organization prevent worker injuries, illnesses, and fatalities. The five-day SafetyFOCUS event will take place Oct. 24-28, offering courses in person in Columbia, MD, and online via ASSP’s Live Virtual Classroom. SafetyFOCUS is ASSP’s second-largest annual education event, which has now been expanded to twice a year. Participants will learn from 22 industry experts who will present courses in full-day formats on a broad range of workplace safety and health topics. Courses will focus on business and leadership skills, certification preparation, risk assessment and management, safety management systems, and comprehensive worker well-being. “Whether a safety professional only attends one course for one day or several courses throughout the week, they will gain practical knowledge and skills to help them improve their organizations right away,” said ASSP President Christine Sullivan, CSP, ARM. “It’s a unique opportunity to create a learning schedule that works for you while meeting your specific safety and health education needs.” Continuing education units (CEUs) are awarded for each course to help attendees maintain a range of professional certifications. Those who register for a full week of courses in person or online can earn up to 3.5 CEUs. Participants will also expand their networks by engaging with other professionals who aim to solve similar occupational safety and health issues. Groups from the same company can save on registration by contacting ASSP’s Nancy O’Toole at 847.768.3466 or notoole@assp.org. ASSP members receive discounts on all the Society’s education, training, and workplace safety standards. As part of ASSP’s commitment to protecting the safety and health of everyone at the training facility in Maryland, on-site safety and health protocols require in-person attendees to provide proof of full vaccination or a negative COVID-19 test within 48 hours of arrival on their first day. Stay informed of the latest SafetyFOCUS news and safety and health protocols at SafetyFOCUS.assp.org.
September 2022 Logistics Manager’s Index Report®
LMI® at 61.4, Growth is INCREASING AT AN INCREASING RATE for Inventory Levels, Inventory Costs, Warehousing Utilization, Warehousing Prices, Transportation Capacity, and Transportation Utilization Growth is INCREASING AT A DECREASING RATE for NOTHING. Warehousing Capacity and Transportation Prices are CONTRACTING. The Logistics Managers’ Index reads in at 61.4 in September, up (+1.7) from August’s reading of 59.7, and marking a return to the ’60s after a one-month detour into the ’50s. in August, down (-1.0) from July’s reading of 60.7. The sustained growth in the logistics industry continues to be fueled by high levels of inventory and the associated levels of cost and utilization associated with holding them. On the other hand, transportation metrics continue their slowed pace, reaching the second highest level of capacity growth, and the third fastest rate of price contraction in the history of the index. Interestingly, Transportation Utilization is the outlier here, as both utilization metrics in the index were up significantly in September. Essentially, it seems that inventory has been moved early and is ready to go for Q4. The question now is whether it will start moving soon, or if systems will remain clogged through the rest of 2022. Researchers at Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, and in conjunction with the Council of Supply Chain Management Professionals (CSCMP) issued this report today. Results Overview The LMI score is a combination of eight unique components that make up the logistics industry, including inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50.0 indicates that logistics is expanding; a reading below 50.0 is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in September 2022. Overall, the LMI is up (+1.7) from August’s reading of 59.7. Every metric other than Transportation Prices and Warehousing Capacity is growing at a faster rate this month, pointing to some potential bounce-back potential in the logistics industry. “It was the best of times, it was the worst of times”. This is the opening quote of Charles Dickens’ The Tale of Two Cities, but in September 2022 this could also be applied to the LMI, and the massive differences we see between our Warehousing and Transportation metrics. Transportation continues its slump, while Warehousing is chugging along at the same breakneck pace we have observed for much of this post-pandemic recovery period. Much of this confusion can be attributed to the high levels of inventory that continue to permeate global supply chains. Inventory Levels are up (+4.4) to 71.9 – which as a value over 70.0 we would classify as a significant rate of expansion. Inventories have been high all through 2022, largely due to goods that were late arriving due to supply chain congestion, a shift in consumer spending towards services, and high levels of inflation. The August rate of inflation in the U.S. was higher than expected, with core inflation up 4.9% on a year-over-year basis. Headline inflation was curbed by falling fuel prices, increasing only 0.3% over the same period[1]. Dow industrials officially fell into bear market territory in the final week of September, as investors continue to grow nervous due to burgeoning interest rates and slipping consumer sentiment. This dip has led multiple experts and company executives to worry that the Fed’s current plans are too “aggressive” and may end up pushing the economy until it “breaks”[2]. At the same time, Bloomberg predicts that the U.S. jobs report coming out at the end of this week will show that payrolls increased by approximately 250,000 jobs, keeping unemployment at 3.7%, just off the 50-year low reached this summer[3]. This rosy picture is at least partially due to the five-month low in weekly jobless claims observed in the last week of September as firms began bulking up for Q4[4]. The glut of inventory and lack of space continues to drive Inventory Costs up (+0.4) with that metric reading in at 77.2 in September. It is not only finished goods clogging the systems, work-in-process (WIP) inventory continues to bedevil supply chains. At the end of September Ford reported 40,000 to 45,000 vehicles that could not be delivered due to missing components ranging from chips and semiconductors (the old standbys of missing components) to the blue oval plate bearing the “Ford” insignia. Auto sales have increased through 2022 (up 27% in August for Ford), and some executives are hopeful that the increase will continue into Q4 if there is more high-end inventory available[5]. Despite grim economic outlooks in some corners, U.S. consumers remain resilient, with spending up in August by 0.4 percent on a seasonally adjusted basis. This shift back towards growth comes after the slight dip (-0.2% year-over-year) we observed in July. There is some evidence that the decline in gas prices, along with the continued strength in the labor market has provided a boon to consumers. However, this spending growth can primarily be attributed to essentials like rent and food, with fewer dollars being spent on goods – causing inventories to continue to accumulate[6]. In response to high inventories and muted spending, Firms like Target and Walmart have very publicly marked down goods as part of their strategy to work through excess inventories quickly. Interestingly, this is putting pressure on smaller retailers who do not have excess inventory to run promotions as well as to stay competitive in the slowing retail environment. For instance, UBS Group reports that apparel and footwear retailers offered a discount of 16% on average in August – regardless of inventory levels[7]. Much of this idle inventory is currently sitting in warehouses. Warehousing Capacity read in at 44.3 in September. This is up (+2.1) from August’s reading of 42.2 but still well into contraction territory. This is the 25th consecutive month of contraction for this metric, highlighting the continued difficulty firms
WIT Index shows prevalence of Diversity and Inclusion policies in the transportation industry
Workplace cultures that are strong in diversity, inclusion, and belonging have been linked to increased productivity, according to the 2022 WIT Index. For the first time in its history, the 2022 WIT Index asked participants if their company has a formal Diversity & Inclusion (D&I) policy. Approximately 45.5 percent of companies confirmed that their organization has a formal policy, while 31 percent say their company currently does not have a formal policy in place. Approximately 18 percent confirmed that their company is currently in the process of developing a formal D&I policy. The percentage of leaders in corporations in the commercial freight transportation industry continues to increase, according to new data highlighted in the WIT Index, which was just released by the Women In Trucking Association (WIT). The WIT Index is the official industry barometer to benchmark and measures each year the percentage of women who make up critical roles in transportation. The 2022 WIT Index shows that 33.8 percent of C-suite executives in transportation companies are women, an increase of 1.5 percent since 2019 when the last WIT Index was measured. In addition, the 2022 WIT Index shows that 39.6 percent of company leaders are female. “Company leaders” are defined as someone with supervisory responsibilities and include executives within the C-suite. “It wasn’t that long ago that carriers didn’t even know what percentage of their drivers were female, but now we’re moving beyond that to attract and retain an even more diverse workforce to include age, ethnicity, and other categories in addition to gender,” said Ellen Voie, WIT president and CEO. “The fact that so many companies in transportation have formal D&I policies in place speaks volumes to the importance organizations in this market vertical are placing on gender diversity and inclusion.” Initiated in 2016, the WIT Index is comprised of average percentages of females in various roles that are reported by companies in transportation, including predominantly for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. This data was confidentially gathered from January through April of 2022 from 180 participating companies and percentages are reported only as aggregate totals of respondents.
EEOC sues Tractor Supply Company for Disability Discrimination
Employer disclosed Employee’s Confidential Medical Information, Harassed Her, Retaliated against Her, and fired Her for Complaining, Federal Agency Charges Hattiesburg, Mississippi-based Tractor Supply Company violated federal law and the civil rights of an employee with a disability when it publicized her confidential medical information, subjected her to a hostile work environment, disciplined her without justification, and ultimately fired her, the U.S. Equal Employment Opportunity Commission (EEOC) charged in a lawsuit filed yesterday. The employee was born with a human immunodeficiency virus (HIV) infection, which is a disability under the Americans with Disabilities Act (ADA). According to the EEOC’s lawsuit, Tractor Supply Company learned about the employee’s disability because its Laurel, Mississippi store manager persistently questioned her to explain why she could not work a certain shift, which conflicted with a prescheduled medical appointment for her disability. The repeated questioning forced the employee to disclose her confidential medical information. The company publicized the employee’s disability to co-workers and customers in the company’s Hattiesburg store to which the employee had recently been promoted, who then harassed the employee because of her condition. When the employee complained about this harassment and the disclosure of her confidential medication information, the company disciplined her without justification and ultimately fired her. Such alleged conduct violates the Americans with Disabilities Act (ADA), which prohibits: the disclosure of an employee’s confidential medical information; discrimination against individuals with a disability; subjecting an individual to a hostile work environment because of their disability; and retaliation against an employee who opposes unlawful conduct. The EEOC filed suit (EEOC v. Tractor Supply Company, Case No. 2:22-cv-00131-KS-MTP) in U.S. District Court for the Southern District of Mississippi after its Jackson Area Office completed an investiga¬tion and first attempted to reach a pre-litigation settlement through its voluntary conciliation process. The EEOC seeks monetary damages for the victim, including back pay, compensatory and punitive damages, and injunctive relief against the company to prevent such unlawful conduct in the future. “An employee should be able to trust that their employer will protect the privacy of their confidential medical information,” said EEOC Birmingham District Director Bradley Anderson. “They should also be able to work without worrying about whether they will be harassed because of their disability. That’s what the ADA requires, and the EEOC is committed to forcing these important protections under the law.” “Tractor Supply Company created and maintained a hostile work environment for this employee by publicizing her private medical information and then failing to address the harassment this generated,” said Marsha Rucker, regional attorney for the EEOC’s Birmingham District. “Rather than protect this employee from harassment, the company fired her. This is unlawful under the ADA, and the EEOC will hold any employer accountable when it violates this crucial federal law.” Tractor Supply Company describes itself as the nation’s largest rural lifestyle retailer. It employs nearly 50,000 individuals across 49 states. For more information on disability discrimination, please visit https://www.eeoc.gov/disability-discrimination. The EEOC’s Birmingham District consists of Alabama, Mississippi (except 17 northern counties), and the Florida Panhandle. The EEOC advances opportunity in the workplace by enforcing federal laws prohibiting employment discrimination. More information is available at www.eeoc.gov. Stay connected with the latest EEOC news by subscribing to our email updates.
Staffing employment grows after Labor Day holiday
7.6% growth Year-Over-Year in September Staffing employment grew in the week of Sept. 12–18, rising 1.4% to a rounded value of 106 and setting a new record high for the month of September. Several staffing companies mentioned a recent holiday as a barrier preventing further growth. Staffing jobs were up 5.6% from the same week last year. New starts bounced back in the 37th week of the year after a sharp holiday-driven decline, rising 8.8% from the prior week. More than four in 10 staffing companies (45%) reported gains in new assignments week-to-week. The ASA Staffing Index four-week moving average edged down from the prior week but held at a rounded value of 106, as temporary and contract staffing employment for the four weeks ending Sept. 18 was 7.6% higher than the same period in 2021. “Staffing employment remains strong despite a holiday dip in September,” said Tim Hulley, ASA assistant director of research. This week, containing the 12th day of the month will be used in the September monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Oct. 7. 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.
Percentage of Female Human Resources Professionals in transportation at all-time high
New Data by Women In Trucking’s WIT Index Shows Predominance of Women in human resources and talent management roles The percentage of female professionals in human resources and talent management roles within the commercial freight transportation industry has reached an all-time high, according to new data highlighted in the WIT Index, which was just released by the Women In Trucking Association (WIT). The WIT Index is the official industry barometer to benchmark and measure each year the percentage of women who make up critical roles in transportation. The 2022 WIT Index shows that 74.9 percent of human resources and talent management roles in transportation companies are women. In addition, the 2022 WIT Index finds that approximately 49 percent of respondents report that 90 percent or more of professionals in their HR/Talent Management positions are women. Another 34 percent say that between 50 and 90 percent of HR/Talent Management professionals are women. Approximately 11 percent report that women comprise 10 to 50 percent of HR/Talent Management roles, while 6 percent report having no women in HR-related roles. Traditionally, human resources (HR) and talent management disciplines have been long perceived as a female-oriented profession, primarily because of the skill sets requirement in the field, according to Ellen Voie, WIT’s president and CEO. Women are typically more skilled in this area because they are commonly considered to have a better Emotional Intelligence (EI) score than men. Critical skills in this discipline that are more commonly held by women include multitasking, leadership, planning, communication, and human relations skills. “Women have always been visible in the areas of human resources and talent management, but we want to see these figures increase as more women find careers in the transportation industry,” said Voie. Initiated in 2016, the WIT Index is comprised of average percentages of females in various roles that are reported by companies in transportation, including predominantly for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. This data was confidentially gathered from January through April of 2022 from 180 participating companies and percentages are reported only as aggregate totals of respondents. Along with its traditional benchmark percentages among HR/talent management, leadership, and professional drivers in commercial freight transportation, WIT this year has expanded its collection on the percentage of women to include operations, technicians, sales and marketing. For more information on the WIT Index and to download a full executive summary of the 2022 WIT Index findings, visit https://www.womenintrucking.org/index.
ASSP Foundation receives second grant to advance workplace safety
The American Society of Safety Professionals (ASSP) Foundation has received a second Susan Harwood education and training grant for $159,967 from the U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA), directly supporting the ASSP Foundation’s development of free workplace safety and health instructional materials on combatting infectious disease. “Earning federal grants confirms the need in the greater community for new resources designed to help safety and health professionals better protect workers in all industries,” said ASSP Foundation Chair Trish Ennis, CSP, ARM, CRIS. “The creation of programs through these grants shows our commitment to doing even more for the occupational safety and health community.” This year’s OSHA grant distribution will enable nonprofit organizations to assist employers in identifying infectious disease hazards – including coronavirus – and implementing preventive measures to maintain safe workplaces. The ASSP Foundation will use the grant to produce live virtual instruction on infectious diseases and pandemic preparedness and response for businesses with 250 or fewer employees. OSHA awards Harwood grants annually to nonprofits that develop training programs for small-business employers and underserved vulnerable workers in high-hazard industries. Last year, the ASSP Foundation was awarded a $74,960 Harwood grant to create free training materials on personal protective equipment (PPE) designed to prevent falls from height. Three education modules developed under the grant aim to assist construction, demolition, and material handling companies increase the proper use of PPE. A pilot training program recently took place with 30 at-risk workers, demonstrating full-body harnesses, self-retracting devices, anchorage connectors, and other elements of fall arrest and restraint systems. Working at height is inherently hazardous, exposing workers to significant risks that range from falls from roofs, scaffolding, and ladders to slips through floor and roof openings. Above-ground work such as window washing and tree trimming remains a leading cause of injuries and OSHA citations. “Access to cost-effective and high-caliber PPE training has been an ongoing concern for employees and small businesses,” Ennis said. “Our Foundation is now helping to fill that void.” Chartered in 1990, the ASSP Foundation is the charitable arm of ASSP that has invested more than $5 million to improve occupational safety and health. Programs are solely supported by federal grants and charitable donations from the ASSP community and corporations motivated to advance the profession. Stay informed of the ASSP Foundation’s latest initiatives and find out how to support its programs by visiting www.assp.org/foundation.
Why do we continually allow sandbagging to happen?
Sandbagging is a strategy of lowering the expectations of a company or an individual’s strengths and core competencies in order to produce relatively greater-than-anticipated results. Unlike Quiet Quitting, which focuses on stopping the completion of any tasks not explicitly stated in the job description, Sandbagging fundamentally drags down overall company performance. We’ve all seen it, experienced it, or maybe have done it ourselves. But why does Sandbagging happen, and why do we allow it to occur? There are a few behavioral reasons, beginning with what we let happen. We let employees hide behind technology. We let people hide behind their incompetence. We let bosses ignore their direct reports. We let managers hide one of the biggest parts of their job — engaging employees — under HR. We let this happen because often, people don’t want to deal with confrontation and uncomfortable discussions. However, even worse, we do this because we don’t know it’s happening. Executives fundamentally operate at 50,000 feet. They need to stay focused on big-picture issues, while middle managers deal with the day-to-day, ground-level execution of strategies. However, middle managers are often burdened with three things: 1. A lack of experience, motivation, talent, and training to help their employees improve. Managers often were promoted because they were good at their job, but this doesn’t mean they are good at helping other people do their job. In addition, Managers placed in roles based on their managerial experience often don’t know enough about the nuts and bolts of the job their teams are implementing to provide effective insight or guidance. 2. Their own “job”. Many Managers today are working managers, with duties and responsibilities to deliver outside of working with their staff to advance the organization’s efforts. If you have your own job that your performance is judged on, why spend time with the rest of the team? I’ve written more on this here. 3. Too much “stuff” and not enough “time”. Managers in lean operations frequently are under-resourced but have the same pressure of timely delivery as other departments which are fully resourced. However, because of items #1 and #2, these Managers can’t identify ways to create more “time” and eliminate unnecessary “stuff”. For example, I had a direct report whose job was to maintain 3,000+ documents. Almost nothing was ever fully up to date and always in a state of flux. Until I examined the issue in-depth, were we able to change the workflow and automate aspects of the process to free up 85% of her time? If managers don’t have time for problem-solving, nothing will change. So, what happens? Employees who aren’t coached by an effective and engaged manager, who understands their job and can provide applicable resources, solutions, and opportunities for failure and learning, start retreating to safe zones. They start to learn the game, and how to manipulate it to protect their job and comfort level. If the manager allows months of email chains without taking accelerated action, then that’s the way to avoid following through on something that is difficult or uncomfortable. Or holding back on starting a new initiative until it’s been reiterated six times because they’ve learned anything less than that the initiative is likely to be scrapped before it starts. Or approaching a problem or challenge with the least effort solution because the manager doesn’t understand the technology and won’t ask tough questions. All the while, perceived productivity remains high, and the managers are oblivious to all of the sandbagging happening. If managers spend most of their managerial time either (a) in meetings or on calls or (b) doing the exact same stuff they did before they were a manager, that’s not an effective use of that resource. Then the burden falls on executives to push harder, escalate things quicker and set clear priorities. But that means, only those things get done. The operational sandbagging will continue despite this, and as more and more initiatives get added to the pile, the problem just gets worse. We can do better. From the hundreds of employee surveys and interviews we’ve conducted, there are many reasons “why our workplace sucks”, but you don’t get too far down the list before you find, “We let managers hide behind basically every conceivable thing as opposed to asking them to do the primary responsibilities of their job.” Allowing employees to constantly hide and run from everything, including real conversations that need to be had, doesn’t help anything about the culture and productivity of the organization. This requires executives to set the tone on behaviors they’d like to see in the organization, by coaching, guiding, and engaging their direct reports beyond the superficial status update. It requires allowing their leaders to fail and learn without repercussions. It requires eliminating the litany of random initiatives and activities piled on daily, and instead ensuring focus on what’s most important. It requires making their job one of 100% improving their employees and their performance. It requires having tough conversations and identifying new, innovative, unexplored ways to solve problems. Yes, this means you, executives. Most of all, it requires being involved and highly engaged with people. If you have no honest and clear transparency to the inner workings of how your company runs and how the proverbial “sausage” gets made, you’ll never know how much Sandbagging is killing your productivity and profitability. About the Author: Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of The Customer Mission: Why it’s time to cut the $*&% and get back to the business of understanding customers, No Disruptions: The future for mid-market manufacturing, and her upcoming book, What To Ask, coming in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine,
American Logistics Aid Network activates for Hurricane Ian
As Hurricane Ian intensifies, the American Logistics Aid Network (ALAN) is urging Florida and Gulf Coast residents to prepare – and asking members of the logistics community who aren’t located near the storm’s path to be ready to help. “Over the next few days Hurricane Ian has the potential to deliver high winds, strong rains, and a significant storm surge across many parts of Florida,” said Kathy Fulton, ALAN’s Executive Director. “We are mobilizing accordingly.” Late last week, ALAN began what Fulton calls the preparedness stage of the disaster relief organization’s storm activation, which includes: Providing pre-storm information about the storm’s latest path and supply chain impacts via its Supply Chain Intelligence Center, which can be accessed for free at www.alanaid.org/map. Updating ALAN’s Disaster Micro-site with helpful links for those who are located in Hurricane Ian’s cone of concern. That site is also where ALAN will share any specific requests for logistics assistance that it receives as a result of the storm. Checking in with members of the non-profit and disaster relief community to find out what resources they anticipate needing Working closely with government and industry officials to share critical disaster and supply chain information ALAN’s response relief efforts – which include fielding and filling specific requests for logistics help – will commence later this week if the storm’s strength and path continue as predicted. “Most of our requests for assistance arrive after a hurricane or tropical storm has hit,” said Fulton. “That’s because each storm winds up having very different outcomes and pain points. And you really can’t predict what those will be – and where relief organizations will require supply chain assistance the most – until after the storm has moved through.” As always, Fulton said that ALAN hopes these measures will prove to be merely precautionary. “Over the years we’ve seen some potentially catastrophic hurricanes that have turned into relatively minor events while others have morphed into far more deadly and destructive events than expected,” she said. “We are praying that Hurricane Ian will turn out to be the former. However, if it isn’t, we want people to remember that ALAN is here to help – and to do everything in their power to keep themselves and their loved ones safe.”
Westland and ARA partner to offer Canadian ARA members commercial insurance package
Surrey, BC/Territories of the Coast Salish (Kwantlen, Katzie, Semiahmoo, Tsawwassen first nation) Territory – Westland Insurance Group (Westland) and the American Rental Association (ARA) announced today an exclusive partnership to deliver insurance solutions to ARA members across Canada. Westland and ARA offer a commercial insurance package that includes liability, property (building, stock, and equipment), contractors’ equipment that is rented or sold, and cyber insurance. “Westland is excited to work with ARA to bring this comprehensive commercial insurance package to Canadian ARA members,” says Donna Barclay, EVP, Commercial and Specialty at Westland Insurance. “Our exclusive partnership means Canadian ARA members now have access to uniquely specialized insurance protection to complement education, business resources, news, and research insights designed for the equipment and event rental industry. Tony Conant, ARA CEO, says, “We’re really happy to have found a partner like Westland Insurance that will set our Canadian members up for success. Westland understands the complexities of rental and why insurance is so crucial to business operations. We’re excited to work with them and serve our members in all provinces.” This package is now available to ARA members across Canada and more information can be found on the ARA website – click here.
Staffing employment grows in second quarter
Year-to-Year Employment Up 6.0% U.S. staffing companies employed an average of 2.8 million temporary and contract workers per week in the second quarter of 2022 according to data released today by the American Staffing Association. Staffing employment and sales typically rise in the second quarter following the first quarter seasonal dip. The industry has returned to this trend after deviating last year, with staffing jobs growing 1.4% quarter-to-quarter, while temporary and contract staffing sales grew 2.7%. On a year-to-year basis, temporary and contract staffing employment rose 6.0% in the second quarter of 2022 from the same period in 2021. Staffing sales totaled $38.4 billion in the second quarter, a 9.7% increase year-to-year. “Businesses are increasingly turning to staffing and recruiting firms to help meet their needs both for a flexible workforce and for permanent workers,” said Richard Wahlquist, ASA president and chief executive officer. “At the same time, the staffing industry is playing a critically important role in connecting people with employment opportunities that align with their needs and help them to advance their careers in the changing world of work. Staffing companies are optimistic about the next few months, expecting their third-quarter revenue to grow 11% year-to-year and anticipating an expansion of 12% for the full year of 2022 compared with 2021. To learn more about the quarterly ASA Staffing Employment and Sales Survey, visit americanstaffing.net/quarterly-survey, or follow ASA Research on Twitter.
Federal Reserve Board raises interest rates as inflation soars
The National Association of Wholesaler-Distributors (NAW), which is the voice of the 7.4 trillion-dollar wholesale distribution industry, which employs more than 5 million US workers, issued the following statement today in response to the Federal Reserve Board’s announcement that it is once again raising interest rates by 75 basis points to curb inflation. “The Federal Reserve Board is raising interest rates once again to combat rising inflation caused by increased government spending. Despite previous rate increases by the Fed this year, inflation was still 8.3% in August. Misguided laws such as the Inflation Reduction Act will actually increase inflation through 2024. Hardworking American families and businesses feel the pinch, and many are reaching their breaking point as their reserves dry up, access to credit and credit products diminishes, interest rates skyrocket, the housing marketing slows, and the government continues to irresponsibly spend taxpayer dollars. The increase in feckless government spending is raising rates and driving up inflation while sending the country into a recession, an energy crisis, and financial insecurity for everyday Americans – all with no accountability and no end in sight. Every day our government expects Americans to live responsibly, pay their bills, balance their checkbooks, and trust our leaders to do what is best. But those government leaders are progressively more about ‘spending and spinning,’ less about substance and stability,” concluded NAW CEO Eric Hoplin. NAW is one of America’s leading trade associations, representing the $7.4 trillion wholesale- distribution industry. Founded in 1946, NAW is comprised of national, regional, and state employers of all sizes, industry trade associations, partners, and stakeholders spanning all sectors of distribution. Our industry employs more than 5 million workers throughout the United States and accounts for 1/3 of the U.S. GDP. There are 35,000 wholesale distribution companies that operate nearly 150,000 places of business across North America, including all 50 states. NAW’s mission is to deliver world-class programs and services, designed to help the most dynamic companies in wholesale distribution succeed. Our programming is tailored for the CEOs, senior executives, and rising leaders at our member companies and associations. Members engage with NAW through our offerings in Thought Leadership, Networking, Executive Education, Benchmarking/Research, Shared Resourcing. Partnerships, Government Relations, and Public Affairs.
ALAN announces 2022 Humanitarian Logistics Awards winners
The American Logistics Aid Network (ALAN) has announced the 2022 winners of its Humanitarian Logistics Awards. “Today we’re honored to recognize a few of the people and businesses that have been a beacon of hope during disasters like the recent flooding in Kentucky, COVID-19, and the conflict in Ukraine,” said ALAN Executive Director Kathy Fulton. “Their combined efforts have raised millions of dollars for disaster survivors – and inspired comparable donations of warehousing space, transportation services, and building supplies.” This year’s recipients include: Fleet Advantage, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award GAF, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award GP Transco, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award SEKO Logistics, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award Vector Global Logistics, which received ALAN’s Outstanding Contribution To Disaster Relief Efforts Award And Professor Maria Besiou of Kühne Logistics University, who received ALAN’s Research and Academic Contribution Award. Fleet Advantage received its award for creating its Kids Around The Corner Foundation, which volunteers and donates a portion of the company’s profits to various children’s causes such as the First Responders Children’s Foundation, the Jacksonville School for Autism, and Truckers Final Mile. GAF was honored for the company’s donation of a 60,000-square-foot warehouse rent-free to non-profit partner Good360, establishing a new community redistribution center to provide rapid disaster relief support throughout the Gulf region. This collaboration is part of GAF’s social impact initiative, GAF Community Matters. GP Transco received its honor for creating Trucking & Logistics Professionals for Ukraine (tlpu.net), a non-profit organization that has raised more than $2 million for Ukrainian relief efforts. SEKO Logistics merited its award for launching SEKO Cares, an initiative that has provided more than $500,000 worth of PPE and other support for frontline responders during COVID-19, supplied over $150,000 in donated transportation services for medical, food, and other goods into Ukraine, and helped raise an additional $200,000 to support organizations providing ongoing relief around Ukraine. Vector Global Logistics received its award for the many products and in-kind transportation donations it has coordinated on behalf of Ukrainian relief – and for raising awareness of the needs of Ukrainian refugees via its Leveraging Logistics For Ukraine open working sessions and its Logistics With Purpose® podcasts. Prof. Besiou was lauded for the 13-plus years she has spent engaging in humanitarian logistics research as well as the thought leadership she has contributed to causes such as the Global Logistics Cluster. As the Academic Director of the KLU and HELP Logistics Joint Center for Humanitarian Logistics and Regional Development (CHORD), she also has spent a decade teaching one of the only graduate-level courses on humanitarian logistics. “These outstanding honorees are living, breathing examples of what selfless logistics is all about,” Fulton said. “We’re truly in awe of the wonderful work they have done, and we are proud to recognize them today.”
AMT’s COO Craig Salvalaggio to present at A3’s International Robot Safety Conference
Applied Manufacturing Technologies COO Craig Salvalaggio will present “The Important Role of System Integrators in Robot Safety” at the International Robot Safety Conference (IRSC) hosted by Association for Advancing Automation (A3) on September 28, 2022, in Columbus, Ohio. Applied Manufacturing Technologies (AMT) has announced Craig Salvalaggio will present in person at the 2022 International Robot Safety Conference (IRSC) in Columbus, Ohio. Salvalaggio’s presentation, entitled “The Important Role of System Integrators in Robot Safety,” takes place on Wednesday, September 28, 2022, at 8:30 am ET. The presentation educates end users on key criteria for choosing a robotic system integrator partner to ensure project success and covers the RIA Certified Integrator Program, the end user’s perspective, standards, risk assessments, and more. The presentation is based on Salvalaggio’s foundational eBook, “The End User’s System Integrator Selection Guide.” “I am excited to present again at the International Robot Safety Conference on this popular topic,” said Salvalaggio. “Attendees will learn the right questions to ask and how to navigate the selection of a system integrator to have a productive relationship.” The IRSC will be in person for the first time since 2019. The conference will examine key issues in robot safety and provide an in-depth overview of current industry standards and best practices. For more information or to register, visit the IRSC website. A FANUC Authorized System Integrator and three-time winner of the FANUC Sales Growth Award, AMT offers full-service systems integration, specializing in end-of-line solutions, complex material handling systems, and engineering support such as turnkey industrial controls, robotic programming, and automation consulting. Bringing together best-in-class technologies and custom automation, AMT provides high-quality, cost-effective automation solutions. The company’s solutions have benefited manufacturers in automotive, aerospace, medical, alternative energy, fabricated metal, industrial machinery, rubber and plastics, food and beverage, and many other industries.
Hidden Cost of Variability
It is an honor to be the newest Aftermarket columnist for Material Handling Wholesaler. When Dave reached out to inform me that I was among those he was endorsing for this opportunity, I was anxious and a bit sorrowful at the same time. Sorrowful because I looked forward to reading Dave’s article every month as the knowledge he shared has always been an invaluable source of information for me. Anxious because I looked forward to the opportunity to talk with Dean Millius to discuss my experience and current role in this industry and how it would be a great fit for me to follow in Dave’s footsteps. I have been in the material handling industry for 15-plus years, having held various roles such as service manager, quality assurance manager, and business development manager. I got my start at a lift truck dealership that represented multiple OEM lines; starting out as a management trainee, I was fortunate to learn the various facets of the many departments within a dealership. Operational processes such as damage and overtime billing in the rental department, service dispatch, billable hours and lost time, PM programs, to even looking at parts diagrams the ‘old school’ way on microfiche machines. I have seen first-hand the evolution of the modern lift truck dealership and independent service provider as they look to be a full solutions provider for all of the needs of their customers. In my current role, I get the opportunity to visit and meet with many of these dealers and manufacturers in the material handling market and other equipment markets such as rental companies and construction/earthmoving dealerships. I hope to deliver valuable and current content each month as it relates to the aftermarket. I also would welcome comments about topics, challenges, etc. that you are facing. Enough about me let us dive into this article. Each year I look forward to reading the latest material handling business trends that MHEDA publishes. When their 2023 trends were published, to nobody’s surprise, the topic of supply chain challenges continues to be at the forefront of discussion as an obstacle to growth even as we approach three years from the start of the COVID pandemic and the start of chaos in the supply chain. I think we have all become experts on the current state of the supply chain and its impact on not only your business but its impact on everyday life consumer goods. There have been countless articles and industry publications on this topic over the past few years, so although the topic is not a new one, I wanted to touch on a few points from my perspective of where we are at in the current chaos of the supply chain. Inventory Lead Times When lead times for your replacement parts inventory are unpredictable, you either have to take on the cost of carrying extra inventory or the cost of failure to meet customer expectations. The current variability creates challenges in scheduling your technician’s time. Some of your suppliers used to be able to provide next-day shipping or local same-day pickup. Weekly stock orders used to arrive on the same day as clockwork. All of these conveniences we used to take for granted have become unknown variables. If you lose that service job or counter sale of that one customer to your competitor, have you now lost that customer to your competitor for good? Unfortunately, this scenario is a question that dealers face now more than ever. While the material handling industry is primarily B2B, those customers increasingly expect B2C convenience and customer experience. The ability to complete a same-day fix has become not a differentiator but rather an expectation of customers. One option is to invest more cash into your parts inventory or you risk losing those service jobs, or parts counter sales to your competitors. While you cannot control the ports, railyards, truck drivers, or carriers, you can control the amount of inventory you choose to keep on hand, the amount of inventory you keep on your service van, and the visibility of your service scheduling to when and whether your service technician can complete a service job. Departmental Synergies I am always amazed when I am at a dealership and see rental, sales, and parts departments operate independently of each other when it comes to ordering products, parts, accessories, equipment, etc. All of these departments are struggling with the same supply chain chaos, yet seem to go at it on their own. The new equipment sales department is battling long lead times for new equipment from their OEMs. Some dealerships had already begun to sell conveyors, warehouse storage, sortation systems, and other integrated automation systems before the supply chain became a challenge. Therefore, some dealerships already have a dedicated department and sales staff to sell this type of product. If not, this is definitely a category of products to explore if your dealer has not already shifted to being a full solutions provider. If your dealership already has its own division for this type of product, what else can the new equipment salespeople sell? One solution is if there is no dedicated parts and service sales team, they can shift their focus to selling parts and service. Do they know all of the offerings that their parts department’s suppliers offer? Depending on how your commission structures are set up, it may be a good idea to introduce the sales coordinators and new equipment sales staff to some of these suppliers. Commodities and specialty products like pallet trucks, attachments, safety items, PPE, etc. are common items that new equipment sales departments are not aware that parts departments have sources for too. Without a product to sell, you may run the risk of losing your salespeople. Many dealerships I visit tend to have a dedicated rental department and rental manager that make the parts and service decisions for their fleet of rental equipment. In my experience, many rental departments operate with their own dedicated service
Industrial Manufacturing shows weak growth in August 2022 with 140 new planned projects
SalesLeads announced the August 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 140 new projects in the Industrial Manufacturing sector down from 156 in July. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 125 New Projects Distribution and Industrial Warehouse – 41 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 55 New Projects Expansion – 54 New Projects Renovations/Equipment Upgrades – 35 New Projects Plant Closings – 11 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Texas – 13 North Carolina – 11 Michigan – 10 New York – 8 Ohio – 8 Wisconsin – 7 Pennsylvania – 6 Alabama – 5 California – 5 Minnesota- 5 Largest Planned Project During the month of August, our research team identified 19 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Honda Motor Company, which is planning to invest $4 billion in the construction of an EV battery manufacturing facility and is currently seeking a site in the MARYSVILLE, OH area. Top 10 Tracked Industrial Manufacturing Projects TEXAS: A solar panel mfr. is considering investing $2 billion to construct a manufacturing facility and is currently seeking a site in the FORT WORTH or DALLAS, TX area. TENNESSEE: Tire mfr. is planning to invest $550 million for an 850,000 SF expansion, renovation, and equipment upgrades on their manufacturing facility in MORRISON, TN. They are currently seeking approval for the project. Renovations are expected to start in late 2022, with completion slated for Spring 2024. KENTUCKY: EV Battery component mfr. is planning to invest $310 million in the construction of a 450,000 SF manufacturing facility in HOPKINSVILLE, KY. Construction is expected to start in late 2022, with completion slated for late 2023. ALBERTA: Specialty building materials mfr. is planning to invest $210 million to construct a manufacturing facility in CARSELAND, AB. They have recently received approval for the project. Construction is expected to start in 2023. ALABAMA: Wood product mfr. is planning to invest $210 million in the construction of a sawmill and manufacturing complex in MOBILE, AL. They will relocate their operations upon completion in Fall 2024. INDIANA: Battery mfr. is planning for the construction of a manufacturing facility on Fillmore Rd. in NEW CARLISLE, IN. They are currently seeking approval for the project. MICHIGAN: Building materials mfr. is planning to invest $194 million for a 134,000 SF expansion and equipment upgrades on their manufacturing facility in SAGOLA, MI. They have recently received approval for the project. NORTH CAROLINA: Pharmaceutical packaging product mfr. is planning to invest $94 million for the expansion and equipment upgrades on their manufacturing, warehouse, and office facility in MORGANTON, NC. They have recently received approval for the project. OHIO: Woodworking tools mfr. is planning for the construction of a 425,000 SF warehouse and manufacturing facility at 1564 W. 130th St. in BRUNSWICK, OH. They have recently received approval for the project. Construction will occur in two phases. They will relocate their operations upon completion. TEXAS: An Aerospace company is planning to invest $50 million to construct a manufacturing facility in AMARILLO, TX. They are currently seeking approval for the project. About SalesLeads, Inc. Since 1959, 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.
This little piggy got in the door!
I hate cold calls. I think they’re a waste of time (but that’s another issue). For those of you that are still stuck doing them, here’s a refreshing look at the process. There are three steps (objectives) to (face-to-face) cold calling: Getting in to see the decider. Gaining the decider’s interest. Making the sale (or closing the next step in the sales cycle.) You can’t get to #3 unless #1 & #2 are executed. Easy to say, not easy to do. Most cold calls fail miserably. But not you, you get right in every time, right? The biggest problem in cold calling is NOT the gatekeeper or customer who won’t let you in, it’s salespeople who are uncreative, take no risk, and have no fun. Now, this isn’t you, is it? Pam Lontos, a sales training expert, knew a salesman (Bill) who combined creativity and high risk to get into the offices he was rejected from but really wanted to get into. At the end of a week, he made a list of the high-value prospects that refused to see him. One day in a week, he made cold calls to his “re-hit” list, only this time he took his potbelly pig with him. He walked up to the receptionist and said, “Tell Fred that Bill and his pig are here to see him.” Can you imagine the gatekeeper announcing to the boss, “There’s a guy out here with a pig who wants to see you.” Most of the time he would get escorted right back to the boss’s office. Sound crazy? “Just call me Crazy Bill with the big bank account,” he would often say. Look at the principles of cold calling that Bill executed successfully: He got in where others (including himself) could not before. He gained the prospect’s interest. He will NEVER be forgotten. He was having fun and created smiles for others. How can you adapt this principle to your cold calls? Figure it out. That’s why they call it creativity. But a word of caution, if you take an elephant, bring a shovel. What do you say when you get into the boss’ office? Try these: My pig has an important message about (your product) and I’m his interpreter. The pig was off from school today and I couldn’t get a sitter. We’re trying to upgrade the salesman’s image. I used to travel with a monkey, but he was always asking for more money. I brought lunch. Now, for those of you about to scream “IT’S UNPROFESSIONAL!” remember the first objective of a cold call gets in the door. Here are two scenarios to ponder: I’m the most professional salesperson in the world and I make a cold call or sales call in the traditional consultative way and establish rapport and ask great questions, find out all the prospect’s needs, make an appointment to return with answers and a proposal the next week OR I walk in unannounced, or 5 minutes late for an appointment, looking ragged, and explain in two minutes how the prospect can use my product and say “sign here,” and the prospect signs. Who did a better job? Now I’m NOT saying sacrifice professionalism NOR am I saying that this will work in every scenario, NOR am I saying that you won’t piss a few people off but it is FUN, and salespeople aren’t having enough fun. If you’re cold calling, you must have a counterbalance for rejection. It doesn’t have to be a pig but a pig worked for Bill. My challenge to you is that it ain’t that serious. If you have to make cold calls, have a good time doing it. 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 salesman@gitomer.com or call him at 704 333-1112.
Why we struggle to be Innovative and Strategic
Many leaders want their organizations to be more innovative and strategic. (In fact, there are tens of thousands of articles out there on fostering innovation and making teams more strategic.) Often this gets translated into directives, initiatives, or organizational values around these principles. And of course, those directives and initiatives never manifest into action, no matter how many goals and objectives are established to support them. Why? There are a few reasons. One, innovation is the antithesis of risk. While organizations claim they want innovation, they inherently don’t want to take on risks. Therefore, truly revolutionary ideas are often killed at inception because their outcomes are unpredictable, and that unpredictability is risky. Two, strategy is the antithesis of action. Organizations tend to focus on measurable results, and strategy is the fundamentally abstract thinking and decision-making. In turn, strategy becomes an exercise in either validating the current state or simply superficial theater. Given these contradictory constructs, it’s no surprise we struggle. However, it really comes down to shifting mindsets, and that can be hard to do in an environment where risk aversion and linear processes exist. When the organization’s collective behavior, including leadership, reinforces these virtues, stepping out of that mold is dangerous at best, and career-ending at worst. Yet, leaders continue to push for more innovation and more strategic thinking, even though it isn’t really wanted – those abstractions are too far afield from the status quo. Therefore, incremental innovations and glimpses of strategy emerge here and there, from some dark corner of one department, that is already known to periodically “rock the boat”. To truly draw out more strategic thinking and innovation doesn’t require workshops, training, or even new teams, departments, or processes. It requires only two things – illustrating clearly what strategic thinking and innovations look like, and rewarding those whose behaviors push the organization out of its comfort zone. By illustrating, this means consistently, repeatedly sharing and demonstrating real-world examples, and redirecting those who fall back into old mindsets. This needs to occur each and every day, and in every instance, it occurs. People commit a change to mental muscle memory when the message is multi-modal and frequent. By rewarding, this means not only rewarding the behaviors you want to see but also discouraging the ones you don’t. By pushing the organization out of its comfort zone, means questioning traditional approaches and disrupting sacred cows. The process won’t be comfortable, and there will be many tough discussions and debates which will happen. Yet through those tough discussions come to change – change that will actually stick if you stay persistent. If you want to learn more about this, don’t hesitate to pick up a copy of my latest book, “What To Ask: How to Learn What Customers Need but Don’t Tell You”, available at all major booksellers. About the Author Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of The Customer Mission: Why it’s time to cut the $*&% and get back to the business of understanding customers, No Disruptions: The future for mid-market manufacturing, and her upcoming book, What To Ask, coming in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
Salute to Women: Leadership is putting yourself out there
This month, Material Handling Wholesaler is recognizing the many contributions women make in the business. Here are a few of their stories: Maria Rodriguez Maria Rodriguez was working as a restaurant server when she lost her job during the pandemic. Little did she know that this loss would lead her back to school, into the trucking business, and shortly after that, waiting backstage with the President of the United States. Rodriguez had been chosen to introduce President Biden at a White House event last spring for the administration’s Trucking Action Plan’s extended 90-day Trucking Apprenticeship Challenge. The event included freight executives, WIT (Women In Trucking) president and CEO Ellen Voie, truck drivers, and senior officials. Rodriguez had been interviewed by a representative from the Department of Labor but found out closer to the event that her speech would include the presidential introduction. “They told me, ‘You’re going to be introducing the President.’ I said, ‘What?’ I think I was laughing and crying at the same time,” Rodriguez said. Both Rodriguez and her boyfriend had lost their jobs as servers during the pandemic. She said that she had returned to school to learn to be an EMT / Firefighter and had encouraged her boyfriend to attend the New England Tractor Trailer Training School (NETTTS). “He ended up going and he loved it. He said, ‘You need to come with me,” Rodriguez said. Eventually, she agreed. “I ended up falling in love with it, too. I think it was the teachers, mostly. I really enjoyed it. They made it fun and they didn’t sugarcoat anything. I felt really well prepared,” Rodriguez said. Both started work after graduation as professional drivers with NFI Industries, which Rodriguez said afforded her the flexibility she needed to be available for her 4-year-old son. When she was chosen to speak at the Trucking Action Plan event, Rodriguez said she was pleased that her family members were also invited. “That made me even more thrilled,” she said. Rodriguez said she is comfortable speaking in front of people, having worked in the restaurant business, but had never given a speech in front of a large audience before. “The day before, I met people from the American Trucking Association,” she said, describing the encouragement the group gave her. “The day of the event, I was very nervous,” said Rodriguez, who said she was able to meet President Biden and Sec. Pete Buttigieg in the Oval Office. “We got to walk together to the stage,” said Rodriguez, who positioned herself to stand behind the group. “The President turned around and said, ‘No ma’am, you’re standing next to me. You got this far and should be proud,” she said. She spoke to the audience about the importance she places on balancing family and work. “I spoke about being a mom,” Rodriguez said. “A mom to a 4-year-old. I’ve gotta be home for him. “She also talked about working to be successful in a male-dominated industry. “I was trying to send a message that we can do it,” she said. In August, Rodriguez was named the Woman in Trucking Member of the Month. Rodriguez encouraged other women to look for whatever career best suited their situation. In trucking, she noted that many opportunities are available. “If one schedule doesn’t suit you, there are so many opportunities,” Rodriguez said. Mary Madland Mary Madland was raised in the car business, working in service departments. But it still was a learning curve for the former horse racer when she took the helm at Madland Toyota-Lift, located in central California. “I knew manes and tails, not forks and counterweights,” said Madland, in a company video. Previously, starting at age 20, Madland had raced horses. “I retired when I was 35. When my dad got sick very suddenly, I had the opportunity to take over a Toyota franchise because of my grandfather being in the tractor and car business,” Madland said. “To get a manufacturer line like that is pretty hard to do.” Madland quickly found the company was in need of financial organization. “There wasn’t an option of cruising. You just had to put your head down and work day-by-day,” she said. For a time, Madland was only offered six-month contracts. Finally, she secured a two-year agreement. But she said the challenges of short contracts and the business’ needs proved useful. “It could have been the greatest thing that ever happened to me. Going into a business that was already successful, I might have failed,” said Madland, in the company video. “But coming in at that level, it made me learn a lot more very quickly.” Under Madland’s leadership as owner and president, the company has grown to include over 100 employees. “Things just kept improving. There’s been an evolution of managers and different people. Each one is better than the last,” said Madland, describing how employees continue building on previous successes. In the past five to eight years, Madland has seen an evolution in the industry and broader thinking throughout as a new generation of leadership steps up. She described the switch to lithium battery power by many companies and others planning to switch to hydropower. Madland Toyota-Lift has won 21 Top Toyota Dealer awards, 20 out of the last 35 years. “I’m amazed that we’ve won so many president’s awards,” said Madland, who said some of the awards were won by her father. “It’s certainly good being in that group of high-performing dealers,” she said. “It shows the departments I have, the managers there and their leadership,” Madland added, in the company video. Asked what has helped the company secure so many awards, Madland said she thinks it is the attitude of business’ staff. She encouraged other women getting into the business to find a good company with people willing to invest time and resources into their employees. “Put yourself out there,” said Madland, encouraging the practice of asking questions. “I love getting feedback and advice from people,” she said. Darla Becking Darla Becking started her career with ACCO Material Handling Solutions 32 years ago. “I just started as a part-time receptionist and
Raymond kicks off its eighth annual Manufacturing Day event, Celebrating a Century of Innovation
The virtual event aims to celebrate the manufacturing industry and inspire a new generation as Raymond celebrates a century long history of innovation The Raymond Corporation will kick off its eighth annual Manufacturing Day event, Celebrating a Century of Innovation, on Friday, Oct. 7, 2022. National Manufacturing Day is an annual celebration of the manufacturing industry and is organized by the National Association of Manufacturers (NAM). As Raymond continues to build on its 100-year history of innovation and continuous improvement, the intralogistics leader is committed to helping ensure the next generation of manufacturing leaders continues to have the tools and resources needed to positively impact the supply chain. This year is the third year Raymond’s Manufacturing Day will be an entirely virtual event. This online program, starting Oct. 7 and continuing through the remainder of the month, will help teachers and students learn more about future careers in modern manufacturing. Students will learn about building skills for the future through a virtual manufacturing facility tour, highlights of industry technolog,y and discussions with Raymond’s leadership team. “We’re excited to showcase Raymond’s century of innovation in the material handling industry to help spark curiosity among the next generation to encourage them to pursue a career in this growing industry,” said Tony Topencik, vice president of operations, quality, environmental health and safety at The Raymond Corporation. “There will always be a need for skilled workers to provide essential services that help to keep the supply chain moving. As a leader and manufacturer in the industry for the past 100 years, we recognize the importance of these skills and continually work to develop a culture where individuals can grow.” As part of this year’s event, participants will have the opportunity to follow the journey of young professionals working at Raymond in various programs and roles, including the Broome-Tioga Board of Cooperative Educational Services (BOCES) Youth Apprenticeship program and Raymond’s co-op program. They’ll also hear from a young professional who works on the manufacturing floor as an assembly supervisor for Swing-Reach® trucks, a vital component in many of today’s e-commerce warehouses. Individuals interested in joining the virtual celebration can find more information below. What: The Raymond Corporation will host its eighth annual Manufacturing Day event. The monthlong event, kicking off Oct. 7, will be a self-guided, interactive exploration of The Raymond Corporation, including: A virtual factory tour, in which students can explore Raymond’s manufacturing floor. Associate testimonials, including a high school student who is part of Raymond’s apprentice program; two students from Raymond’s co-op program; and a young professional who works on the manufacturing floor as an assembly supervisor for Swing-Reach trucks. A technician spotlight, which will showcase two Raymond Solutions and Support Centers from across the United States. Industry technology showcasing the future of manufacturing. When: Starting Friday, Oct. 7, 2022. This is not a live event, and participants are free to join at their convenience through the remainder of October. The experience is expected to take approximately one hour to complete. Where: www.raymondcorp.com/ManufacturingDayRegistration Who: This virtual event is open to all middle and high school students via teacher registration. Please email manufacturingday@raymondcorp.com if you have any questions. Interview Subjects: Steve VanNostrand, executive vice president at The Raymond Corporation, and Tony Topencik, vice president of operations, quality, environmental health and safety at The Raymond Corporation. For more information or to locate an authorized Raymond Solutions and Support Center, visit www.raymondcorp.com or call 800-235-7200.