EP 301: OneCharge at MODEX 2022
David Suarez joins me this week from the booth at MODEX 2022. David Suarez is the VP of Business Development at OneCharge. OneCharge is a manufacturer of advanced lithium-ion batteries for the material handling industry. OneCharge offers the most extensive product line of lithium-ion electric forklift batteries for the material handling industry on the market. We discuss why the time is now for those in the material handling industry to make the switch to Lithium-ion. Key Takeaways David provides the most important reasons businesses should consider switching from diesel, LPG, and traditional lead-acid batteries to the more technologically advanced, economical, and safer lithium power. David shares the advantages from a lifecycle perspective of Lithium-ion battery technology compared to previous technology. This addresses one of the top concerns from attendees who show reluctance in switching. Customers are looking for advanced telemetry solutions that provide the most efficient asset utilization geared toward increasing efficiency and getting products out the door. OneCharge’s BMS or battery management system communicates with the charger and the forklift, ensuring the equipment only uses the amount of electricity it needs. The New Warehouse Podcast EP 301: OneCharge at MODEX 2022
Female drivers comprise 13 percent of driver workforce
Newly released data by Women In Trucking’s WIT Index shows a significant increase in recent years The percentage of professional drivers who are female has increased to 13.7 percent in 2022, an increase of more than three percent since 2019. This is according to new data highlighted in the WIT index, which was just released by the Women In Trucking Association (WIT). At a time when the industry is significantly struggling to recruit and retain an adequate number of professional drivers, this is good news. The number of women gaining their CDLs and becoming professional drivers has continued to grow in recent years. According to the 2019 WIT Index, women made up over 10 percent of over-the-road (OTR) truck drivers, an increase of almost 30 percent over the 7.89 percent seen in the WIT Index in 2018. The increase came after an industry-wide push to hire more women drivers in response to the capacity crunch in 2018. “We believe that you can’t change what you can’t measure, so we have initiated the WIT Index to monitor the growth of women’s involvement in transportation careers over the years,” said Ellen Voie, president and CEO of WIT. “The double-digit data regarding female drivers is encouraging as we move toward a more gender-diverse driving force. We anticipate these numbers to continue to increase in the coming years.” Voie spearheaded the launch of the first WIT Index in 2016. The WIT Index is the official industry barometer to regularly benchmark and measures the percentage of women who are professional drivers, in corporate positions, and serve on boards of directors. Initiated in 2016, the 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. This year, WIT has expanded its collection on the percentage of women in additional functional roles, including operations, technicians, human resources and talent management, 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.
The Tragedy of the Business Commons
A widely known term, at least in academia, is “the tragedy of the commons.” The term “commons” describes a resource that everyone can use at no cost, such as air. Professor of Law at Harvard Law School Lawrence Lessig explains that the tragedy is that when there is a limited amount of a commons, the competition over it causes its depletion because people work out of self-interest, whereas if they were considerate, everyone would have enough. This doesn’t just apply to natural resources. It happens in business, too. It often starts with small things. For example, employees can walk by an unstable door latch and ignore it for weeks without getting a screwdriver and tightening the screws or reporting it to someone so it doesn’t break. When asked why it wasn’t reported, they might say, “It’s not my job” or “I didn’t think I was supposed to touch it.” It’s not even that they’re being negligent or insincere. They genuinely feel it is not their responsibility or their right to deal with anything other than the specifics of their job. It also manifests in bigger ways, that impact the health of the company overall. Consider how departments utilize budgets because the policy is “use it or lose it”. Or consume internal resources on department-specific projects and activities, rather than sharing those resources so another team can accomplish their goals. We frequently operate in a mindset of self-interest, where our team, department, or group will compete for limited “commons”, even if it’s to the detriment of the company’s big picture needs. There are usually two reasons why this occurs. First is incentives and culture. If a team’s success is measured solely on what they and they alone accomplish, their incentive to help others is diminished. This fosters internal rivalry for resources and gamesmanship where one department consistently claims its needs are more important than others in the organization. Second is the lack of common goals. While departments have activities they need to accomplish independently, they must tie directly to the bigger picture objectives of the organization. More importantly, everyone in the organization must understand how they connect. For example, getting a marketing campaign launched, or upgrading an old software platform are important components of an individual department’s function. But the marketing campaign and the software upgrade by themselves don’t achieve the bigger objectives of the organization. Those bigger objectives, such as increasing revenue or reducing costs – the department activities are only a means to reach them. And the diversity of those activities – the combination of the right activities – is what truly achieves the organization’s objectives. Only marketing campaigns or only software upgrades won’t make it happen. But in the concept of “tragedy of the business commons”, departments inherently try to consume more and more organizational resources for their area, expanding their scope and influence further and further until it becomes the dominant function in the company. This isn’t a mark of success. It’s a sign of overconsumption of the “commons” and not considering the resources of the organization in the context of its bigger goal – growth, and survival. Think about a department in your own organization that’s overgrown its space – that becomes the center of company gravity, where it consumes a preponderance of resources and unintentionally kills the productivity of other departments. While this happens frequently, it shouldn’t. Remember that the tragedy of the business commons is that there’s a finite amount of organizational resources and bandwidth to make the company flourish. And the objective isn’t to consume it but to share and leverage it for the best outcomes for the company. Otherwise, you may not have a company (or planet) that will survive. 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, 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.
Yellow Corporation opens Detroit Driving Academy
Motor City is home to LTL carrier’s newest tuition-free professional truck Driving Academy Yellow Corporation has announced the opening of its 21st Driving Academy, the company’s first in Michigan, to train the next generation of professional semi-truck drivers amid a nationwide driver shortage. Yellow’s Driving Academies are comprehensive, tuition-free training programs that provide students with classroom and behind-the-wheel training while preparing them to pursue their commercial driver’s license (CDL). After receiving a license, students are offered a driving position with additional on-the-job training at Yellow. Students will also learn the operations side of the trucking and logistics business while being paid a competitive hourly wage throughout the program. “Our Driving Academies open the door to an entirely new career for men and women who want to earn a good living with benefits. Training our own drivers is also the best way to tackle the driver shortage in America,” said Tamara Jalving, vice president of safety and talent acquisition at Yellow. “We’re thrilled to own and operate 21 permanent Driving Academies throughout the United States. In the last year, we have opened nine new Academies, with more scheduled to open later this year in other parts of the country.” Addressing the nationwide shortage of qualified professional truck drivers, estimated at 80,000 by the American Trucking Associations, is at the forefront of Yellow’s Driving Academy strategy. “We’re not only bringing in new drivers but we’re also meeting more diverse candidates as we aim to train 1,000 new drivers this year,” said Darren Hawkins, CEO of Yellow. “We’re introducing a wider and broader audience to the trucking industry.” Each of Yellow’s Driving Academies is certified as a Department of Labor (DOL) apprenticeship program, which is designed to provide paid on-the-job instruction for workers as they prepare for a career that is in high demand. Click here to learn more about the apprenticeship program. Yellow was recently named a DOL Apprenticeship Ambassador to help to promote, expand and diversify other skilled apprenticeship programs across the country. “Yellow Corporation has been a strong partner in the Department of Labor’s work to champion Registered Apprenticeships as a valuable workforce strategy that expands access to underserved communities to high-demand industries, such as trucking,” said Secretary of Labor Marty Walsh. “The success of Yellow’s CDL Driving Academy in producing some of the safest drivers on the road reflects the benefits of high-quality, earn-as-you-learn training that connects drivers to good jobs, and strengthens our nation’s supply chains.” “We’re honored to serve as a DOL Apprenticeship Ambassador,” Hawkins said. “Our Driving Academies serve as a model for other employers looking to train professionals for careers in transportation and logistics.” Yellow also has career opportunities available for sales professionals, dock employees, diesel mechanics, and terminal leadership coast-to-coast. Click here for more information. In addition to the new Driving Academy in Detroit, other Yellow Driving Academies are located in Atlanta/Marietta, Charlotte, Chicago, Cincinnati, Cleveland, Columbus, Denver, Fort Worth, TX, Hagerstown, MD, Indianapolis, Kansas City, Maybrook, NY, Memphis, Nashville, Pico Rivera, CA, Portland, Salt Lake City, South Bend, IN, and Tracy, CA. Learn more about Yellow’s Driving Academies at https://www.myyellow.com/us/en/careers/driving-academy.
Nearly six in 10 U.S. Workers say their paycheck is not enough to support themselves or their families
Employed Baby Boomers were much less likely to search for a new job, and also cited age as a potential barrier to finding new work Nearly six in 10 U.S. workers are concerned their paycheck is not enough to support themselves or their families as employees look to keep up with the rise of inflation, according to the latest American Staffing Association Workforce Monitor® online survey. When asked, 58% of employed U.S. adults expressed concern that their paycheck is not enough to support themselves or their families. This number was even higher for Hispanic workers (69%) and for parents with children under 18 (66%). As the cost of living increases, workers are looking to change their circumstances. Twenty-eight percent of employed U.S. adults plan to search for a new job in the next six months, while 27% plan to start a second job to supplement their income, and 20% plan to ask for a raise from their current employer. Twenty-one percent of employed Americans say they would use a staffing agency if they wanted a new job, including 26% of employed millennials. Searching for new work in response to inflation skews to younger generations—40% of employed Millennials and 36% of Gen Z plan to look for higher-earning jobs in the next six months. Meanwhile, only 13% of employed Baby Boomers plan to look for a new job in response to increased living costs, and only 8% plan to ask for a raise. Age is a perceived barrier for Baby Boomers, as 46% of employed Baby Boomers say age is a factor that could prevent them from getting a new job if they wanted one. “Workers are concerned about the effects of inflation, and they’re planning on taking action,” said Richard Wahlquist, ASA president and chief executive officer. “Employers need to provide competitive compensation and work flexibility, and invest in employees’ professional development if they want to keep and recruit quality talent in this labor market.” Method This survey was conducted online within the U.S. by The Harris Poll on behalf of ASA June 2–6, 2022, among a total of 2,027 U.S. adults age 18 and older of whom 1,165 were employed. The sampling precision of Harris online polls is measured by using a Bayesian credible interval. For this study, the sample data are accurate to within + 2.8 percentage points using a 95% confidence level. For complete survey methodology, including weighting variables and subgroup sample sizes, please contact Megan Sweeney at 703-253-1151.
Help! I’m slumping and I can’t get a sale!
In a slump? Not making enough (or any) sales. Feel like you’re unable to get out of the rut? Maybe you’re not in a big slump but just can’t seem to hit the quota numbers. Let’s be kind and call it “sales underachievement.” Don’t panic. Don’t press too hard. Don’t get down on yourself. Don’t get mad. And above all, don’t quit. What causes a slump? You do. Therefore, you are the best (only) person to fix it. Here are the prime causes of sales slumps: Poor belief system. I don’t believe that my company or product is the best. I don’t think that I’m the best. Poor work habits. Getting to work late, or barely “on time,” Not spending your time productively. Misperceptions that lead to sour grapes. I think my prices are too high, or my territory is bad. Outside pressure. Caused by money problems, family problems, or personal problems. Poor personal habits. Too much drink, too much food, or too much after-hours play. Boss giving crap instead of support. Someone who says, “You better do it,” instead of, “I know you can do it.” Events that go against you. A new salesperson passes you, someone else gets promoted and you knew it should have been you. A customer cancels a big order. Weakening your personal belief or causing severe money problems or both. Getting depressed. From any of the above. When you’re in a slump, you begin to press for orders instead of working your best game plan (which is: sell to help the other person and let your sincerity of purpose shine through). When you have the pressure to sell, the prospect senses it and backs off. Then things get worse. You can’t seem to sell at all and begin to panic. “Oh my gosh, I can’t sell a thing, I’ll get fired, miss my house payment, can’t pay my bills. Aaaahhhhhh!” False fear. Relax, you’re better than that. Here’s a prescription to help cure sick sales: Get back to basics. Usually what’s wrong is not complicated. In fact, you probably know what’s wrong. Your problem is that you think it’s someone else’s fault. Wrong. List two or three areas that need immediate care. Have the guts to take action. Revisit your (or make a new) plan for success. Today. List 5 things you could be doing to work smarter/harder. Make a plan to work as smart as you think (or say) you are. Change your presentation. Try a different approach. Take the customer’s perspective. Talk to your five best customers. Ask them to evaluate your situation. Get someone you respect to evaluate your presentation. Take them with you on sales calls. Get a coach. Visit your mentor. And have a new plan when you get there. Get to work an hour before everyone. Put in more productive time. Stay away from pity parties. Don’t make a slump worse by whining or hanging around a bunch of negits and underachievers. Hang around positive, successful people. The best way to get to success. Have some fun. Go to the comedy club, do a little extra of what you like to do best (unless too much fun is the cause of your slump). Spend 30 minutes a day (in the morning is best) reading about your positive attitude. Then listen to attitude and sales podcasts in the car all day. Listen to your favorite song just before the presentation. Go into your next call singing. Take a few days off. Chill out, take stock, make a plan, regroup, reenergize, and return with renewed determination and better energy. Rearrange your office. Shake things up a little, and make them look new. Record your presentations live. Then listen in the car immediately afterward. Take notes. Act to correct. Take a video of your presentation. Watch it with others who can give you constructive feedback. Take the best salesperson you know out on calls with you for a day. Get a written evaluation after each call. Take your boss with you on calls for a week. You’ll get more feedback than you can handle, but it will help. Avoid negative talk and negative people like the plague. Find people who will encourage you, not puke on you. When a baseball player is in a batting slump, he will do anything to “change his luck.” Things from superstition (rabbit’s foot, not shaving, wearing the same underwear) to changing batting stance, to video watching, to extra coaching. But the one thing that usually breaks the slump is extra batting practice to regain the groove. Fundamentals. They, like you, have the professional ability, but temporarily lost it. They, like you, went back to the raw fundamentals to regain lost talent. Other random notes on the truth about slumps: The best way to get out of the rut is to keep the slump in perspective. Once you accept the fact that it’s no one’s fault but your own, you can begin to recover. Be cool. You’re the greatest if you think you are. Believe in the most important person in the world, YOU. In a sales slump? Get fired up or get fired. 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.
Inflation Strategy – Part 4
The summer of 2022 is not really looking better than the Spring. the business climate is still tenuous as labor issues, COVID variants, and geopolitical uncertainties create continue material and labor shortages. Our biggest obstacle is the meteoric rise in inflation. Over the past three articles, I have laid out a series of strategies that could be employed to realign the policies and practices inside your dealership. We must be pragmatic in making intelligent decisions in response to a very different distribution landscape. My prior articles have touched on different approaches to assessing progress and setting goals using a SWOT analysis. I have also suggested strategies for maintaining your revenue stream in sales, by reexamining dealership policies governing rental retirements, and long-term rental contract extensions. I offered ideas about maintaining your sales department profitability by keeping pricing policy “ahead” of the inevitable OEM price adjustments, even for units currently on order. I also touched on ways we could adjust parts policies regarding inventory decisions, vendor selection, and expense recovery. Leveraging the rise in inventory value, that is automatically created during an inflationary cycle is a key factor in maintaining profitability during these times. In this article, I want to turn my attention to the service department, and how the changes in the marketplace give rise to both opportunities and risks that we must prepare for. Labor Rate Methodology Inflation is dangerous because it feeds a vortex of two market forces. Prices rise…. but so do wages. It’s a simple cause-and-effect construct. To remain competitive and maintain your position as an “employer of choice”, you must increase your wages. As wages rise, the amount of dollars entering the economy grows ever larger, thereby forcing prices even higher. This price-wage vortex is difficult to control, and once again, we need to stay “ahead” of the curve. Inflation and wage growth do not change the long-standing “best-practice” ratios that serve as guideposts for setting (and adjusting) retail labor rates. The proven ratio is 3.2 to 3.6 times journeyman wages paid. If you are paying your journeyman technicians $35 an hour, your effective retail rate should be between $112 and $126 an hour. If you are constrained to pay $42 an hour due to inflationary wage growth, your rates need to follow suit at between $135 and $151. This will be uncomfortable, and awkward, especially if you have to enact multiple rate increases during the same calendar year. As disquieting as this can be, we must be committed to our ratio. The math does not change because the costs are rising. We must keep pace. You may want to exempt the selected customers from the increase. I get it. I’ve been there. May I suggest however that instead of exempting them completely, you instead attempt to ramp them into a higher rate over time? If they are already enjoying a discount from your effective rate, calculate the percentage increase represented by the retail rate hike, and cut it into three to six segments, enacted over a period of months. Instead of a $15 jump in rate all at once, you make an agreement to step up smaller increases every 60 or 90 days. Once your train your customers that they can expect to be insulated from rate increases, you will find it hard to unwind that expectation. If your methodology however rewards their loyalty with gradual increases over time, you may find it easier to manage this process. Callout Fees As hard as it will be for customers to stomach rate increases, it will be even more difficult for them to accept paying those rates for travel time. This is a recurring theme in dealerships all over the country. Customers can see the value when the tech is actually onsite making repairs, but not so much when they are sitting in traffic logging windshield time. I have long been a proponent (especially for customers within a 60-mile radius) of establishing a flat rate call-out fee for field repairs. Charging a different amount every time a customer contacts our dispatch desk is already infuriating your customers. Raising the bar on that price only heightens the level of frustration. Some dealers charge travel time based on “zones”. Travel charges are flat rated based on how far the customer is from our dealership. Most of the time, however, we dispatch a technician directly from his remote location to the customer’s place of business. The only time we might dispatch them directly from the dealership is for the first call of the day. So, is your zone charge accurately representing the cost of travel? Maybe…or maybe not. You may want to consider a flat-rate fee for all dispatched field calls in your service area (60 miles). Whether the technician is across the street, or across the county…. it’s the same price every time. Customers will know what to expect, and there will be much less frustration connected with service invoicing. Rural customers outside the 60-mile zone can still be charged hourly, but truth be told, they expect it, and are generally less sensitive to travel time than their in-town counterparts. Setting this callout fee is not really that difficult. If your dealership uses a GPS service provider (which most do) you can use the GPS reporting data to separate transit time from on-site time. Use the fleet average on travel to extrapolate the average total transit time per tech, per day. Apply your effective hourly rate and set your callout fee. Remember to account for things like lunches, commute time, and other anomalies. Surcharges – Fuel Our current inflationary cycle is driven by fuel prices. These prices are unpredictable. It’s not a good idea to try and recover a spike in fuel prices, with a rate increase. Wages should drive hourly rate increases…not expenses. This highlights another area of frustration for customers. During times like this, when fuel prices are running well in excess of historical norms, you have to have a way to recover the expense
Risk Assessment
As you well know there are quite a few issues facing dealers for the balance of 2022 and into 2023. We have Inflation with many factors pointing to Stagflation. We have interest rate risk (which is scary). We have credit risk from your OEM down to your customer level. We have increased transportation costs. We have pending EV interest and requirements. We have consolidation on many equipment fronts. We have staffing problems. We have supply chain problems. We have the retail sector stuck with bloated inventories. You can add a few more. On the positive side a recent BDO newsletter I received states that industrial real estate is staged to almost double the volume of five years ago. With many companies needing to put products closer to customers and the trend to produce more products in the US, lift truck dealers have a tremendous opportunity to add market share. Sounds good so far, but there is no free lunch because owners of these properties plan to become digitally aware looking to digitally connect systems to work together and deliver more productivity. Sounds great as long as you can participate in this digital process. If you cannot, do not expect to be at the top of the list when they need equipment. ( I suggest you sign up for those BDO emails because they contain a lot of practical material). The next item on the list will require a strong balance sheet along with meaningful EBITDA. A year ago, you have a Fed Fund Rate of about “0” to which the bank adds, let us say, 2.5% to 3.0%. as your rate to receive working capital and Cap-X loans. When you think about this your costs are increasing, and vendors who experience a similar fate will be passing on their higher interest costs to you as well. A lose-lose situation because the reality of this situation is you incur higher interest costs without a source of revenue to offset them. You obviously will have to increase margins to cover this higher rate, but it may take a year to catch up to the cost increase, with the higher interest passed on by vendors making it even tougher to catch up. For example, you now have a 2.5% loan. With the Fed rate changes, the base rate is now 2.5% (and will probably go higher) to which you add on the bank rate of 2.5%, with the new rate being 5%. That’s a 100% increase! To see the impact of these changes, take a look at your 2021 annual financials to see what your interest cost was. Now double it to compile what your new annual interest dollars will be.YIKES. Where is cash coming from to cover this expense? Where you find yourself after these higher rates are executed is in front of your banker who says, “ Looks like you missed your covenants, and we will have to see what needs to be done to correct the situation.” I hate to pile on like this but ’22 is the year of the new lease accounting rules which will add lease debt to your balance sheet which could create additional covenant problems. All the more reason to take a HARD look at your balance sheet now to give you time to prepare your defense when the loan renewal comes up. Dealers with unit inventory and a rental fleet might see debt covenants as follows. Debt/Equity. Debt/EBITDA-Cap X. EBITDA/ Interest. EBITDA / Total Debt Service. I am sure that a lot of you are familiar with these calculations. Hopefully, you have examples of how the bank calculates these results. If you do not have those examples, get them, and keep them handy. Since EBITDA shows up in more of these covenant calculations make sure you have an outline for adjustments to make to the EBITDA. For example, one-time charges and personal expenditures could be used to adjust the EBITDA to a higher positive result. It will pay to study how you are accounting for revenues and expenses to insure you have the right figures in the right period. And remember the “I” in EBITDA stands for interest. Make sure you are using the correct amounts for interest expenses. Obviously, the lease debt will increase the debt amount on the balance sheet resulting in a material adjustment if you lease a lot of equipment or have long-term contracts (not equipment related). Bankers have been saying that you do not have to worry about the lease debt, as long as you are in good standing with the bank. Get a bit out of sync and you may find that suddenly the lease debt is more important than anticipated. One last point. Your customers and vendors will find themselves also having problems with increasing rates. So now is the time to see how the financials of your slow players look. These rates are sure to generate a lot of Zombies (Wall St. term for a company not able to make their next bank note payments) who borrowed too much because the rates were low. Thus, the question becomes “How many Zombies are in your AR schedule?” Is not owning a lift truck dealer fun? Most times yes. For the next eight months probably not. About the Columnist: Garry Bartecki is a CPA MBA with GB Financial Services LLC and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.
ASA, NIOSH announce new Safety Resource for temporary workers
The new guide builds upon the 2013 Temporary Worker Initiative The American Staffing Association, in partnership with the National Institute for Occupational Safety and Health (NIOSH) and a coalition of safety organizations, has announced the publication of a new resource document outlining ways host employers can keep temporary workers safe on the job. Entitled Protecting Temporary Workers: Best Practices for Host Employers, the resource guide includes best practices for evaluating and addressing workplace safety and health in contracts; training for temporary workers and supervisors; and recommended practices for injury and illness reporting, responses, and recordkeeping. “Nothing is more important than the safety and health of temporary employees in their workplaces,” said Richard Wahlquist, ASA president and chief executive officer. “This resource guide provides host employers with the information they need to create and maintain a healthy and safe working environment for temporary employees.” In addition to ASA and NIOSH, the co-authors of the guide include the National Occupational Research Agenda (NORA) Services Sector Council, the American Society of Safety Professionals, and the Safety and Health Assessment and Research for Prevention program out of the Washington State Department of Labor and Industries. The resource guide marks the latest effort by ASA to protect the health and safety of temporary and contract workers. Beginning in 2014, ASA has taken part in a formal alliance with the Occupational Safety and Health Administration (OSHA) to promote awareness of health and safety measures in the workplace, including the Temporary Worker Initiative and Safety Matters webpage. ASA’s Safely Back to Work campaign also provides employers with resources and guidance regarding Covid-19 prevention in the workplace.
$125M in incentives for Off-Road Zero-Emission Equipment available through California’s CORE Project
Vouchers for Tractors, Forklifts, Construction Equipment, and more to help reduce emissions and improve air quality The California Air Resources Board (CARB) opens the second round of its Clean Off-Road Equipment Voucher Incentive Project (CORE) today, providing point-of-sale discounts on off-road zero-emission equipment. The project is administered by CALSTART and has $125M in funding available, more than double the amount allocated to the project when it first launched in January 2020. Originally only for freight, in 2022, CORE is expanding to include funding for the commercial harbor craft and agriculture and construction sectors. Participation in the project has been streamlined for ease of use, and key elements include: Qualified participants will receive vouchers for point-of-sale discounts on off-road zero-emission equipment, up to a maximum of $500,000 per voucher There is no requirement to “scrap,” sell, or retire existing equipment Additional funding may be available for charging/refueling infrastructure, equipment operated in disadvantaged communities, and small businesses “California is backing up its commitment to clean the air in overburdened communities and carry out the direction of the Governor’s Executive Order with a significant investment in zero-emission vehicles and sustainable transportation,” CARB Deputy Executive Officer Craig Segall said. “CORE is specifically designed to assist industry sectors that currently use off-road equipment and can help clean up the communities hardest hit by air pollution.” “The streamlined process incorporates feedback from program participants and we are anticipating significant interest in this second round,” said Niki Okuk, deputy director at CALSTART. “The industry is continuing its transition to zero-emissions and CORE provides a clear market signal that helps bring new products to the market.” CORE supports the following nine equipment categories: On- and off-road terminal tractors Truck- and trailer-mounted transport refrigeration units (TRUs) Large forklifts and cargo-handling equipment Airport ground support equipment Railcar movers and switcher locomotives Mobile power units (MPUs) and mobile shore-power cable management systems Construction equipment Agricultural equipment Commercial harbor craft The first round of CORE resulted in over 460 vouchers for vehicles and electric vehicle supply equipment totaling over $62 million, with terminal tractors being the most requested equipment type. CORE is part of California Climate Investments, a statewide initiative that puts billions of Cap-and-Trade dollars to work reducing greenhouse gas emissions, strengthening the economy, improving public health and the environment, and providing meaningful benefits to the most disadvantaged communities, low-income communities, and low-income households.
YPN Awards: Call for Nominations
Every year MHI powers the MHI Young Professional Network Awards to recognize an outstanding job by MHI member company employees. There are two different categories for the awards: Outstanding Young Professional and Mentor. Outstanding Young Professional Do you know someone within the industry under the age of 40, who has an impressive list of professional accomplishments, demonstrated effective leadership skills and has made a difference in their company? Nominate them today for the Outstanding Young Professional Award to recognize their hard work and dedication. Mentor Are you fortunate to have a mentor who is an inspiring role model, has offered professional guidance, and advocates for and supports employee professional development? Show your mentor how much they have had a positive impact on you by nominating them for the Mentor Award. The winners for both awards will be announced during the MHI Annual Conference in San Antonio, Texas on Tuesday, Oct. 4 during the Recognition Celebration. What are you waiting for? Submit your nominations today. The deadline to enter is August 31, 2022, at 5:00 pm ET.
PTDA 2022 Industry Summit to deliver “Amped Up” programming and networking
The Power Transmission Distributors Association (PTDA) will convene for the PTDA 2022 Industry Summit in Nashville, Tenn. on October 27-29, 2022. With more than 500 delegates in the power transmission/motion control (PT/MC) industry expected to attend, representing over 200 PTDA distributors and manufacturer companies, the Industry Summit—themed “Amp Up”—will offer cross-channel networking, shared learning, and collaborative experiences. “Nashville is a city radiating with energy and I’m excited for PTDA to capitalize on its momentum during the 2022 Industry Summit.” says PTDA President JP Bouchard, vice president, General Bearing Service Inc. “This year’s program has been ‘amped up’ to provide even greater value to attendees, offering more opportunities for business engagement and growth. With dynamic presentations delivering key insights on our challenges like workforce recruitment and the ever-changing economy, the industry’s top PT/MC executive will walk away with not just information, but actionable takeaways.” New for 2022, the signature event of the PTDA Industry Summit–the Manufacturer-Distributor Idea Exchange (MD-IDEX)–has been increased to two days. MD-IDEX is a time- and cost-effective forum bringing together distributor and manufacturer executives for high-level discussions on market strategies and issues. Distributor and manufacturer members alike laud MD-IDEX as one of the best face-to-face cross-channel business programs with a measurable ROI for participants. Well-respected industry thought leaders will offer keynote presentations, beginning with economist Dr. Alan Beaulieu, an Industry Summit favorite. Founder and President of ITR Economics, Beaulieu will address the ever-evolving post-pandemic business landscape and highlight opportunities for PT/MC companies to seize and challenges to avert. Two sessions presented by PT WORK Force®, an initiative of the PTDA Foundation, will address ways employers can circumvent forces hindering their efforts to attract and retain top talent. Risha Grant, Founder & CEO of Risha Grant, LLC, will share unconventional methods to tap into a rich market of dynamic and diverse candidates to foster an energized workforce-focused program and environment. In the second session, a panel discussion featuring career services directors from local schools and technical programs will offer guidance on how to engage young, ambitious students before they hit the marketplace as job seekers. As the closing keynote, former NFL quarterback Joe Theismann will relay how his individuals and organizations committing to a positive mental outlook and vision can tackle any obstacles blocking their success. Additional networking opportunities abound at the PTDA 2022 Industry Summit. From gatherings of the PTDA Women in the Industry (WITI) and Next Gen groups to receptions and networking lunches to an exclusive Closing Event hosted at Nashville’s iconic Wildhorse Saloon, participants will reap content and connections. For more information, visit ptda.org/IndustrySummit. Those registering before August 25, 2022, will receive a $100 discount.
Achieving Zero Emissions in Construction and Agricultural equipment
Each segment of the transportation industry carries its own challenges in electrification, and some are easier to overcome than others. Personal automobiles, for example, have relatively few remaining challenges. Perhaps the biggest remaining issue for automobiles is the improvement of charging infrastructure to eliminate “range anxiety,” but there is no major technological barrier to solving this problem. Likewise, there are strong initiatives underway to address many of the medium- and heavy-duty vehicle segment challenges. Off-road equipment, such as bulldozers and agricultural tractors, come with their own distinctive and more complex challenges to solve. These can include the technological issue of big machines needing a great deal of power to fulfill their tasks; the logistical challenge of charging off-road equipment in remote working locations; and the perception – the idea held by many that electrified off-road equipment is incapable of handling the work. These challenges may not be easy to solve, but they are not insurmountable. With forward-looking and unique applications of technology, legislation, and education, these problems can be assessed and eliminated. CALSTART – a non-profit working to build a prosperous, efficient, and clean high-tech transportation industry – has commissioned a research project on zero-emission off-road equipment and the challenges faced in deploying it. A preliminary look into the report’s findings related to construction and agricultural off-road equipment is presented here, prior to the report’s full release. Electrification of Construction Equipment is Moving Forward According to CALSTART’s report, construction equipment electrification is both more achievable and desirable than agricultural equipment electrification. The reason is that it is simply easier to electrify construction equipment compared to other types of off-road vehicles. This is because most construction happens in cities, so there is less of a challenge in accessing infrastructure than with more remote off-road applications. Additionally, construction equipment is often compact compared to other off-road categories, and so the possibilities for immediate electrification using current technology are strong. There is also the added benefit of noise reduction – a significant issue in urban areas, where most construction equipment is used. In contrast, agricultural vehicles typically operate in more rural areas, where noise pollution is not always a major concern. Construction equipment market projections There is already clear evidence of progress in some areas of the construction equipment market. In the U.S.-centric example below, small excavators have made significant inroads, and have the largest market increase of all clean engine types. Fully electric small excavators made up 5% of the U.S. market in 2021, and this is expected to rise to 15% by 2029. However, while encouraging, the U.S. market penetration of this equipment is limited compared to that of other countries. Unique Challenges Facing Electrification of Agricultural Equipment Although agricultural off-road equipment accounts for only a small percentage of the harmful emissions created by the industry overall, reduction of GHG emissions wherever possible can only help to reduce air pollution and climate change effects. Internal combustion of agricultural equipment not only releases emissions harmful to humans but to the surrounding plant and wildlife in the areas in which agricultural equipment is used. (Noise pollution reduction is also appreciated by wildlife.) There are significant and multiple benefits to electrifying agricultural equipment, and there is some success already. The CALSTART report indicates that two-wheel-drive tractor sales are growing fast, with 2,726 new units projected to hit the market in 2029. Hybrid electric is also doing well (see table below). Additionally, in California, there are several electric tractor manufacturers (such as Solectrac and Monarch) producing electrified agricultural equipment to meet the needs of some of the state’s specialized agrarian pursuits, among them California’s famous vineyards and orchards. Forklifts – Early Adopters Forklift manufacturers and operators were early adopters of electrified equipment; this was largely due to the fact that forklifts often operate indoors, where workers are constantly exposed to diesel fuel emissions. Even with forklift operators embracing electric vehicles early on, internal combustion forklifts still represent a significant portion of forklift sales (33% in 2021). As regulations become more stringent, this is changing; in California, for example, a ban on the sale of all new internal combustion forklifts is expected beginning in 2025. Regulations and legislation are not the only drivers of increasing electric forklift sales. The rapidly increasing efficiency of the batteries used to power them is having a growing positive effect on sales. Lithium-ion batteries charge quickly and are very efficient, especially when compared to the less-desirable lead-acid battery. Current projections show that lithium-ion batteries will make up more than 60% of the total electrified forklift market by 2029. Electrified forklifts are also proving the efficiency of hydrogen fuel cell technology, with over 10,000 units expected to ship in 2029. The Challenges Facing Construction and Agricultural Equipment Of course, forklifts are only one example of off-road equipment; there are still serious challenges to achieving this same success with agricultural and construction equipment. One of these challenges is perception. Many stakeholders across these industries assume that an electrically powered machine will not be able to perform to the level of their internal combustion counterparts – even when it has been shown that those electric vehicles can indeed do so. There is also the concern that charging these vehicles out in the remote regions in which they operate will be a problem. This concern is not limited to agricultural equipment; construction equipment, usually located in urban or suburban locales, can also face charging challenges since construction sites are often cramped and difficult to navigate. Finally, although battery technology is, as pointed out above, continually and rapidly improving, the problem of duty cycles is a big consideration. Both agricultural and construction equipment often sit idle for long periods and then can be suddenly called upon to operate intensively for many hours. The batteries that power these vehicles must be able to endure these long downtimes and still have sufficient charge left to accomplish the work their internal combustion counterparts are called upon to do, without needing to recharge during the workday. Solving These Challenges With the Beachhead
The Propane Education & Training Council introduces the new Cylinder Delivery training program
The Propane Education & Research Council has introduced new training for cylinder delivery drivers which is now available in The Learning Center on propane.com. This series of programs and modules provide the basic material employees need to be cylinder delivery truck drivers. Starting with Introduction to the Propane Industry and ending with Exchanging DOT Cylinders, this learning path guides employees through basic safety as well as task-oriented training such as conducting a customer site assessment. The program offers flexibility to allow employees to focus on just the training they need to perform specific tasks. This allows for a much shorter training time and reduces the redundant training material the learner has previously taken. Click here and take the training.
OSHA Safe + Sound Week registration is now open
Safe + Sound Week registration is open! Join thousands of businesses who are recognizing their commitment to workplace safety and health. Organizations of all sizes and industries are welcome to participate. Visit the Safe + Sound Week webpage to sign up to participate, and for ideas on planning and promoting your event. Register Now! The Safe + Sound Week is August 15 – 21, 2022. At the core of every effective safety and health program is a systematic process for finding and fixing workplace hazards, which includes conducting inspections to identify new or emerging hazards that could lead to injury or illness. Looking for an activity to complete during Safe + Sound Week? Consider taking the Eyes on Safety challenge: Plan your safety walkaround. Conduct your safety walkaround. Prioritize the hazards you found. Download your challenge coin and use the hashtags #EyesOnSafetyand #SafeAndSoundAtWorkon social media to show you participated in the challenge.
Hy-Tek and AHS host grand opening of Innovation Lab in Erlanger, KY
Hy-Tek Material Handling and Advanced Handling Systems (AHS), a Hy-Tek Material handling company, full-service integrators of automated fulfillment and distribution solutions, announced on July 13th at the grand opening of their newly updated 20,000 square-foot Innovation Lab. Among the audience were Mayor Jessica Fette, customers, prospects, and other local government officials. Located in Erlanger, KY, the event was held in tandem with the Package Fulfillment, Logistics, and Delivery Expo being hosted yesterday and today in Cincinnati, Ohio. Kentucky Governor Andy Beshear congratulated Hy-Tek | AHS and thanked the company leaders for their commitment to the Commonwealth. “As we work toward building an economy that works for all Kentuckians, high-tech job opportunities will play an increased role in those efforts,” Kentucky Gov. Andy Beshear said. “This investment by AHS and Hy-Tek is creating quality jobs in Northern Kentucky and supporting distribution and logistics growth, which is one of our state’s thriving key industries. Thank you to the company leaders for their commitment to the Commonwealth. I look forward to seeing what’s next for AHS and Hy-Tek in Kentucky.” “With Hy-Tek’s unveiling of the Innovation Lab comes a new evolution in how we serve our customers,” said Dave Tavel, Sr. Vice President of Sales at AHS. “The future of our industry will rely on the emerging technologies that we integrate, test, and evaluate within our lab. We are continuously reviewing new and better ways to solve our customers’ challenges. It is an exciting time for our industry as the demands for quality and speed increase; the need to utilize robotics will be commonplace. Our focus will be on supplementing the existing labor force, reducing the physical demands of the jobs, and driving quality for the industry. The next 50 years begin today!” Hosting over 25 customers and prospects throughout the last six months, the lab features warehouse robotics systems that solve many pain-points companies are facing today. These technologies include autonomous mobile robots, collaborative robotic arms, robotic sortation solutions, full-scale Goods-to-Person systems, and more to come in the future as the companies’ partnerships and innovations continue to expand. “Our strategic journey to focus on innovative technology started over four years ago,” said Zac Boehm, Vice President of Innovation and Technology at AHS. “Throughout those years, we have researched many different robotics manufacturers and aligned ourselves with technologies that make a difference to our current and future customers. By building a focus around Exotec, Caja, and Tompkins Robotics, we can work through proving and pairing solutions together in our innovation lab to show the value to the industry.” Earlier this year, AHS was acquired by Hy-Tek Holdings, a material handling automation integrator that maintains a separate facility in Hebron. Having acquired Johnson Stephens Consulting, World Source, Fascor, BP Controls, and most recently, AHS, Hy-Tek now offers a comprehensive suite of solutions for its customers. “Hy-Tek /AHS is the only Systems Integrator in North America to integrate robotics offerings from Exotec and Caja robotics systems,” said Donnie Johnson, President of Integrated Systems at Hy-Tek. “Robotics are growing rapidly in the e-commerce and distribution areas in our business sector. Hy-Tek can offer end-to-end solutions for our valued customer base. Our clients prefer working with Hy-Tek/AHS due to our broad product offering and comprehensive design-build capabilities.” Having a universal location with all technologies, Hy-Tek | AHS provides an opportunity for customers to personally experience and test solutions that will optimize their supply chain process.
Ashley Hood-Morley returns to Plastics Industry Association as Vice President, Industry Engagement
The Plastics Industry Association (PLASTICS) has announced that Ashley Hood-Morley has returned to fulfill the role of Vice President, Industry Engagement, effective immediately. As a member of the Senior team, Ashley will be an integral part of PLASTICS’ growth and engagement. Ashley will lead strategy on membership acquisition and retention as well as oversee industry relationships and programs for PLASTICS stakeholders and key strategic partners. “We are excited to have Ashley rejoining the PLASTICS team,” said Glenn Anderson, Chief Operating Officer of the Plastics Industry Association. “Ashley brings a diverse and significant set of executive skills to our association and is highly regarded by our members. In her new role, Ashley’s leadership will be instrumental as we work to rebuild the culture of our association.” Hood-Morley has worked in the plastics industry for more than 15 years, and most recently, has focused on plastics recycling and sustainability. She returns to PLASTICS after serving as the Strategic Initiatives Manager on Eastman’s Corporate Sustainability team where she led the advancement of sustainability integration into business strategies and supported the success of the Circular Economy platform. In previous roles at Eastman, she worked in new product development, manufacturing, quality assurance, and product stewardship, all of which supported Eastman’s Specialty Plastics business. Ashley also spent more than 6 years at the Plastics Industry Association, where she managed new business development as well as PLASTICS’ portfolio of recycling, sustainability, and material initiatives across the organization. “We absolutely could not have found someone more perfectly suited for this role than Ashley,” said Matt Seaholm, president and CEO of PLASTICS. “Her first-hand understanding of our members from multiple perspectives, as well as her industry expertise, makes her an ideal advocate on behalf of our association.” “I am excited to return to PLASTICS and grateful for the opportunity to lead the membership and engagement teams,” Hood-Morley shared. “I am personally committed to the plastics industry and the people that this association represents. I am extremely optimistic about the great things we can accomplish on behalf of our members and looking forward to working with Matt, Glenn, and the leadership at PLASTICS.”
2022 Distribution Center Metrics Report and Digital Tool now available
The Warehousing Education & Research Council (WERC) recently announced the availability of the 2022 DC Measures report. DC Measures captures 36 key operational metrics for warehouse and distribution center operations. The metrics are grouped into five balanced sets – customer, financial, capacity/quality, employee, and perfect order index metrics – plus the additional sets related to cash-to-cash cycle measurement. The report also contains a list of definitions for each metric in the study and how to calculate each providing a consistent approach to reporting performance. Used by thousands of distribution logistics professionals, DC Measures helps benchmark operations to improve warehouse and distribution center performance by making informed, data-driven decisions. New DC Measures Digital Tool In addition to the report, WERC recently launched a new digital resource that is designed to help practitioners, 3PLs, and consultants leverage hard data to measure and improve operational performance online. The DC Measures data creates benchmarks for warehouse operations from a proven set of data, and the new digital benchmarking tool allows you to instantly compare the subscriber’s company operations to industry standards by entering the data for a facility and create a report in real-time to assess the caliber of operations and set a course for improvement. Subscription to this tool allows a full year of unlimited access to the data and the full DC Measures library, data breakdown functionality, and saved report comparisons. Click here to learn more about the DC Measures Report. Visit werc.org/metrics to learn more about the digital tool.
Manufacturing Technology orders soften in May 2022, but remain at elevated pace
Orders of manufacturing technology dipped slightly in May 2022 to $441.2 million, according to the latest U.S. Manufacturing Technology Orders Report published by AMT – The Association for Manufacturing Technology Orders of manufacturing technology dipped slightly in May 2022 to $441.2 million, according to the latest U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology. May orders were down 14% from April 2022 but nearly equal to May 2021 orders with a modest 1% decline. Year-to-date orders reached $2.42 billion, a 20% increase over 2021 orders through May. “Order activity has begun to moderate, but given the slight decline from record heights, 2022 is shaping up to be one of the best years over the last two decades,” said Pat McGibbon, chief knowledge officer at AMT. “In any other year, numbers, as we saw in May 2022, would be one of the high points, but after the run, we’ve seen the previous 12 months, the monthly change is more of a return to normal than a dramatic pullback.” Since May 2021, the average monthly units ordered and their values have been in the top 25% of the program’s entire history. “There have been modest signs of inflation beginning to take hold in prices for manufacturing technology, but the majority of the rise in average value over the last several months is primarily the result of increased automation as a percentage of the total order,” said McGibbon. “Difficulties filling vacancies over the past several months, concern over rising materials prices and continued conflict in Europe have increased risk aversion among customers, leading to more cautious capital investment decisions. “The impact of the pandemic on supply chains led to the reinvestment in industries that were nearly shuttered by imports. Industries like the manufacture of mold and dies, fabricated metal products, screws, and hardware have made expanded capacity well beyond their pre-pandemic levels.” McGibbon continued: “In addition to securing supply chains from public health disruptions, there may be a renewed push to further reshore production, given the recent dangers to intellectual property outlined by the U.S. and U.K. intelligence agencies.”
Material Handling Professionals continue to choose Propane over alternatives
Why propane forklifts are cleaner and more productive Many challenges are facing material handling operations today—labor, rising energy costs, supply, and demand issues. It makes choosing the right equipment crucial. Propane-powered forklifts have been around for more than 70 years, and yet some professionals still have doubts about the capabilities, efficiency, and environmental impact of this equipment. Here are a few reasons why material handling professionals should choose propane equipment over electric or diesel. Propane forklifts are more cost-efficient Many companies that are looking to reduce emissions have noticed that it can sometimes come with a higher price tag. With propane forklifts, companies can reduce emissions more cost-effectively than other energy sources. Propane forklifts offer cost savings throughout ownership. The capital costs of propane-powered forklifts can be up to 30 percent lower than those for electric when factoring in the equipment needed for battery recharging according to the Propane Education & Research Council (PERC). Propane helps avoid these extra expenses, saving money for other line items like new employees, additional training, or business development, to name a few. Businesses operating on propane may also be able to lock in a mutually beneficial fuel contract with their local propane supplier for more savings and financial peace of mind. Propane forklifts increase productivity PERC’s survey showed that 68 percent of forklift fleets are required to work both indoors and outdoors. In contrast to many electric models, propane forklifts can be used in both indoor and outdoor applications, including when the temperature is at or below 0°F (-20°C). Plus, propane is much cleaner than diesel, which produces toxic exhaust that makes it unsafe to operate diesel-fueled equipment indoors. Propane’s versatile, the low-emission operation makes it possible for forklift operators to safely work wherever the job is, keeping them more productive throughout the day. No matter the job or location, propane forklifts provide powerful, reliable performance. Electric forklifts can’t carry the weight of large jobs, and diesel forklifts aren’t the best fit for smaller tasks. A propane cylinder’s life expectancy is three times longer than that of an electric forklift battery, and it often extends beyond the typical lifespan of the forklift itself. A propane cylinder can also be refilled at any time without impacting its lifespan. Typically, one propane cylinder provides consistent, 100-percent power throughout an eight-hour shift, so facilities and warehouses can function at uninterrupted operational capacity. In comparison, batteries may only power an electric forklift for as little as four hours and may require hours of recharging along with strict battery management. Propane forklifts work anywhere, anytime so employees don’t have to worry about downtime for recharging. Propane forklifts are more sustainable Propane is a clean, low-carbon alternative energy source and, when used to power forklifts, can reduce sulfur oxide (SOx) emissions by 76 percent compared with electric equipment and nitrogen oxide (NOx) and hydrocarbon emissions by 94 percent compared with diesel models, according to PERC. PERC published a research paper, Fork(lifts) in the (Off) Road: Should We Ban Internal Combustion Engines for Electric? that compares the lifecycle emissions profiles of propane and electric-powered forklifts. Findings show that in most states, propane forklifts are the cleaner option compared with electric forklifts, especially when considering marginal electric grid emissions. The case for internal combustion engine (ICE) forklifts becomes even stronger with hybrids and renewable fuels. In fact, nearly all propane ICE forklift technologies emit extremely low criteria pollutants compared to the regulatory standards. The analysis used available engine certification emissions data published by the Environmental Protection Agency (EPA). The study found that 314,000 ICE forklifts are operating in California alone. Replacing all ICE forklifts in the state with battery-electric forklifts would require nearly 10 GWh/day of additional charging capacity. This is important as forklift managers across the US work to navigate new emissions requirements for Class 4 and Class 5 forklifts. The California Air Resources Board (CARB) is pursuing a ban on all equipment that uses diesel, propane, natural gas, and gasoline—and mandating the use of battery-electric and hydrogen fuel cell electric forklifts only. When selecting a forklift energy source, companies making the choice between electric and propane-powered equipment often rely on the fact that electric equipment produces zero emissions during operation but tends to overlook its full emissions profile, which includes well-to-wheel emissions. Propane produces significantly fewer lifecycle emissions than both diesel and electric and is the best choice for businesses interested in reducing their carbon footprint. Propane continues to be the preferred energy choice for material handling professionals. Propane forklifts’ ability to work around the clock, reduce emissions, and keep costs in check are just a few reasons that business owners count on them to get the job done. To learn more about using propane for material handling, visit Propane.com/MaterialHandling. About the Author: Joe Calhoun is director of off-road business development for the Propane Education & Research Council. He can be reached at joseph.calhoun@propane.com.