Your personal mission statement. Write it. Live it.
Going places? Have big dreams? The first person to tell is yourself. The first person to convince is yourself. The first person to affirm is yourself. Ken Blanchard in his legendary, “OneMinute Manager,” recommends that everyone write their Personal Mission Statement. The results are startling. Have you written yours? A Personal Mission Statement is your affirmation, philosophy and purpose rolled into one. It’s your personal challenge to yourself. It’s an opportunity to bring your goals into focus and transfer your ideals into the real world. It is your success plan. It’s a chance for you to write your own legacy. Sounds pretty heavy, but actually it’s a lot of fun. If you do it right, it’s an adventure. Here are the ground rules, and the format to write your mission: Define yourself What kind of a person are you, what do you do, what is your character? Say who you’re dedicated to State who you’re committed to (family person, children, wife). Say what you’re dedicated to Are you dedicated to your profession, your customers, your success? Define your service to others Where do you specialize, where is your expertise, who do you serve, how do you help them? Affirm that you will strive to get better, do new things, and grow Where do you aspire to be? What do you want to achieve? Commit to community serviced What actions are you taking to be involved in your community? Tell how it will get done How will you employ your enthusiasm, your attitude, your best efforts? Use your goals and visions to define your mission… The examples you seek to set. The ideals by which you live or seek to live by. The affirmations that you can use every day to make you a better person. Write your Personal Mission Statement. It builds your character at the same time it lays it bare. Here are some words that will help you define your mission…will, dedication, persist, honest, ethical, positive, enthusiastic, fun, health, learn new things, listen, help, provide, encourage, others, continually, example. The process takes time. Write a first draft. Let it sit for a few days. Reread it slowly and make changes that you feel better express your true feelings. Describe the things you think you are and the things you seek to accomplish or become. Don’t be afraid or embarrassed to flatter yourself. You’re writing this for yourself, not others. Affirm everything you think you are or think you want to become. Do it with a sense of pride and a spirit of adventure. Ask your mentor(s) and associates for help. If they offer constructive criticism, thank them. If they tell you “You’re crazy,” you’re on the right path. Stay on it. As salespeople and business leaders we have a responsibility to do our best. By writing a mission statement you have affirmed that responsibility. It’s so simple it works. I wrote mine and my company’s mission statement many years ago, and have them posted in our offices for all to see. When it’s in front of me every day, it’s more likely that I will follow it. I revise mine every year. I urge you to write yours. It builds your character at the same time it lays it bare. It serves as a beacon of light in the fog of life. It is a path to take that you build on every day. It is your mission. Post yours where you can see it every day. Sign it in big bold felt tip pen. Live it. Live it every day. 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 editorial@mhwmag.com.
MHEDA Rental Strategies 1
I am writing this on an airplane, returning from the MHEDA Rental and Used Equipment Conference held in October of 2019. I was one of four speakers at the conference, and shared my thoughts about best practices and strategies necessary to build a robust dealer rental offering. The meeting was set up to allow for round-table breakout sessions after each speaker presentation. This allowed the dealers to share their own experiences and ideas about the subject matter. Although the information provided by the speakers was relevant and useful, some of the most exciting ideas were shared across the table at the breakout sessions. This once again proves the theorem that “none of us are as smart as all of us”. The ideas that move the needle for the dealership aren’t always derived from a power point slide. The conference was so full of great ideas that I wanted to share the highlights of the material presented. Over the next few issues I will cover the topics presented as well as the dealer insights I garnered from the roundtable sessions. Rental Strategies Rate setting Common practice in rental departments is to use the same formula we have used for decades to calculate rates. Most dealers know that the goal is to create an average monthly rental income stream of 4%-6% of the acquisition price of the equipment. This assumes that the equipment will be working in conditions that are clean, dry, and temperate. This also assumes a usage profile of not more than 160 hours a month. Taking all of this into account, over its rental life, the equipment should provide an ROI of about 40%. As I said, the 4%-6% calculation is a formula that has been used for decades, not only in the material handling business, but many other capital equipment industries. It’s important to remember that although the calculation has not changed, the equipment has. Today’s machinery is engineered and manufactured to substantially extend what once was thought to be a 5-year life cycle. We all know lease programs that regularly extend the term to 72 or even 84 months. This provides a longer rental life for new assets, and can provide flexibility and profitability when considering rates. Creating consistent revenue – Multi Season Rental Dealers routinely struggle with seasonal requirements and being able to create the income stream necessary to commit to purchasing and adequate supply of short-term rental units. It can be a delicate dance to invest in rental inventory when your best customers only have a 12-week harvest season. One strategy to meet customer demands while also creating a prudent income stream, is to “link” rental contracts (and new rental inventory) to individual rental customers. Especially in cases where the rental demand is predictable, this practice allows you to target selected users, offering added value for a multi-year rental agreement. This method should pair two or three rental customers with “non-overlapping”, predictable rental demands. An example: Customer one is a cherry producer with a harvest season from early May through June Customer two farms almonds that are harvested in from Mid-July through September Customer three is a raisin packer who processes his crop in October and November. In this scenario, I can create six to nine months of predictable rental income per year. This income is adequate to properly depreciate a new rental asset. Seek to secure commitments for five rental “seasons” from each customer. Allow flexibility within the program (no minimum billing). If a particular weather event ruins a crop, simply add another season to the end of the commitment. If you can pre-capture this much expected income, any supplemental rent collected from December through April will only add to your profitability. This practice may also work with industrial customers that rent equipment for annual inventories, plant maintenance or other periodic events. Not every dealer has the marketplace to drive this kind of repeatable income, but if we look closely enough, we may find some patterns that would allow for this multi-year strategy to be employed. Rental Purchase Options – Using sliding scales My observations when visiting with dealers is that when it comes to rental practices, dealer subscribe to practices that fall between these two policies: Rental units are for rent – not for sale. Everything is for sale – Rental money collected is always viewed as “money on deposit” against the sale of the unit. Your dealership my fall somewhere between these two positions, but notwithstanding your current policy, allowing customers to gain equity in rented equipment can be a tool we can use to grow our marketplace, and provide added value to customers. Most dealers have some sort of Rental Purchase Option (RPO) program that allows customers to apply a portion of the rent toward the purchase of the equipment. These programs are normally limited to short timeframes and predetermined pricing. RPO’s are routinely set up “in advance”, with the equipment pricing, rental rate, and applicable rent percentage laid out prior to equipment delivery. Some dealers however have expanded their RPO programs to offer this kind of program on almost every rental contract of 1 month or more. When this practice is used properly, it moves good, serviceable, used equipment to the field using the rental platform as a tool to grow sales. Our brand of equipment, owned by the customer, consuming parts and service at retail rates. Isn’t this what we want? Why are we not exploiting the rental platform to do this? Dealers that are successful in expanding RPO normally have ways to motivate their customers to “convert early” in the rental process. Using sliding scales is requisite to this process. This is a scale that we used in our dealership: Every month, the salesperson would contact the customer and attempt to close the conversion by highlighting the fact that the rental applicability toward the sale price was diminishing. In effect, this practice allowed customers to “build” a down payment on equipment that they never expected to have
PTDA welcomes fourteen new members
The Power Transmission Distributors Association (PTDA), an association for the industrial power transmission/motion control (PT/MC) distribution channel, welcomed fourteen new member companies. New Distributor Members: Algoma’s Bearing Supply Inc. (Sault Ste Marie, Ont., Canada) is Algoma’s locally owned and operated distributor for bearings, power transmission and specialty lubricants. Their products help customers with mechanical MRO needs. With over 30 years working with engineering, design and installation of many bearings in many industries, Algoma is committed to having the largest inventory of products onsite. They offer independent failure analysis and recommendations to resolve problems quickly. “We joined PTDA to introduce our company to PTDA manufacturer members that might not otherwise be aware of us and look forward to building lasting relationships with those suppliers,” said Peter Mitchell, director. Learn more at www.algomasbearingsupply.com. Davis Industrial (Tampa, Fla.) operates on a regional scale providing the most comprehensive conveyor system solutions in the industry. Staffed with highly skilled technicians, they deliver a standard of safety and quality that is unmatched by their competitors. Their goal to provide the best service possible is fueled by a belief in always doing the right thing. It’s why they respond immediately with true 24/7 emergency service, possess the largest inventory of conveyors parts in the state and fabricate innovative solutions that help customers move more products faster. “We partner with the best in the business to build a company, focused on customers first, so PTDA is a natural fit for us. We look forward to creating new partnerships, gaining industry insight as well as getting involved in training opportunities for our growing team,” said President and CEO Stephanie Davis. Learn more at www.conveyors247.com KS Supplies Inc. (Lubbock, Texas), is a convenient, dependable source for all your bearing and power transmission needs. As a full-line distributor, they offer distributor and OEM clients throughout the Southwest the highest-quality industrial products at the most competitive prices within the industry. With an extensive inventory of product and parts and highly qualified engineering support, KS Supplies can provide standard bearings with just-in-time delivery and customized components within 90 days for all types of applications, challenges and industries. Learn more at www.kssupplies.net. LSI Supply Inc. (Chatham, Ont., Canada) is a Canadian owned and operated distributor of bearings, power transmission, fluid power and industrial supply products in Southwestern Ontario. With their industry leading manufacturers of premium quality products, they are capable of supplying customers with measurable cost savings through reduced downtime, energy consumption and maintenance repairs. Said President Jordan Sharpe, “By bringing industry leading manufacturers and distributor partners together, PTDA provides its members with a valuable opportunity to strengthen and develop new relationships in the power transmission industry. In addition to networking opportunities, LSI Supply Inc. values the many resources PTDA offers. Among them, PTDA’s product training resources helps educate new employees coming into the industry.” Learn more at www.lsisupply.com. MN Service LLC (Wayne, Mich.) is a stocking distributor of bearings and mechanical power transmission products. Learn more at www.mnservicellc.com. Quality Mill Service (Lake City, Fla.) has had the privilege of serving their customers in the southeast United States for over 45 years. They are a company that has focused on the needs of the wood products industry including saw, chip, plywood, shaving, pellet mills and paper mills. This focus has allowed them to better understand and serve the needs of their customers. “Quality is our product; service is our goal. What better organization to partner with than PTDA?”, said Cody Gallegos, general manager. Learn more at www.qualitymillservice.com. New Manufacturer Members: George Martin GmbH (Dietzenbach, Germany) has been manufacturing metallic shims for tolerance compensation as well as punched and deep-drawn parts for mechanical and plant engineering applications for more than 70 years. Their work over decades with Rubix and industry leaders like Airbus and Rolls-Royce serve as tokens of being a long-lasting trustworthy partner. “Georg Martin GmbH has more than 10 years of experience with the EPTDA to create business partnerships, valuable insights in our industry and great relationships with peer business leaders. We see these same opportunities with PTDA and look forward to participating”, said Christoph Martin, CEO. Learn more at www.georg- martin.de. JIE USA Inc. (Carol Stream, Ill.) has been a total drive solutions provider since 1988. “PTDA provides not just a platform, also the strong relationship between partners. We look forward to growing that relationship with all the partners through PTDA”, said Bo Chen, president. Learn more at www.jie-drives.com. John King Chains USA (Morrilton, Ark.) is the U.S. operation of a long-established U.K. chain manufacturer offering the widest range of conveyor chains. With many years of experience in design and equipment construction, they focus on providing materials handling solutions. All products are manufactured according to ISO 9000 standards establishing consistent and high-quality products and ensuring performance reliability and extended service life. Their focus is on heavy series engineering class cast link and forged fork link chains. “We recognize the U.S. market represents a huge opportunity for development of success with our new partners within PTDA and are looking forward to making new contacts, building relationships and growing the business,” said Oliver Wadsworth, director of sales for North America. Learn more at www.johnkingchains.com. Kuebler Inc. (Charlotte, N.C.) is a globally operated family business since 1960. They are a premium manufacturer of measurement, transmission and evaluation products and always focus on the customer application and the associated requirements resulting in products, solutions and services with added value. The foundation for this is high-quality standards for themselves, and for their products and partners. They support customers’ progress through worldwide, customized personal cooperation offered on five continents. By providing fast, simple and highly advanced solutions, Kuebler achieves superior benefits for customers. “We believe PTDA is a great organization because of its members, and we look forward to expanding our sales channels throughout North America. PTDA provides the networking opportunities to build relationships with quality people and distributors that take pride in their customers and business,” said Ed Tullar, sales and marketing director North America. Learn more at www.kuebler.com/us/. PBC Linear (Roscoe, Ill.) provides industries with innovative linear motion solutions that range from single bearings to complete multi-axis gantry systems. They use a fully integrated manufacturing system to design, engineer and manufacture standard and customized technologies
MHEFI scholarship deadline is January 15th
The Material Handling Education Foundation, Inc. (MHEFI) is reminding applicants to get their scholarship application in by January 15, 2020. MHEFI is an independent charitable organization that was established in 1976 with a mission to engage and attract students to the material handling and supply chain industry by providing financial support. They provide scholarships ranging from $1,500 – $6,000 every year to students who are pursuing a material handling or supply chain career. The Foundation will offer scholarship award opportunities to students who are pursuing a material handling or supply chain career. The student should clearly demonstrate dedication to achieving excellence, strong leadership skills, potential for future growth as a leader and persistence in the pursuit of education. New this year, not only can traditional full-time college and university undergraduates studying one of their targeted programs, but member companies and industry associations (MHEDA or MHI) can apply for these scholarships too. Scholarships are one-year awards, and former recipients may reapply each year if they continue to meet the eligibility requirements. Eligibility: For the 2020/2021 academic term, the following students are eligible to apply: Students who are: Employed at a participating industry association member company Family members of participating industry association member company employees Employed at a participating industry association Family members of participating industry association employees Students must be pursuing a material handling or supply chain career and be enrolled part or full time at a nonprofit college or university in the United States accredited by the Council for Higher Education. Applicants must be enrolled in school for the entire academic year (Fall 2020 and Spring 2021) without interruption barring illness, emergency or military service. Applicants must continue to work for the member company or association throughout the scholarship period. Instructions to apply for scholarships: Applicants must be nominated by a member company or participating industry association (direct supervisor/manager or senior company official). Nominators should visit the website here https://MHEFI.smapply.org to register and complete the online Nomination Form for the student. Once the student has been nominated, the student will be asked to complete the online application at https://MHEFI.smapply.org. One application allows students to compete for one of the many available scholarships. For more information or to ask a question, you may contact Donna Varner, MHEFI Executive Director at dvarner@mhi.org.
OSHA Enforcement and Compliance increases in 2019
2019 statistics show a significant increase in the number of OSHA inspections and a record amount of compliance assistance The U.S. Department of Labor’s Occupational Safety and Health Administration’s (OSHA) fiscal year (FY) 2019 final statistics show a significant increase in the number of inspections and a record amount of compliance assistance to further the mission of ensuring that employers provide workplaces free of hazards. OSHA’s enforcement activities reflect the Department’s continued focus on worker safety. Federal OSHA conducted 33,401 inspections — more inspections than the previous three years – addressing violations related to trenching, falls, chemical exposure, silica and other hazards. In FY 2019, OSHA provided a record 1,392,611 workers with training on safety and health requirements through the Agency’s various education programs, including the OSHA Training Institute Education Centers, Outreach Training Program and Susan Harwood Training Grant Program. OSHA’s compliance assistance programs have helped small businesses address safety and health hazards in their workplaces. OSHA’s no-cost On-Site Consultation Program identified 137,885 workplace hazards in FY 2019, and protected 3.2 million workers from potential harm. “OSHA’s efforts – rulemaking, enforcement, compliance assistance and training – are tools to accomplish our mission of safety and health for every worker,” said Loren Sweatt, Principal Deputy Assistant Secretary of Labor for Occupational Safety and Health. “I am proud of the diligent, hard work of all OSHA personnel who contributed to a memorable year of protecting our nation’s workers.”
Why organizational leaders often misdiagnosis problems
Every leader wants to fix the problems in their organization. The issue is, that most leaders have a hard time diagnosing those problems correctly. It isn’t the case of a lack of seeing the problem, experience, or capability to correct it. The real issue is two-fold: being too close to the problem, and looking at the problem the wrong way. We all know the challenge of being too close to a problem. Examining the symptoms, rather than the cause. Addressing the resulting, downstream issues in a reactionary way, instead of fixing the thing that’s making them occur. Sometimes, this is due to not seeing that root cause, but other times, it’s because that root cause seems too intimidating to tackle. And this is the first issue of being too close to the problem. When we’re too close to a problem, we see can see the mountain of obstacles and rigor we face in turning it around. So instead, leaders often go to the “easy button”. For example, when different departments aren’t communicating effectively, we put in a process or software system to correct it. Or if a project is stalled, we increase pressure on the team, rollout an architecture of milestones, and impose hard deadlines. While this might seem all good and well, it’s likely not addressing the real problem. Why are the departments not communicating? Lack of tools (i.e. email, phone, meetings, etc.), is not likely the problem. Why is the project stalled? Awareness of urgency and deadlines is not likely the problem either. It’s something else. Something deeper, which takes us to the issue of looking at the problem in the wrong way. Leaders often want a “quick fix” to issues because their plate is full, and they are under the gun to “get things done”. So with the rollout of processes, procedures, and pressure, leaders can show that they are “taking action” to address the issue. However, these “solutions” are more frequently than not, ineffective. When leaders don’t take the time to properly diagnose an organizational problem, they end up throwing good money after bad. They look at the problem through the lens of symptoms, rather than causes. Let’s go back to our example of departments not communicating. While a leader might look at the high-level lack of communication (symptom), the real issue (cause) is likely something much more systemic. The cause could range from internal culturally-driven “silo” behavior to lack of employee empowerment and rampant micromanagement. When leaders jump to conclusions on the cause of an issue, they also jump to conclusions on solutions. People not communicating? Let’s get them a tool to do so – which creates another project, uses more resources, uses more money, and doesn’t fix the real problem. Leaders need to shift their mindset from “fixing problems” to “diagnosing problems”. It’s not about finding a solution, but understanding the problem completely and holistically first. Too many organizations spend countless hours and dollars trying to fix problems they don’t really have – because it’s not really the problem. As leaders, we must focus on consciously stepping back from the problem, and take the time to examine it in a new way – with an assessment rather than a solution approach. It will not only save time and money but actually help ensure that the real problem is being corrected. About the Author: Andrea’s 22-year, field-tested background provides unique, applicable approaches to creating more customer-centric organizations. A 4-time ADDY® award-winner, she began her career at a tech start-up and led the strategic marketing efforts at two global industrial manufacturers. In addition to writing, consulting and coaching, Andrea speaks to organizations around the world on how to craft effective customer-facing operational strategies to effectively differentiate and build healthy, efficient organizational cultures. Connect with Andrea to access information on her books, workshops, keynote speeches, training or consulting. More information is also available on www.pragmadik.com and www.thecustomermission.com.
Women of STEM: Greene Tweed’s Natalie DuVall
Newly minted engineer urges others not to let anyone affect their aspirations Natalie DuVall may be fairly new to the engineering profession, but her passion for solving problems and understanding the technical aspects of processes is already apparent in everything she does. That includes cycling through four major departments in Greene Tweed’s Selma plant near San Antonio, Texas, with an eye to finding her true engineering calling. Already armed with a Six Sigma Green Belt, DuVall is extremely happy to have the opportunity to apply what she learned in college to solve real-world problems. “I love to learn and challenge myself,” she said. “The work I’ve been doing has allowed me to see firsthand the value of continuous improvement activities to eliminate waste and reduce variation.” Rotating for success DuVall graduated summa cum laude from the Honor’s College at Texas Tech University just a year ago in May 2018, with a B.S. in industrial engineering and a minor in mathematics. She is currently a rotational engineer at Greene Tweed, a 2-year program during which she serves 6-month stints in the plant’s manufacturing, quality, applications, and process engineering departments. Greene Tweed is a leading manufacturer of high-performance elastomers, advanced-engineered thermoplastics, high-performance thermoplastic composites, and integrated material solutions, with facilities across North America, Europe and Asia. “The rotational program is great, because it allows me to gain experience in a diverse set of engineering functions, while giving me the opportunity to make connections and work with cross-functional teams,” said DuVall. She added, “Once I get to test drive all the areas and complete the program, I will be able to identify what my true passion is and pursue it in a permanent role.” During her first rotation in the manufacturing department, DuVall piloted factory modeling using Simio simulation software for the entire company. Her work led to an invitation to join Greene Tweed’s manufacturing technology development (MTD) group as part of the company’s “Right FITT™” initiative. The Right FITT™, or Factory Innovation and Technology Transformation, is focused on updating factory equipment and production processes in all of Greene Tweed’s manufacturing locations with the most advanced and current technology. This enhances the company’s visionary approach to Industry 4.0 standards and future growth. She is extremely proud of the results, saying “I was able to replicate a portion of our Chemraz® value stream in the Simio simulation software to provide greater visibility of our processes and illuminate areas of opportunity through more granular resource analysis and scenario planning.” She also noted that using the software, along with current controls and other automation, will help the team make more informed decisions regarding overall production. While using the software, she identified a bottleneck and discovered that investing in a few more tools could significantly improve resource utilization and throughput while netting savings of just over $600,000 a year. When she shared these results with the team, DuVall got buy-in from all the sites to launch the software company wide. She kept up the pace after rotating over to the quality department, where she led several root-cause corrective action analyses, using the eight disciplines (8D) problem-solving approach to identify, correct, and prevent recurring problems. In addition, during her quality department rotation, she has been working to develop inspection criteria, support metrology development, and ensure operational readiness for Greene Tweed’s new ONX™ 600 product line. ONX™ 600 is a fluoropolymer-based, carbon-fiber-reinforced composite. This high-strength, high-purity material withstands strong acid chemistries at high temperatures in wafer cleaning applications in the semiconductor industry. STEM is in the family DNA DuVall credits early exposure to science, technology, engineering and mathematics (STEM) with her ability to hit the (engineering) ground running. She grew up in a STEM family, with her mother, father, grandfather, uncle, aunt, and sister all in technical fields. She remembers growing up hearing stories of how her mother and uncle built and raced go-carts in their college Grand Prix competition. When she was old enough, she helped her grandfather build carts and race them for family fun during the summer. “But most importantly, I am so happy that I was able to grow up seeing my mother’s dedication to her work and drive to succeed because I would not be where I am today without her as my role model,” she said. DuVall strongly believes that there should be more women in engineering. In her view, diversity provides alternative perspectives to problem solving, which ultimately leads teams to make better decisions and bring maximum value to customers. To increase the numbers, she says it is important for young girls to have strong female role models and be exposed to STEM fields growing up so that they are aware of all the opportunities available to them. For instance, DuVall attended a summer camp in high school that helped her decide her specialty before entering college. She is also a member of the Society of Women Engineers (SWE). In college, she participated in the organization’s “Catch the Engineering Bug,” during which young girls from nearby schools participated in student-led activities and games within each engineering discipline. The goal was to increase their exposure, show them how much fun engineering can be, and hopefully inspire them to pursue STEM fields. DuVall concluded, “My advice to young girls is to not let others’ ideas about what women should do affect your aspirations. Surround yourself with people who support you, because with hard work anything is possible.”
Easy, low-cost, high-impact ways to WOW employees during the holidays
Leaders, the holidays are a great time to infuse a little “WOW” into your employees’ lives and strengthen your company’s culture. Deb Boelkes shares some festive ways to thank your team for all their hard work and inspire them for the year ahead As the holiday season approaches, leaders are starting to look for ways to show their teams they care. Yes, that’s what bonuses are for. But cash gifts aside, there are plenty of other ways to show your employees that you appreciate their hard work, creativity, and dedication during the season of giving. This sense of heartfelt gratitude and caring is a pivotal part of creating a workplace built on what Deb Boelkes calls the “WOW Factor.” “One of the greatest gifts you can give employees is building a culture so great that they can’t imagine working any place else,” says Boelkes, author of The WOW Factor Workplace: How to Create a Best Place to Work Culture (Business World Rising, December 2019, ISBN: 978-1-734-07610-3, $19.95). “It all comes down to offering them the support, encouragement, guidance, and compassion they need to flourish and thrive.” Creating a WOW workplace culture is a gift that keeps on giving all year long. When you show employees you care, they will be loyal to you in return. What’s more, putting employees first inspires them to give their best efforts, which drives customer loyalty, which drives profit. “The holidays are actually one of the easiest times to ‘wow’ your employees,” says Boelkes. “Spirits are high, and you can take advantage of the festive mood to strengthen these relationships, which benefits everyone.” Here are just a few ways to show your workers you care this holiday season: Do everything you can to make their holidays easier. WOW leaders care about their people and want to make their lives easier. No question: Life can get busy and stressful this time of year. Doing simple things to take some of the pressure off means more than you may realize. For instance, announce the holiday schedule in advance and communicate it several ways so they can plan. Also, keep the schedule flexible and light. Let people leave work a few hours early, or work from home, or close down the office a day or two in advance of the holiday. “You’re showing them you see them not just as cogs in a machine but as whole human beings with lives outside the office,” says Boelkes. “This works best when you make an effort all year long to get to know what’s going on in their lives and what matters to them.” WOW them with some grace. If an employee realizes at the last minute that she needs to leave in the middle of the day to attend her nephew’s holiday play, let her. Tell her, “Oh, it’s fine and no need to come back in. Enjoy your afternoon.” These are the kinds of things that make a lasting impression and build loyalty in people. Don’t send a bland corporate holiday card. Instead, share a heartfelt (and customized) thank-you message. Successful leaders, especially heartfelt leaders, make sure the people working above, for, and with them know they and their contributions are appreciated. A simple “thank you” can have more power than you think. Give meaningful credit when credit is due. “Make your ‘thank you’ meaningful by giving each employee a handwritten thank-you card along with any bonuses you distribute,” says Boelkes. “Be specific in listing some of the reasons you value each employee and thank them for making each day a WOW experience.” Help employees connect to purpose and meaning. WOW workplaces are infused with meaning. People don’t just go through the motions. They know that their work touches people’s lives in real and often profound ways. Britt Berrett, former president of Texas Health Presbyterian Hospital Dallas, says purpose and meaning are crucial for creating employee engagement in all fields—not just the “obvious” industries like healthcare, education, or social work. He says: We get to take care of people and touch their lives every day. That’s a divine calling in life. Colleagues outside of health care, I think they, too, can find that purpose and that meaning. That’s why Southwest Airlines is doing what they’re doing. I think they consider it a great calling in life. I’ve heard them speak to that, on opening the airways, on opening travel for families and friends to connect. I think that’s meaningful. But it does take courage, it really does. It’s exhausting, too. It’s not for the faint of heart. It’s not for those who are “kind of,” “sort of,” “sometimes,” or “maybe.” It’s for purposefully driven people. The holidays are the perfect time to remind people of the larger “calling” behind their job. At the holiday party, share an example or two that illustrates this—maybe read a thank-you letter from a customer or even invite one to speak on how your company made their lives better. Don’t skimp on the holiday party. Workplace celebrations are deeply important. Not only does it give everyone a chance to relax and socialize, it’s a way to say thank you to employees. Make it special. You don’t have to spend a ton of money but give a lot of thought to what might be meaningful to people. (You might ask for their feedback first.) Whether your holiday celebration is as simple as a potluck where everyone brings a favorite dish, or an elegant catered affair, make sure it’s well thought out, well planned, and fun. Declare a moratorium on after-hours emails for the last half of December. Boelkes says when she conducted 360 reviews of CEOs, one of the biggest complaints she heard was from employees who resented getting emails from the boss on weekends or late at night. They felt they must respond immediately, even when the boss said it could wait until the next business day. Therefore, she recommends that for the last two weeks of the year—while most employees are juggling end-of-year workloads and holiday family visits—leaders declare email-free evenings
AAR applauds USMCA deal, calls for quick ratification
Ian Jefferies, Association of American Railroads (AAR) president and CEO, released the following statement regarding the recently-announced deal on the U.S.-Mexico-Canada Agreement (USMCA) that could clear the way for Congressional ratification in the near future. “As the backbone of the North American supply chain, freight railroads applaud today’s announcement, which provides much-needed certainty with our two largest trading partners,” said Jefferies. “Congress should move with haste to ratify USMCA before the end of the year and provide an economic shot in the arm to U.S. businesses. With renewed trade ties, freight railroads stand ready to deliver for rail customers throughout North America and move the goods that allow the U.S. economy to grow and compete in global markets.” According to AAR’s analysis, international trade accounts for 42% of U.S. freight railroads’ carloads and intermodal units, and more than 35% of rail revenue is directly associated with international trade. If freight indirectly associated with trade was included in this analysis, those figures would be even higher. Additionally, 50,000 rail jobs, worth over $5.5 billion in annual wages and benefits, depend directly on international trade.
Character is the only possession that is truly yours
Character, like many things, is something you instantaneously know when you see it. I was eight years old and growing up in a small, Midwestern town. We had a classic “old school” neighborhood grocery store about a block from my house. The Ole Store, named after the nearby college, St. Olaf, was over 100 years old with wooden floors, a small adjoining café, and the basic sundries that every family needed daily. The owner, a 3rd generation Norwegian, proudly flew an American flag in front of the store every morning while he swept his sidewalk with the ferocity of an autumn tornado. When my Dad and I would walk by, he would always point out the humble, hardworking, and passionate store owner as someone of legendary character. “No matter how cold, how hot, or how windy, Mr. Lien is always flying the flag and always out there cleaning his store. His character, “explained my dad, “is what and who you are when you are alone, cold, tired, and afraid.” Through conversations with my dad, I came to understand that character is the representation and essence of who you truly are when you are stripped of all possessions, money, status, and family name. Over a decade later, in the woods of Fort Bragg, North Carolina, I was fortunate enough to have my character evaluated in the US Army Special Forces Assessment course. The Special Forces Assessment course is a 30-day continuous test of individual and team cognitive and physical skills to see if you have the passion to try and become a US Army Special Forces soldier, a Green Beret. The US Army Special Forces are one of the premier Special Operations Forces (SOF) both in the US Military and the world. Pass rates for the course are notoriously low and hover around 20%. In the Special Forces Assessment, you run, sleep little, take tests, march cross country with 70 lb. packs, and work in ad hoc teams on unique problems such as how to move a telephone pole with some old tires and metal bars. In short, the purpose of Special Forces Assessment was to find and to reveal your true character. One of the key character revealing aspects of Special Forces Assessment was to take away everyone’s name and military rank. In military organizations, your name and rank are everything, so the Special Forces’ completely remove it. Your dad is a General officer? You went to Princeton? You have only been in the Army 6 months? None of your personal history matters: your name does not matter, and your rank does not matter. Special Forces want to see what you can do and who you are when you are stripped bare of your personal history and simply must perform relying on your skills and not your rank. Once everyone loses their personal identification, the Special Forces’ Instructors march, freeze, heat, and exhaust candidates through continuous and unending series of individual and team events where you never know how well you need to perform to succeed. In most aspects of life, there is a scoring system. More touchdown’s than the other team? You win. Get a 75 on an exam, you receive a “C” letter grade. In Special Forces Assessment, no one knows the standards of success. You must do your very best in every single event to receive a passing grade at Special Forces Assessment. Your only guide on every event, is to “do the best you can.” Once one evet is done, the results are kept secret and you are on to the next event. Another aspect of Special Forces is a series of peer reviews where people you may not have known even three days ago are scoring and evaluating your fitness for a future within the Special Forces. The peer reviews are something entirely unique in the military where your performance and the opinion of your tired, sweaty, achy, hungry peers matter more than the rank and the ribbons on your chest. Special Forces believe that team becomes before rank and everyone member on a team, from the newest soldier to the oldest, is valuable. The net effect of the combination of depersonalization, fatigue, hunger, unknown performance standards, and peer reviews make it impossible to hide from your true character. If you are selfish, do not help others, sleep too much, and do not share your food, then your true character has been revealed and it is not what the Special Forces want. The Special Forces want individuals that can work alone or in teams, thrive helping others under the hardest conditions, and do not let ambiguity stand in their way of future success. I was fortunate that my character matched what the Special Forces wanted. In the end, the entire purpose of Special Forces Assessment was to find out who I was. Marching through the cold, dark, rainy woods of North Carolina at 3 AM with an 80 lb. backpack and 10 miles from the nearest road, I was pulling myself through thorn bushes, and I had my character revealed. I decided to push forward for both my team and myself. In retrospect, it was not even a difficult decision, I knew that it was the right thing to do. I will never be a millionaire and I will never be a celebrity. Every day, I see those with and without character. I, like so many others, chose to act and to teach character at every point in my day. Character is not confined to the Special Forces. Teachers, Nurses, Parents, Businesspeople, Politicians, and so many others show their true character when they act for others, when they help others, and when they share and support each other. Character, like breathing, is something that we must do every second of every day. The nature of our character and how we act each day is the only possession that we can truly call our own. About the Author: Chad is the author of two
U.S. Manufacturing technology orders increase in October; Gains shared by small, medium, and large job shops
U.S. manufacturing technology orders totaled $376 million in October 2019 according to the latest U.S. Manufacturing Technology Orders (USMTO) Report published by AMT – The Association For Manufacturing Technology. October orders increased 2 percent over September 2019. New orders placed in October 2019 fell 21 percent from October 2018, which was one of the best Octobers in USMTO history. Despite month over month gains, the gap between the year-to-date totals grew larger with the addition of October data. Orders placed to date in 2019 totaled $3.75 billion, a decrease of 18.4 percent from the annual total through October 2018. The industrial machinery manufacturing sector experienced robust growth in October 2019. Orders from machine shops grew at a modest pace but have not returned to their later-summer levels. The automotive sector increased orders by about 40 percent in October, while the aerospace sector decreased orders by slightly over ten percent. “Since March, job shops have accounted for an unusually large share of orders, reflecting the fact that large players deflected capital spending decisions to their sub-tier supply chain,” said Douglas K. Woods, president of The Association For Manufacturing Technology. That trend began a reversal in October, however, as companies of all sizes placed orders. Our research and the data point to a shifting of capital investment activity from small companies downstream to tier two and one suppliers. Based on quotations activity, orders in November and December are likely to be from larger companies expiring their capital spending budgets rather than small manufacturers continuing to invest at their second and third quarter rates.” “It’s clear that a lack of stability in the market coupled with the shifting winds on trade issues are dampening U.S. manufacturers’ enthusiasm for investing in new capital equipment. At the same time, we are nearly half way through the Tax Reform’s five-year window of providing lower tax rates and investment incentives. The former creates instability, and while the latter should be creating an urgency to invest, our analysts and leading industry economists believe that the confluence of drivers will yield a positive impact on the market in late 2020 and throughout 2021.”
Why workplace drama harms your company (and how to shut it down)
Drama in the workplace just happens sometimes. But the best leaders learn to stop it in its tracks. Quint Studer shares advice for keeping the peace at work From time to time, most of us have experienced or even contributed to workplace drama. It can take many different forms: People gossip, spread rumors, complain, lash out emotionally, rant about a perceived wrong, purposely exclude others, take sides in conflicts, and so forth. No matter how drama manifests, it can be a highly destructive force inside a company. “Drama contributes to a less professional workplace,” says Quint Studer, author of Wall Street Journal bestseller The Busy Leader’s Handbook: How to Lead People and Places That Thrive (Wiley, October 2019, ISBN: 978-1-119-57664-8, $28.00). “It creates bad feelings and lowers morale. It keeps people from being able to work together effectively. It tears teams apart. It hurts productivity. Ultimately, it creates the kind of culture that drives away high performers and keeps you from attracting great talent.” Studer says that those who create workplace drama aren’t always doing it intentionally. It can be driven by insecurity, fear, or other undealt-with emotional issues. But most often, he says, it stems from people not knowing how to handle conflict or have tough conversations. “Whatever the reasons, great leaders take a zero-tolerance stance against drama,” says Studer. “Their behavior and their words let employees know they value a drama-free environment where people cultivate healthy, respectful, collaborative adult relationships.” Here are a few tips for shutting down drama in your organization: Model the behavior you want to see. Don’t participate in drama yourself. Don’t gossip or badmouth anyone. Strive to always be aboveboard, fair, respectful, and positive. Be really careful about even small things: for example, copying someone you don’t need to copy on a sensitive email. Never stop examining your own motives and hold yourself to the highest standard. The leader always sets the tone for workplace behavior. If it’s okay for you to do it, employees assume it’s okay for them. Be aware of the messages you’re sending. Have a system for managing conflict. “Train employees on how situations should be resolved and give them specific steps for getting there,” says Studer. “In many cases, they may not realize how harmful their actions are. With just a little training and expectation-setting, you can eliminate many of the problems.” Be as transparent as possible. Drama thrives in secretive environments. This is one of many reasons why it’s a good idea for organizations to be open about everything from financials to performance metrics to changes that might be coming in the future. The less people have to speculate about, the less likely they’ll be to gossip and repeat hearsay. Leaders need to be transparent, too. The less you have to hide the less you’ll have to worry about who you told and whether they will repeat it. Ask for specificity. “When people make blanket statements like ‘everybody says’ and ‘everybody thinks,’ ask them for names and particulars,” says Studer. “Who is everybody? I have found in my work with communities that when people start using generalities like this to build a case for their position (usually a negative one), they can typically name only one or two people. They are creating a lot of emotion without a lot of substance behind it. Forcing specificity helps us put issues in perspective and shuts down drama.” Stop repeating the story. Encourage employees to keep the story in the group that needs to hear it. When something happens that gets people upset, they may feel the need to tell their story over and over. Usually this is because they want support or attention. As leaders we need to be careful not to do this ourselves and we need to let employees know how destructive this can be. When we repeat stories over and over, they become larger than life and perpetuate negativity throughout the organization. Hold open conversations about real issues. When there is an issue, the goal is to get it fixed, not go behind people’s backs and complain. Far better to approach the person and have an open conversation. Back up your statement with data. For example: “In the past month, you have missed three deadlines. Can we talk about what the problem might be?” Often, addressing the issue openly will help you uncover a root cause. Once you zero-in on the factor keeping the employee from doing their job properly, you can work with them to find a solution. Encourage people to carry their own messages. If an employee comes to you complaining about a third party—whether it’s a fellow employee or an immediate supervisor—ask, “Have you spoken to this person directly?” A big part of creating an ownership mindset is teaching employees to work out their own conflicts and advocate for themselves rather than “telling on” people. Remember, the goal is always adult relationships. Adults resolve their own issues rather than stirring up drama. Try to understand people’s motivations. “Sometimes an employee may create drama unintentionally,” says Studer. “Their motive might be pure but their delivery or process is broken. Maybe they really do need something fixed but don’t know how to go through the proper channels to get it done. Usually by having a probing conversation with the person, you’ll be able to figure out their motivation. You can then use it as a teachable moment, explaining how they might better handle similar situations in the future.” Shut down troublemakers immediately. If you see that someone is intentionally engaging in bad behavior or stirring up trouble, take a two-pronged approach. First, don’t join in the conversation the troublemaker has started. Stay professional and aboveboard. Next, narrate to the troublemaker (and everyone) that drama is unacceptable. Reiterate the kind of environment you are trying to create inside your company. Sometimes we all need a gentle reminder. Extend grace. Let people back in the fold. If someone has made a mistake, give them another chance. Don’t hold a grudge or, worse, turn the company against them. We’re all human and we all
Organizational values only work when tied to behaviors
There’s a big push in companies today to create healthy cultures. Many organizations go through detailed processes to identify where culture is going astray and dive into implementing tactics, including defining company values. The problem is too many companies create values without meaning. Written values are often vague and ignored. Many companies have nice-sounding values, such as “integrity”, “respect”, “communication” and “excellence”. But these values mean nothing without the behaviors to underline and reinforce them. (As a side note, Enron had those same ‘values’ displayed in their lobby). Actual values are behaviors. Behaviors which are true to the organization today, but can also continually improve and grow. These behaviors have significance to the organization – where without it, the culture wouldn’t be the same. These behaviors need to be distinct and genuine – generic values are meaningless. Take, for example, the value of “excellence”. What does excellence mean? How does excellence manifest into a series of behaviors? How does excellence impact not only customers but employees? What does excellence look like for each and every department? Is it the same or different? What kind of excellence is important (i.e. work quality, work efficiency, etc.)? This is the fundamental problem with generic values – they lack structure, meaning, relevance and most importantly, impact. Alternatively, think about framing that vague value as a behavior, such as “selflessness”. This word has much more meaning. It’s something you can do and be. While open to interpretation, uniform examples can be provided to clarify the behavior, such as “be open-minded” and “make time to help others” which provides a broader framework for selfless behavior. This behavior becomes something that can be held up as an example across roles and departments, and even integrated into employee performance reviews. The real values of a company are shown by who gets rewarded or let go. The real values of a company are reflected in the behaviors of each and every person within the organization. You can’t simply create your “values list” and call it a day. Your values shape your organizational culture, your hiring practices, and much more. Values are too important to simply be a display in your lobby. They drive culture, and at their core are behaviors. About the Author: Andrea’s 22-year, field-tested background provides unique, applicable approaches to creating more customer-centric organizations. A 4-time ADDY® award-winner, she began her career at a tech start-up and led the strategic marketing efforts at two global industrial manufacturers. In addition to writing, consulting and coaching, Andrea speaks to organizations around the world on how to craft effective customer-facing operational strategies to effectively differentiate and build healthy, efficient organizational cultures. Connect with Andrea to access information on her books, workshops, keynote speeches, training or consulting. More information is also available on www.pragmadik.com and www.thecustomermission.com.
MHEDA announces 2020 Convention details
Make plans to join hundreds of your material handling industry peers May 2-6, 2020 in sunny Orlando, Florida at the Hilton Bonnet Creek. This year’s theme “The Magic Starts Here” centers around giving you an enchanted networking and learning experience designed to unlock mindsets, define goals and plan for an uncertain future. Over 90 companies are participating in the Exhibitor Showcase, giving you access to a variety of material handling solutions. Complete details and early bird registration now available online! Program Highlights Keynote Presentation with Vinh Giang – The Psychology of Illusion General Sessions with Mike Foster, Brant Menswar, and Brian Beaulieu Educational Workshops on Power of CRM, Sales Today, Telematics, Digital Marketing, Economic Changes and more Exhibitor Showcase featuring over 90 companies Special Events including Opening and Closing parties, Golf Tournament, Orlando Inspired Tours, Women in Industry Presentation and Breakfast, Give-Back Event and more Chairman of the Board and Convention Chairman 2020 MHEDA Chairman of the Board Michael Wall, President CSI Materials Handling Photo: Michael and Terese Wall 2020 Convention Chairman Ted Springer, President Springer Equipment Company Photo: Ted and Annette Springer
MHEDA transitions to new 2020 leadership
2019 MHEDA Chairman of the Board Mike Vaughan (Liftech Equipment Company) and incoming 2020 Chairman of the Board Mike Wall (CSI Material Handling) met at the MHEDA Office to transition the office of Chairman of the Board. Vaughan and Wall had an opportunity to review MHEDA’s Business Plan for 2020, meet with the MHEDA staff and discuss strategies for the upcoming year.
Women In Trucking announces its 2019 December Member of the Month
Women In Trucking Association (WIT) has announced Jessica Luttrell as its December 2019 Member of the Month. Luttrell is a professional driver for Umpqua Dairy in Roseburg, Oregon. When Luttrell was 30 years old, she moved to Oregon in search of a new career. She noticed a lot of trucks in her area and researched what it would take to become a driver. Luttrell did no grow up around trucks, but had always been fascinated with them. So, she felt becoming a professional truck driver was a good career choice. After obtaining her CDL, she started driving over-the-road solo. Most memorable during this time was transporting rescue animals who were close to being euthanized to new cities and states to foster homes. Later, Luttrell’s husband followed in her footsteps, also obtaining his CDL. They drove team over-the-road for two years. At that point, Luttrell made a choice to drive locally so that she could be closer to her children at home. Driving locally gave Luttrell the opportunity to drive a dump truck for a construction company and even a tanker for a farm company. She is currently running a refer unit in the Pacific Northwest and is able to be home every night. “The company I currently work for has been around since 1931, and I am the first female truck driver hired here,” said Luttrell. “I feel like my job performance is setting the bar for future female drivers within this company.” Luttrell’s goal is to move into a trucking management position and become the first female truck driver in a management position.
Call for nominations: 2020 Driver of the Year Award
Women In Trucking Association (WIT) and Walmart are seeking nominations for the inaugural Women In Trucking Female Driver of the Year award. The goal of WIT’s Female Driver of the Year award is to recognize outstanding female professional drivers who lead the industry in safety standards while actively work to enhance the public image of the trucking industry. The grand prize winner will be chosen based on safety record, impact on the industry’s image and positive community contributions. “Celebrating women’s accomplishments is a key aspect of our mission,” says Ellen Voie, WIT president and CEO. “We’re thrilled to honor an outstanding female driver with this new award.” The contest is open to any female driver or contractor who has safely driven one million consecutive, accident-free miles. A driver must be nominated by the motor carrier by which she is currently leased to or employed. The nominee must have been employed by or leased to and driving for her current trucking company employer for the past three years. “Walmart is committed to providing women a great workplace to grow their careers and is a proud sponsor of Women In Trucking,” said Bryan Most, vice president of transportation for Walmart and Women In Trucking board member. “We are excited to take this relationship a step further and sponsor Women In Trucking’s first-ever Female Driver of the Year award to recognize and empower women who are making an impact in the transportation industry.” The inaugural award will be presented to a deserving driver at the 2020 Salute to Women Behind the Wheel event at the Mid America Trucking Show (MATS) in Louisville, Kentucky on Friday, March 27. The grand prize winner will be chosen based on her safety record, positive community contributions, and impact on the public image of the trucking industry. She will receive a plaque, commemorative ring and more. The nomination process is now open and will close on February 15, 2020. Learn more at https://www.womenintrucking.org/female-driver-of-the-year. Nominations can be submitted at: https://www.surveymonkey.com/r/WITDOY2020.
TVH earns MVS Award
TVH in the Americas (TVH), a global provider of quality replacement parts and accessories for the material handling and industrial equipment industries, has earned the prestigious MVS (Most Valuable Supplier) Award for achievements in 2019. The MVS Award is granted by the industry’s trade association, MHEDA (Material Handling Equipment Distributors Association) to less than 10% of all member companies. This is the fifth consecutive year that TVH has earned the MVS Award. This industry award recognizes companies who have demonstrated an exemplary commitment to their dealer network, their employees and their community. To qualify for the MVS Award, TVH was required to meet a series of criteria in a number of areas important to the distributor companies who do business with them. In addition to confirming an on-going commitment to safety and employee training, award recipients must provide documentation of active participation in a program that gives back. MVS Award winners have demonstrated an overall commitment to business excellence by documenting programs in the following areas: Industry Advocacy Distributor Advocacy Business Networking Continuing Education Business Best Practices “TVH is honored to receive MHEDA’s MVS (Most Valuable Supplier) award for the 5th year in a row,” said Dirk von Holt, President of TVH. “This award affirms our commitment to being the one-stop-shop for our customers, and providing a truly remarkable customer experience that is second to none. At TVH, we believe that by working together we can achieve great things, and this award is a testament to the hard work and dedication of our employees.” “Achievement of MHEDA’s MVS status represents members who have demonstrated a commitment to their business and its employees, their industry and also to the communities within which they serve,” said Mike Vaughn, 2019 MHEDA Chairman of the Board and Chief Financial Officer of Liftech Equipment Companies in East Syracuse, NY.
IWLA hails EPA Risk Management Program changes
The International Warehouse Logistics Association (IWLA), the trade association for the third-party warehousing industry, supports recent changes the U.S. Environmental Protection Agency has made to its Risk Management Program Reconsideration Rule as it pertains to first responders. “This rule directly addresses very important safety issues. And any decisions and regulatory changes that facilitate the exchange of pertinent information during a time of crisis are always better,” says IWLA President & CEO Steve DeHaan. “But broadcasting the materials in question could open safety concerns in its own right. IWLA applauds the new RMP Reconsideration Rule as it cuts away barriers to quick and timely communication with key players while being mindful of the sensitive nature of that information.” The association has a subset of warehouse members that handle chemicals and other hazardous materials for their customers – manufacturers and retailers. “One reason IWLA exists is to help ensure U.S. warehouses remain safe places to work and serve as contributing members of their communities,” DeHaan says. “We recognize that issues may arise that require emergency response and this rule ensures that our members can work more effectively with first responders. The EPA rule directly addresses this issue.” IWLA will continue to work as requested with EPA officials to keep the safety of warehouse workers and their communities at the forefront while facilitating the business of keeping the U.S. supply chain moving.
KION North America participates in Apprenticeship Carolina two-day training event
In conjunction with Apprenticeship Carolina and New America, KION North America participated in Trident Technical College’s two-day training event on November 18 and 19, 2019, designed to assist state and local communities in developing youth apprenticeship programs. “The two-day training event showcased the strong benefits of the apprenticeship program for participating companies and the students,” said Jeff Peterson, director of manufacturing, KION North America. This invitation-only event engaged partners from five states in a study-tour and workshop following the Partnership to Advance Youth Apprenticeship (PAYA) Guiding Principles for High-Quality Youth Apprenticeship. The conference, which featured the Charleston Regional Youth Apprenticeship Program as a national model, included panel discussions with employers, K-12 leaders and current/former youth apprentices and a tour of current youth apprenticeship employers. KION North America welcomed a total of 25 individuals from throughout the southeast, providing them with an introduction to KION North America and a tour of its 250,000 sq ft facility in Summerville, South Carolina. “By participating in a plant tour, educators were able to hear from our industrial engineering apprentice, Drake Head, and see first-hand the projects that our apprentices are directly involved with,” added Peterson. For the past three years, KION North America has hosted a total of five apprentices through the Charleston Regional Youth Apprenticeship Program. As apprentices in this program, high school juniors, seniors or recent high school graduates gain a minimum of 2,000 hours of job-specific skills in their chosen education track and complete half of their Associate’s Degree from Trident Technical College – at no cost to them. KION North America representatives believe that this program is one measure towards closing the gap that exists between the jobs of the future and the available workforce in our area.