New tool from PERC allows you to compare operating costs between electric and propane forklifts
Forklift cost calculator helps decision makers crunch the numbers The Propane Education & Research Council released a free online cost calculator that allows facility managers to quickly determine how much they could save by operating propane-powered forklifts. “With this new tool, facility managers can have the data at their fingertips, giving them an easier way to compare the operational costs between forklift fuels,” said Jeremy Wishart, PERC director of off-road business development. “In the end, many facility managers are surprised to learn that, when compared with other forklift fuels, propane has proven to be the most cost-effective option.” To calculate potential savings, users input a few data points such as number of forklifts, usage hours, forklift purchase amount, and fuel price. Then, the forklift calculator will yield the overall cost comparisons between propane and electric forklifts. The output will provide operating costs, including the cost of batteries and fuel, along with the total ownership costs and potential savings. According to data from PERC, propane forklifts cost less than other options at acquisition. In fact, capital costs of propane forklifts are almost 30 percent lower than electric. Plus, electric forklifts incur additional utility and infrastructure costs to keep them charged. With propane, facility managers are only responsible for buying and storing cylinders, in addition to purchase and fuel costs. “When you crunch the numbers on the long-term costs of forklift fuel options, propane takes top billing in a lot of ways,” Wishart said. “Propane forklifts consistently cost less than other fuels, providing cost savings throughout ownership to businesses operating on propane.” Visit Propane.com/Forklift-Cost-Calculator to view PERC’s new cost calculator.
Women In Trucking establishes CEO succession plan
Industry veteran Debbie Sparks to assume transitional role as vice president The Women In Trucking Association (WIT) has announced the organization’s CEO succession plan. Deborah Ruane Sparks, an experienced industry professional, will take on a newly created role as vice president in anticipation of succeeding current WIT president and CEO Ellen Voie upon her retirement in the coming years. Sparks will assume her new position in January 2020. Voie founded WIT in 2007 and has become a powerful voice for gender diversity in the transportation industry. Today, the nonprofit organization’s mission is to encourage the employment of women in the trucking industry, promote their accomplishments, and minimize obstacles faced by women working in the industry. WIT experienced dramatic growth under Voie’s guidance and now has more than 5,000 individual and corporate members in 10 countries. The organization has received numerous awards, including the Transportation Innovators Champion of Change from the White House. “Ellen Voie has such a remarkable passion for our mission,” said Laura Roan Hays, WIT current board chairwoman. “It was a priority for the board to find a successor with that same level of commitment. Debbie Ruane Sparks is the perfect candidate. She was instrumental in helping to establish WIT in 2007 and served on the association’s original board of directors. We are thrilled that she is returning to help lead the organization and work with Ellen to ensure a seamless transition as the future face of the Women In Trucking Association.” Sparks has been involved in the transportation industry for nearly two decades. She currently serves as director of transportation and community outreach at Wreaths Across America and will be continuing in that capacity through the end of the year. Previously, she served as vice president, business development, at the Truckload Carriers Association and as director of marketing for American Trucking Associations. Sparks will start her role at Women In Trucking with a number of new projects, including establishing a driver ambassador and managing WIT’s U.S. and Canadian Image Teams in addition to other duties. “We have supported WIT’s growth by expanding our team to include five employees in addition to our association management firm, MindShare Strategies,” Voie said. “Now, with Debbie on board we can further advance our mission and position Women In Trucking for continued growth. She will be an amazing asset in our efforts to increase gender diversity in the transportation industry.”
What’s Diversity and Inclusion without strategy?
One of the hottest topics in business today is the concept of “diversity and inclusion”. Many of the organizations we work with lament about their challenges in this area, stressing their need to “get more diverse” and struggle to build a more diverse workforce. They talk about needing “more representation of minorities” and ask about “recruitment techniques” to help bolster their ranks. One problem with this is these organizations aren’t looking at diversity and inclusion as a strategy, but rather a “checkbox”. Do we have folks on our team from this group or that? Yes? Check, check. This is not the intent of the concept, but rather to bring together a broad set of ideas, perspectives, experiences, cultures, and more – to see and accept things from new lenses to better connect with growing audience diversity. Another problem is that “diversity” and “inclusion” are so often lumped together that they’re assumed to be the same thing. But that’s just not the case. In the context of the workplace, diversity equals representation. Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won’t happen. Diversity is being invited to the party. Inclusion is being asked to dance. And diversity alone doesn’t drive inclusion. In fact, without inclusion there’s often a diversity backlash. Organizations need to think less about “getting diverse” and “being inclusive” and more about understanding the “why”, and developing a strategy for diversity and inclusion within their organizational cultures. While we may think training is the answer, traditional diversity programs often do not work, and recent research shows that they can even have a negative effect on diversity outcomes. That is, they may actually lead to less diversity within the organization. If that’s not bad enough, the training may even reinforce stereotypes about a particular race or gender. Organizations instead, need to focus on culture, defining a strategic plan to build, foster and reinforce the behaviors and mindset of inclusiveness, openness, and equity. Utilizing that strategy with everything from recruiting and retention to organizational communications and collaboration – it becomes your operational framework. Once you can understand the impact, importance and ‘why’ of diversity and inclusion, it can begin to shape how the organization should behave to achieve those outcomes. In short, without knowing what you want to achieve and how you plan to get there, diversity becomes yet another checkbox exercise with no impact, and inclusion remains the buzzword you bring up once a quarter. 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 leaders and industry organizations around the world on how to craft effective customer-facing operational strategies to discover new sources of revenues and savings. Connect with Andrea to access information on her book, workshops, keynote speeches, training or consulting. More information is also available on www.pragmadik.com and www.thecustomermission.com.
Salute to Women in Material Handling ‘A Rewarding Career’
Women talk about building their careers in material handling, along with some of the latest industry challenges and opportunities on the horizon, including technology and recruitment.Lori Palmer was in the office at REB Storage Systems International during a shift when the whole team of salesmen were out, and a sales call came in. “It was about shelving at a school,” she said. It was in 1982, when women in material handling were “very far and few between” and Palmer’s position was in administration. But a client was on the line, and so Palmer jumped into action. “I literally got in a car and went and did it. I really enjoyed the sales part of it,” she said. Intrigued by the possibility of working in sales, Palmer found her career moving in a new direction. “I started to deal with so many different types of businesses. It was fun to go to all these different places I knew and see what they really do and to be able to help them. I enjoyed it,” she said. At the same time, Palmer was aware of the disadvantage of being “young and a woman.” “I found that if I was bidding on a project, I literally would have to prove myself more than two men. There were early struggles that I had to overcome,” she said. But Palmer added that she was supported in her career by ‘the best team of men’ internally to keep working to advance. And as Palmer’s industry knowledge grew, she found advantages in being one of the few women in the industry and cultivated an approach to business that helped her make a mark. As Palmer’s industry knowledge grew, she found advantages in being one of the few women in the industry and cultivated an approach to business that helped her make a mark. “Through the years, I’ve always focused on being honest and open and truthful with clients and employees and suppliers. I really feel that’s what drove my career,” she said. Palmer is now president of the company where she began at 19-years-old. She journeyed from direct selling to marketing to executive vice president. She has been company president for just shy of a decade. REB Storage Systems International has over 50 employees and Palmer said would like to hire those with potential and interest in growing in the company. The company has its corporate office in Chicago, and offices throughout the U.S. and in Dublin. It bills itself as “designers, builders, and installers of storage and materials.” Building a path in material handling Palmer is one of many women who have carved a career path in material handling, and as Material Handling Wholesaler salutes their efforts this month, some of those in the industry said they are seeing new trends and challenges emerge. Annette Springer also has built her path in the industry. She has been in the material handling business since 1973, and in 1992 she and her husband Ted Springer started their own business out of their home. “We had one employee. We had no new lines, we sold used equipment” and offered service and forklift repair, she said, describing the origins of Springer Equipment. Eventually, manufacturers started seeking out the company, drawn to the business’ reputation. Today, Springer Equipment employees 62 employees. The business is currently “a Master Dealer for new Hyundai, Komatsu, Linde, Big Joe, CombiLift and Hoist machines and also one of the largest pre-owned forklift providers with over 300 late model trucks to choose from,” according to its website. Springer Equipment is a full-service dealership providing sales, service, rentals and parts for forklifts of all types serving the Birmingham area, the site said. “There were a lot of ups and downs but we were not going to be defeated. That was our motto,” said Springer, of building the business. Technological growth and challenges When she began her career, Springer said most women in the business who she knew were working in administration. But she has witnessed more women in the industry in recent years, particularly in service management positions. “I have seen great strides in the years I have been in the industry, but I still think there needs to be more,” she said, referencing what she sees as a need for more women in material handling. “There is room for improvement.” More women are in the industry in 2019 then when Palmer started four decades ago, but recruiting overall is more challenging, while robotics and automation present both opportunities and difficulties. From Palmer’s perspective, technological developments in particular present a recent industry challenge. “There’s a true learning curve, but for all of us now,” she said, describing her reaction to the new developments at the ProMat 2019 trade show. “The floor was completely different than anything I had experienced in the past,” Palmer said, adding that being witness to the technological gains also encouraged her to take action in implementing similar initiatives at her own company. To Palmer’s mind, this technological growth presents more of generational challenge as opposed to gender in the current industry. “Younger women and men basically have an advantage on us,” she said. A need to recruit more young workers At the same time, both Palmer and Springer added that the recruitment of younger workers remains a concern. Springer said she would like to see more emphasis in high school curriculums on the options trade careers offer and explanations to students about how high paying the trades can be, along with all of the opportunities currently available. She said the struggle at Springer Equipment, as throughout the industry nationwide, is in finding qualified service technicians. Palmer has found more young workers are interested in working for the tech giants like Amazon and Google as opposed to material handling companies. That hesitation may be because work in the material industry can be demanding, Palmer theorized. “This is hard work for staff people, project managers, engineers. It’s physical work, mental work,” she said. “For those of us who have experience and have grown up in it, we’re used to it and we enjoy the challenge and
Pay is Up. Poverty is Down. How Women are making strides
Women are making significant gains in median earnings and their poverty rates are decreasing. Yet, the wage gap between men and women remains unchanged from the previous year, as women earned 82 cents for every dollar earned by men among full-time, year-round workers. Poverty rates for women continue to be higher than for men. This week, the U.S. Census Bureau released its annual Income and Poverty in the United States: 2018 report. One of the most cited estimates from that report is the female-to-male earnings ratio, a metric of how well women are paid compared with men. It is based on the median earnings of full-time, year-round workers. The 2018 female-to-male earnings ratio was 0.816, not statistically different from the 2017 ratio. Year-to-year changes in this ratio are not common. However, the female-to-male earnings ratio has increased 4.8% from 0.778 in 2007. How Women are making earnings gains Despite the lack of annual change for this indicator, there is evidence that women experienced significant gains compared with men between 2017 and 2018. For instance, the total number of female workers with earnings increased by approximately 1.1 million, while the number of male workers did not change. Among full-time, year-round workers, the number of women increased by 1.6 million and the number of men increased by about 700,000 between 2017 and 2018. Among full-time, year-round workers, median earnings for women were $45,097 while median earnings for men were $55,291 in 2018. This was an increase in real earnings of 3.3% for women and 3.4% for men from the prior year (the difference between the percent changes was not statistically significant). Compared with their median earnings in 2007, the year before the most recent recession, women working full-time, year-round now earn 5.8% more after adjusting for inflation. In contrast, men’s real median earnings were not statistically different between 2007 and 2018 among full-time, year-round workers. Poverty rate declines for Women but more Women still live in poverty than men Women continue to have higher rates of poverty than men. The 2018 poverty rate for women was 12.9%, down from 13.6% in 2017. The poverty rate for men was 10.6% in 2018, not statistically different from 2017. Poverty rates were down for Non-Hispanic white women, black women, and Hispanic women. The Census Bureau classifies family households (defined as two or more people living together who are related by birth, marriage, or adoption, and one of them is the householder) into three groups: married-couple, female householder with no spouse present, and male householder with no spouse present. Median income for households maintained by women ($45,128) was lower than that for married-couple family households ($93,654) and those maintained by men ($61,518) in 2018. Real median income for female householders increased 5.8% between 2017 and 2018. Median incomes of married-couple households and those with male householders did not change from 2017. (The difference between the 2017 and 2018 percent change in median income for male householders and female householders was not statistically significant.) In 2018, the poverty rate for families with a female householder was 24.9%, higher than that for married-couple families (4.7%) and families with a male householder (12.7%). However, the poverty rate for families with a female householder declined from the previous year, at 26.2% in 2017. The other family household types experienced no change. For more details on changes in income and poverty rates for female householder families, see “Poverty Rate for People in Female-Householder Families Lowest on Record”. About the Author: Jessica Semega is a statistician in the Social, Economic, and Housing Statistics Division at the Census Bureau.
Six components of Self-Management
The office environment can be a challenging place. You have to deal with all kinds of personalities at any given time, you see things that are broken but lack the resources or influence to fix them, and, often, people who don’t understand your work are there to tell you how to do it. But we all just want to produce good results and receive acknowledgment for our effort. In an ideal world, you are in a role that plays to your strengths and motivations and limits exposure to your weaknesses, and you are partnered with a manager who serves as your advocate. In reality, you’re likely motivated by some aspects of your job and not always by others, and your manager has many other responsibilities that prevent them from being the best coach they can be to their team. In this scenario, the best you can do is do your best. And achieving your best requires a measure of self-management. Motivation is often a set factor. In other words, you can’t choose what motivates you at work anymore than you can choose your height or your family members. You can’t make yourself be outgoing if you’re shy, and you can’t spark competition if trophies don’t interest you. And the external factors that can stand between you and your goals—economic upheaval, competitive threats, disruptive changes, and mergers and acquisitions—aren’t something we can always plan for. You can, however, choose how you conduct yourself. Organizations are always looking for employees who exhibit high potential and caliber for self-management. Focusing on the following six areas of self-management can help your company identify and nurture future leaders and lay a foundation for performance management and individual development. 1. Composure under pressure Did you know one of the top job competencies for supervisory, sales, and customer-service positions is composure? Regardless of the power dynamic between employees and stakeholders, staying composed shows that they are in control. Staying calm earns respect, sets the tone, and increases others’ willingness to follow their lead. It’s contagious, in a good way. Four ways to keep your cool and remain composed: Remain visible– Allow your teammates to see you so they know you are in control and handling the situation. Respond decisively– Stand behind your decisions and encourage your team to take action, but don’t hesitate to ask for help when needed. Take accountability – Let your teammates know that you are accountable and committed to solving the issue and that you’ll do so in a timely, effective manner. Stay positive– Enable others to regain their composure by keeping your cool. The more relaxed and calmer everyone is, the better the outcome will be. 2. Self-awareness It’s important that employees consider the way they’re perceived by the people around them. They might be perfectly good at performing their work, but if their teammates only experience their loud personal phone calls that echo through the building, oblivious comments that insult other team members, and tiresome questioning of others’ statements, it’s going to be difficult to put that person into a place of leadership. A self-aware employee monitors reactions and considers how their words and actions affect everyone else. How to be more self-aware: Ask for honest feedback– Don’t argue with or deflect what you hear. Take a personality assessment– Gather insights on your personality and work-specific competencies to help you understand your own proficiencies and deficiencies. Reflect – Think back on your daily interactions and how you handled situations well or could have handled them differently. 3. Open to change Technology changes fast, as do consumer preferences, company processes, and market trends. It’s inevitable that companies have to revise systems, strategies, and policies. Refusing to adapt and showing resentment toward change are sure ways to be labeled as stubborn or stagnant. How to show you’re adaptable: Ask questions– Start preparing yourself early for new changes, and help others transition as seamlessly as possible. Update your understanding – Stay current with best practices and read up when new information comes to light. Volunteer to be part of the solution – Is there a steering committee or a team leading the changes? Get involved! 4. Professionalism Professionalism is about maintaining integrity when executing your responsibilities, respecting people at all levels of the organization (as well as customers and vendors), and embracing the ethics and best practices of the profession. In fact, openly expressing a personal philosophy of professionalism in a job interview can make a favorable impression on a prospective employer. How to demonstrate professionalism in the workplace: Show up to work on time Stay positive and redirect negativity Offer assistance to your co-workers Own up to your mistakes Leave a bad mood at the door Avoid swearing or using inappropriate language 5. Ownership of work No matter where they stand on the organizational chart, an employee with good self-management makes tasks their own and delivers on their promises. They accept both praise and criticism gracefully, and don’t pass the blame for setbacks or are grateful for help when working on a team. How to own your work and set an example for others: Hold yourself and employees accountable– Accountability is the belief that we have control over most situations and outcomes in our everyday lives, regardless of the situation or how fair it seems. What does true accountability look like in your team? Define this and be open to any feedback from your team. Be in control of your own fear– Fearful of failure? Write down your concerns, and how much of that fear you have the ability to impact. Chances are you are in control of a lot of those failures because you choose your own fear. Own that fear, and it’ll help you get ahead and make you that much better of a leader. Start with the end goal in mind– What is the end goal you need to accomplish? Discover it, define it, and don’t try to alter it if it hasn’t been achieved. This will help you stay on track when you start to slip, and what it
NAWBO hosts National Women’s Business Conference in Jacksonville, Fla
Success is a combination of being at the right place, at the right time, and doing something about it. For entrepreneurs and women in general, that place and time is right now. Women business owners are starting and growing companies at a pace faster than ever before. At the National Women’s Business Conference October 13-15 in Jacksonville, Fla., participants can choose to attend interactive breakout sessions and workshops. Be confident that you will gain tools that can be immediately applied to your business decisions and goals. Take advantage of the room block savings! View the full agenda and register here.
Pricing and Profits
Ahhhh, the age-old dilemma that has become part of every type of business, especially dealers. Never goes away and becomes part of every sales meeting whether it is on the agenda or not. And that topic would be PRICING. What got my attention about pricing recently is an article written by April Maguire titled “Name Your Price” which covers every type of pricing scenario available and then some. It also contains some thought on “Setting the Right Price” considering Cost, Customer types, Competition and Tiered Pricing. It appeared in www.procontractorrentals.com. Although the article is not directly geared towards dealers the concepts discussed fit each and every business out there that needs to negotiate pricing, and I can’t think of many that don’t Digging a little deeper into price negotiations a business owner must consider how much aggressive pricing is hurting the bottom line. Or is it? Do you really know what impact your pricing strategy is having on profits and cash flow? Aggressive pricing is normally used to increase market penetration or attract more from current customers to increase the top line. Initially, aggressive pricing may be financially unsound if you have substantial fixed costs to hurdle over. You know how it goes, you must cover fixed costs and then variable costs to generate a profit, and normally a successful pricing program will accelerate growth and fixed cost coverage and generate higher profits. You have probably experienced this scenario many times in your life with Amazon being a prime example of how this strategy works. On the other hand, competitive or aggressive pricing which is thought to reduce margins, may not reduce margins at all. Maybe the pricing strategy currently being used produces above average margins because the other component of the transaction is being properly managed and planned for, with the other part of the transaction being COST, which in this environment is decreasing because of technology and other methods of efficiency. Let’s see if we reduce revenue by reducing pricing and costs have been reduced more than the price reduction….you wind up with more margin dollars, especially if overall sales dollars increase from the current level. Applying new technology and efficiency is a must for every business. For certain companies it may be a simple and cost-effective change. For more technical and large projects, it could be considerably more expensive requiring expert implementation of new systems and procedures. The former providing a short payback cycle, the latter a longer payback period requiring constant supervision to meet goals. So here I am writing this when a perfect example of the variables and how they work together to produce above average profit jumps out right in front of me. I was in the market for new gutters and leaf guards for a house in Wisconsin, and went through the process of interviewing various vendors to discuss products and pricing. Before these meetings took place, I spent some time searching the web to get current pricing for the materials and labor for this type of project. After taking to four different companies I selected one that met the “web” pricing along with a nice product line. The “winner” sent out an experienced estimator who provided pricing in about 15 minutes. We were instructed to contact dispatch to set a date and time for the work. So far all very efficient. I signed the bid on August 9th and the work was completed on August 20th. And I can tell you this would not have been the case with the other vendors. I couldn’t help myself and had to think how my chosen vendor could make a dollar with the pricing they gave me …. especially when compared to the other vendors. Well let me tell you how. Dispatch called and said they would be there at 9am and this was 8 am when they called. At exactly 9am a white school bus with an extension on it (this was a BIG bus) with the name Pinnow Sheet Metal, Inc. from Oshkosh Wisconsin pulls up. Once parked five people came charging out the front door and are on the roof within 60 seconds confirming the gutter measurement and tearing the down the old gutter system. Person on roof measures and yells to supervisor or conveys the measurement to person in the bus who pushed a button to produce a seamless gutter for the exact size needed, along with the downspouts to compete the job. Here is the best part. THERE WERE BACK ON THE BUS AND LEAVING 40 MINUTES LATER! I kid you not. Both the house and garage had new gutters and guards on them. A chat with the supervisor explained that they have their system down with each crew member knowing what they need to do, they work with the same crews and have been providing this service for many years. And believe me the work was excellent with my house looking a lot better. So, I believe they made a nice margin on the work they do using the pricing that they consider reasonable. No doubt their pricing gets them more work without scarifying profit. And to top it off the supervisor did not stop to converse with us to go over the invoice etc. Nope…. hop on the bus and corporate will send you the invoice for payment saving another 15 minutes in terms of non-billable labor waiting on the bus. This is a perfect example of the simple fix with immediate feedback. Have a system. Continuously update the system. Find ways to get more efficient. Be on time. Have your crew under control. Have equipment you need up and running. In short, the bus contained the crew and the equipment to produce the gutter and downspout to complete the work schedule for that day. I kept looking around and asked my wife “Where did they go”. I also said “Boy, that was a nice ROI for 40 minutes or work “ I guess the bottom line
U.S. Department of Labor awards nearly $1.5 million to increase apprenticeship participation for American Women
The U.S. Department of Labor has awarded nearly $1.5 million in grant funding to organizations in Illinois, Virginia, and Wisconsin to help recruit, train, and retain more women in quality pre-apprenticeship and apprenticeship programs. The grants will help women pursue careers in manufacturing, infrastructure, cybersecurity, health care, and other industries. The 2019 Women in Apprenticeship and Nontraditional Occupations (WANTO) grant recipients are: Chicago Women in Trades ($494,460) Hampton Roads Workforce Council ($500,000) Wisconsin Regional Training Partnership Inc. ($498,055) “In the past two years, we have seen women’s unemployment rate fall to its lowest since 1953,” said Acting U.S. Secretary of Labor Patrick Pizzella. “We are committed to expanding access to apprenticeship opportunities that will help even more women find pathways to family-sustaining jobs and fulfilling careers in all industries.” Chicago Women in Trades Founded by tradeswomen in 1981, Chicago Women in Trades exists to improve women’s economic equity by increasing their participation in high-skill, blue-collar occupations such as manufacturing, transportation, and construction. The WANTO grant will help Chicago Women in Trades provide technical assistance to more than 320 registered apprenticeship programs and employers; introduce 2,500 women to apprenticeship and careers in nontraditional occupations; enroll 209 women in pre-apprenticeship or other preparatory training; place 130 women in apprenticeship or other nontraditional employment; engage over 100 tradeswomen in mentorship and leadership development classes; support nine tradeswomen’s committees, organizations, and support groups; and improve women’s retention in apprenticeship. Hampton Roads Workforce Council The Hampton Roads Workforce Council’s Women in Skilled Careers (WISC) seeks to create a pipeline of skilled workers for the ship repair industry by targeting an under-recruited population: women, specifically those who have received, or are receiving, services for issues such as domestic violence, human trafficking, homelessness, and poverty. WISC will provide these women with a fast-tracked pathway to earn critical skills, obtain recognized credentials, and begin employment in the ship repair industry while earning a living sustainable wage with full employment benefits. Participants will receive transportation, child care, and stipends to support their participation in grant-funded activities. The WANTO grant will help WISC provide opportunities for 40 women to earn a total of 120 nationally-recognized credentials. Wisconsin Regional Training Partnership Inc. The Wisconsin Regional Training Partnership Inc.’s West Coast to the Nation’s Center – Building a Best Practice Network to Raise Women’s Success in Apprenticeships (RWSA) is a robust network of nonprofits, Workforce Investment Boards, employers, and unions. RWSA will focus on informing, engaging, and enrolling more women in pre-apprenticeship and registered apprenticeships in sectors such as construction, manufacturing, energy, information technology and transportation. The WANTO grant will support RWSA’s efforts to help 110 women enter pre-apprenticeship and/or registered apprenticeship programs and introduce 700 women to the benefits of apprenticeships and nontraditional occupations. Recipients of the WANTO grants must provide one or more of the following types of technical assistance: Develop pre-apprenticeship or nontraditional skills training programs to prepare women for apprenticeships and careers in apprenticeable industries; Provide ongoing training for employers, unions, and workers on creating an environment for women to succeed in those careers; and Help set up support groups, facilitate networks, and/or provide supportive services for women to improve their retention. The Department’s Women’s Bureau and its Employment and Training Administration administer the grants. Learn more about the WANTO program and grant recipients. The mission of the Department of Labor is to foster, promote, and develop the welfare of the wage earners, job seekers, and retirees of the United States; improve working conditions; advance opportunities for profitable employment; and assure work-related benefits and rights.
Making your customers happy is not enough
What’s the difference between a traditional customer and a customer as a partner? About five times the business. “Partnerships are the way of 21st century customer service. Just treating the customer well isn’t enough.” says Chip Bell, author of the book, Customers as Partners, “Customer delight is a dead-end street.” Chip Bell should know. He has served as a service quality consultant for such companies as GTE, Shell Oil, IBM and Nabisco. As an author of ten books, including one entitled Managing Knock Your Socks Off Service, which he co-wrote with Ron Zemke, Bell has spent twenty years and traveled more than a million miles speaking on the subject of customer service to Fortune 500 companies around the world. “Customers as Partners crushes a lot of myths about customer service,” said Bell, “This book creates a whole new set of challenges to keep your relationships as solid as you think they are. Partners are more than customers. Customers have a stake in your success, the same way that you have a stake in theirs.” In our meeting before his Charlotte book signing, I wanted to get some specific examples of “partnership attitudes” from Bell. “The best example is when you compare one (short term) transactional cost to the (long term) relational value of the customer.” Said Bell. “If a Cadillac customer is worth $350,000 over a lifetime, why does the service department argue over a $25.00 part? Why argue at all? Seems illogical but they do. Just give me a quarter for every time a service manager argued with a customer. Short term win, long term suicide.” Attributes of customers as partners begin with the principle that when relationships are long term, they are value based not value added. The primary values associated with customer partnerships are… Generosity –The spirit of giving (get others business). Honesty – Truth makes a clean relationship (even if it hurts temporarily). Trust –Assurances that preclude me from having to look over my shoulder or look for ulterior motives. Comfort – Familiarity, no surprises. Reciprocity – The balance of the deeds over time (not measured deeds, but gifts without expectation). If you measure you lose. Have you ever done someone a favor and say to yourself, “He owes me one?” If you think someone “owes you one,” one is all you’ll get. Want to give it a try? Start by looking for these five attributes inside you and your own company first. The best way to begin this process is to build a partnership environment in your own organization. Treating your employees as partners. Speaking nicely about your customers behind their backs (they are your paycheck, you know). Showing a spirit of cooperation and teamwork among coworkers. Especially in the traditional rival areas of sales and production, or sales and the service department. Accepting responsibility when a customer calls even if it isn’t your specific job. It is your inside partnership philosophy that permits the outside partnerships to take place with your customers. You can’t have internal chaos and outside harmony. Partnership attitudes are bred from within. Think about this: What message do you want to give your customers when they view your actions as a business? Are those actions congruent with the message carried today by your sales force to your customers and prospects about your product or service? If not, you will be seen as having two faces and be perceived as insincere. There are four prime paybacks’ for partnerships…beyond the economics: Partnerships are more mature in their expectations – (realistic) less fluff and dazzle.More meat and potatoes (if you’re a vegetarian, more tomatoes and potatoes). While partnerships tend to be more demanding, they are more forgiving of error.Everyone makes mistakes. Partnerships will allow you the benefit of positive recovery. Partnerships are more apt to give candid feedback.This helps you improve the quality of service, thereby the quality of the relationship. Partnerships are more apt to champion you in the marketplace. They become apostles on your behalf. Street ambassadors. They tell love stories about you. I wouldn’t go anywhere else. Partnerships with customers don’t just happen. It starts with a game plan and a commitment. It takes an investment of time and resources to reap the dividends. Is it worth it? Your competition hopes you don’t think so. 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.
North America rental revenue expected to exceed $71 billion in 2023
The new five-year forecast from the American Rental Association (ARA) updated in August calls for equipment and event rental revenues in North America to surpass $71 billion in 2023, including $64.7 billion in the United States and $6.4 billion in Canada. The latest forecast is ARA’s first to project rental revenue for 2023. The current figures, which are updated quarterly, also project slightly less growth for 2019 through 2022 than what was forecast in May. “The market for the equipment and event rental industry remains positive, but there definitely are signs that the U.S. economic growth is slowing and this projected slowdown is reflected in our latest forecast,” says John McClelland, Ph.D., ARA vice president for government affairs and chief economist. “Trade tensions and a slowdown in the global economy are headwinds for the economy with the risk of a recession happening in the U.S. within the next 12 months at about 35 percent,” McClelland says. For 2019, equipment and event rental revenue in the U.S. now is expected to be $55.7 billion, up 5 percent over 2018, with growth in 2020 and 2021 at 3.8 percent; 4.1 percent in 2022; and 3.3 percent in 2023 to top $64.7 billion. Scott Hazelton, managing director, IHS Markit, the forecasting firm that compiles data and analysis for the ARA Rentalytics subscription service as part of a partnership with ARA, says the U.S. economy continues to decelerate this year as the stimulus from prior tax and budget incentives diminish. “This has been exacerbated by still ongoing uncertainty over trade and tariff policy, particularly with China, and concern over the strength of the global economy. This uncertainty is likely to persist into 2020, and become further complicated by the Presidential election cycle. The result is a modest reduction in our near-term economic outlook, particularly for the construction and manufacturing segments on which rental depends. We have slightly lowered our expectation for rental revenue growth, but we are not expecting a downturn,” Hazelton says. In Canada, rental revenue is forecast to grow 2.1 percent in 2019 to total nearly $5.5 billion and then continues to expand with revenue increases of 4.9 percent in 2020, 5.0 percent in 2021, 3.6 in 2022 and 2.2 percent in 2023 to reach $6.4 billion.
Georgia Center of Innovation for Logistics releases logistics report
Georgia Center of Innovation for Logistics has released their In Motion: A study of Georgia’s Logistic Industry in 2018 economic impact study report. The report was created in partnership with the University of Georgia’s Selig Center for Economic Growth, the report analyzes the size and scope of Georgia’s logistics industry and its economic impact on the state. It also discusses the industry’s employment growth, occupations, and prospects for growth. A few highlights are: In 2018, Georgia had 181,000 direct logistics industry jobs and 15,000 establishments $60.7B in economic output and $33.5B in state GDP $2.7B in state and local tax revenue from the state’s logistics industry.
ALAN announces 2019 Humanitarian Logistics Awards Winners: Amazon, Total Quality Logistics among Honorees
The American Logistics Aid Network (ALAN) today announced the 2019 winners of its Humanitarian Logistics Awards. “Each year we have a chance to recognize outstanding companies and individuals who are living, breathing examples of what selfless logistics is all about,” said ALAN Board Chair Mark Richards, while presenting the awards at this year’s CSCMP EDGE conference. “When the chips have been down, these honorees have repeatedly been there to help – and to ensure that hope and comfort reached those who needed it most.” This year’s recipients included: Disaster Relief by Amazon, which received ALAN’s Outstanding Contribution Award Total Quality Logistics, which received ALAN’s Outstanding Contribution Award Dr. Nezih Altay of DePaul University, who received ALAN’s Research And Academic Contributions Award. The awards also honored author and supply chain resilience expert Phil Palin, who received the Lifetime Achievement Award. Disaster Relief by Amazon earned its award for leveraging Amazon’s extensive services, operations and logistics technology to help advance the cause of effective and large-scale disaster relief. Most recently, in the wake of Hurricane Dorian, the Disaster Relief by Amazon team is mobilizing two Amazon Air flights, full of tens of thousands of donated relief items such as tarps, buckets and water containers, for upcoming departures. Total Quality Logistics received its honor for Moves that Matter, a program that provides funding to help non-profits and businesses defray the cost of humanitarian shipments – and for TQL Cares, an in-house initiative that raises millions of dollars and contributes thousands of volunteer hours to various compassionate causes each year. Altay was lauded for being one of the first U.S. academics to recognize the importance of applying operations research and supply chain management to the challenge of disaster relief. His 2006 paper, OR/MS Research In Disaster Operations Management, was one of the first papers to spark research in humanitarian logistics and remains the most cited article in its field. Palin was honored for his ongoing work to help government and businesses develop greater alignment when providing disaster relief. Over the years, he has worked closely with federal, state, local and private sector leaders to prepare for and respond to complex wide-area catastrophic events and served in a variety of capacities, most recently as the FEMA team leader for the supply chain Ecosystem Assessment. He has also authored numerous books and articles about supply chain resilience, including Out of the Whirlwind: Supply and Demand after Hurricane Maria. “Each of these recipients is living proof that humanitarianism isn’t just a one-time event – and that true service extends well beyond a single disaster. It truly is part of their corporate DNA and personal passion,” Richards said. “We’re grateful to them for the many contributions they have made, and we are proud to recognize them today.” Established in 2017, ALAN’s Humanitarian Logistics Awards recognize companies and individuals who exemplify the best that the supply chain has to offer by assuring that aid is rapidly delivered to communities in crisis. Presented annually, they are open to any logistics professional, organization or department. Previous winners have included Dr. Allison Thompson, The Shippers Group, Estes Express Lines, The Home Depot, MIT’s Humanitarian Supply Chain Lab, LIFT Non-Profit Logistics, The Performance Team, International Paper, Saddle Creek Logistics, Kane Is Able, States Logistics, the UPS Foundation and Jock Menzies.
GSX sets the standard for Security Innovation, attracting 20,000 global registrants
Event is Testament to Power of Security Community and Industry Strength The doors have closed on this year’s Global Security Exchange (GSX), held at Chicago’s McCormick Place this week. Presented by ASIS International, the world’s largest association for security management professionals, the event offered six days filled with education and networking for the global security community. Attendance was strong with 20,000 registrants from more than 125 countries and 550+ exhibitors packing the convention center. Security professionals also engaged in sessions around the world via Global Access LIVE! streaming—with participants in more than 15 countries. “GSX serves as a powerful forum for convening security leaders across the globe to learn, share information and network,” said Christina Duffey, CPP, 2019 ASIS President. “I leave this year’s GSX more energized about our association, our profession, and our industry. I am eternally grateful to our Chicago Chapter and host committee for their strong support and look forward to GSX 2020, which will take place in Atlanta.” GSX 2019 launched on Saturday, 7 September, with ASIS member certification reviews and the start of continuing education workshops in support of professional accreditations. Sunday, September 8, brought a lively Town Hall providing attendees with an open discussion forum with ASIS volunteer leaders. Monday, 9 September, the keynote address was delivered by geopolitical expert and author Ian Bremmer, Ph.D., covering the most pressing risks, trends and economics around the world. He described four key factors that are affecting global perceptions and can stoke conflict and uncertainty, including the decline of the ‘social contract’ (i.e., flat wages, scandals involving privileged class, and sense that government and employers no longer represent the needs of the people they serve), immigration, the ‘forever’ wars (i.e., the 18-year conflict in Afghanistan), and the role of social media in stoking division and fears. He also cited news headlines, including the consequences of Brexit, China’s global investments in Western Democracies, and the lack of a “Plan B” in dealing with Iran. The GSX Exhibit Hall opened Tuesday, 10 September with more than 550 exhibitors and innovative feature areas including the GSX Disruption District, X-Learning stages, and the D3 (Drones, Droids, Defense) Learning Theater, and new this year, the Startup Sector pavilion, highlighting new innovations in the security profession. Tuesday’s General Session speaker, Steve Demetriou, Chair and CEO, Jacobs, spoke on changing times. According to Demetriou, “Today, more than half the world’s population lives in urban environments, and more than 3 million people are moving into urban environments every week.” John F. Kelly, retired four-star general, former U.S. Secretary of Homeland Security and White House Chief of Staff, kicked off Military and Law Enforcement Appreciation Day on Wednesday, 11 September. General Kelly also touched on changes in Department of Homeland Security (DHS) agency structures and policies since 9/11 and described how the dramatically increased collaboration across the intelligence and enforcement agencies in recent years has made the country much safer. New to GSX this year and a first for the security industry, 12 companies were selected to compete in the first-ever GSX Pitch Competition. The closing general session featured Tarah Wheeler, Cybersecurity Policy Fellow at New America, who emphasized that the evolving world requires security practitioners to plan ahead and continue to update their thinking. “We are at GSX because we want to be fierce protectors,” she told the audience before providing valuable guidance on how to prepare before an incident response is required. “I think like a bad guy so I can keep people safe—and you should start thinking like a bad guy too.” Deviant Ollam, Physical Penetration Specialist with the CORE Group, gave the closing Game Changer session alerting the audience to the many ways that potential “bad actors” can gain access to sensitive company data, resources, and facilities. Ollam described three distinct attack surfaces—physical, digital, and human—and pointed out that attackers often find the most vulnerable points at the intersections of these areas, where the responsibility may not be clear and protective procedures may be weak. He emphasized the potential value of penetration testing, and encouraged testers to help make the world safer, saying “if you’re not making the blue team better, you’re not doing your job.” Expanded for 2019, the Security Cares program was created to empower and positively impact the local communities serving as GSX host cities. Now in its fourth year, the program connected leaders of Chicago area community organizations and small- to medium-sized businesses with free access to valuable security education, networking, funding opportunities, and resources. GSX 2020 will take place September 21-23 in Atlanta. For more information about this year’s event, or to learn more about next year, visit http://www.GSX.org.
Leadership in change and uncertainty
Adapt and Thrive in any environment Successful leadership requires navigating your organization through periods of change and uncertainty. Learn how to do this well, and you can adapt and thrive in any environment. Bob Electro was the CEO of Electro Brothers, Inc, a manufacturer and distributor of electronic components. After many successful years, the strategies and tactics that once worked well were failing. Bob’s trusted leadership team averaged 20 years of industry experience, yet their attempts at implementing new strategies were ineffective. Electro Brothers couldn’t adjust to the changes in customer demands and competition. Over the past two years, revenue dropped 36% with no foreseeable solutions to their dilemma. Bob swallowed his pride and hired an organizational expert, RoughSeas Navigation. RoughSeas helped the leadership team create a flexible, adaptive culture to succeed in the change and uncertainty that they faced. This wasn’t a quick fix, but, within 18 months, revenue climbed 39%. Now the leadership team was more optimistic about the future than they’d been in years. Three traits are needed to succeed in change and uncertainty: Flexibility – the willingness to change or compromise Adaptability – the ability to successfully adjust to change Learnability – the ability to quickly acquire new knowledge and skills When you combine these characteristics, you become a Flexible, Adaptive, Learning Organization—a FALO. A FALO is a culture that provides a competitive edge in our unstable world The FALO equation is: Flexibility + Learnability = Adaptability. This is like E=mc² for business. Here’s a closer look: What happens when you have high flexibility but low learnability? Organizations and people like this are lost and directionless. Flexibility needs to be purposeful instead of just agreeable. What happens when you have high learnability and low flexibility? People and organizations like this have knowledge and skills but aren’t open to ideas and solutions that differ from their current ones. They’re rigid. You need a high-enough level of both traits to effectively adapt to change. Focus on culture before strategy Culture is the habitual manner of behaving that’s considered acceptable in your organization Since culture is a habit, it takes time, effort, and continuous reinforcement to be make lasting changes. Many leaders give up too soon. You need to be patient and persistent to create a new culture. Changing a strategy is quick and easy in comparison. It allows you to feel like you’ve taken smart and decisive action to meet your objectives. But strategy needs to be executed to be effective. This requires a culture that supports the strategy. Have you ever asked people to do things differently to meet new strategic initiatives? Did you get any pushback? Did anyone keep doing things the old way due to their habits? Changing your culture requires the leaders to set the example by moving out of their comfort zones into new ways of thinking and behaving. It’s imperative to set the example with your own actions first. If you tell your people to do things you’re not doing, your efforts will fail! This is the truth of culture. Peter Drucker, the well-known management consultant said, “Culture eats strategy for breakfast!” In truth, it eats strategy for lunch and dinner too, In the 1990s, Louis Gerstner led IBM to one of the greatest corporate turnarounds in US history. Most experts said that IBM was crazy to hire Gerstner since he had no computer industry experience and thus lacked the necessary strategic knowledge. What did Gerstner do? He focused on changing the culture at IBM before addressing the strategy. In 2002, he shared two lessons with MBA students at Harvard Business School: “You don’t win with strategy,” … and “Culture is everything.” Put Flexibility + learnability = adaptability into action To increase Flexibility Build a culture that conditions everyone to consider multiple options and challenge beliefs and assumptions when making decisions. Build a culture where you look for the opportunities in undesirable changes rather than getting stuck in resistance and complaining Build a culture where you stop insisting you’re right just because you believe you are To increase Learnability Build a culture where people practice openness and authenticity. We all have weaknesses and don’t have all the answers. You can’t learn if you already know. Starting with ignorance opens the door to learning. Build a culture where everyone participates in training and development programs. Grow knowledge and skills that are relevant to the opportunities and challenges facing your organization Build a culture where leaders and teams openly discuss mistakes as well as concerns, and complaints raised by clients and employees. Don’t make excuses to avoid unpleasant realities. Build a culture of doing. Put what’s been learned in training and development and experiences into action. Information without action is just entertainment. When you put the above principles into action you grow and develop as leaders and people. This drives a culture of growth and development with your employees. When your people develop, they help your organization adapt to change and uncertainty. They also stop requiring the constant direction, monitoring, and babysitting that draw your energy away from making your desired contribution. Imagine what could happen if you adopt this approach in your organization. About the Author: Brad Wolff specializes in leadership development to increase productivity, profitability and engagement. 25 years in recruiting and retention taught him how leaders’ actions impact results with their people. Brad’s passion is making the science of human potential simple and practical to achieve greater success with less stress and more satisfaction. He’s a speaker and author of, People Problems? How to Create People Solutions for a Competitive Advantage. For more information please visit: www.PeopleMaximizers.com or email him at bwolff@peoplemaximizers.com.
The One-Day Dealer Conference offers over a week of training in a day
Want a crash course on dealership aftermarket offerings, dealer field-based technician autonomy, tax updates, learn the new lease standards, best practices for credit reports and trade payment services, exit strategies, ESOP benefits and tax savings, understanding fiduciary responsibilities just to name a few of the sessions? Industry publications Material Handling Wholesaler and Material Handling Network are presenting a One-Day Dealer Conference on Thursday, September 19th at the Wintrust Financial Corporation building in Rosemont, Ill. “We tailored this conference for dealerships in the forklift, agriculture and construction equipment industry to take one-day off and learn how their business can be more profitable on the operational and financial management level.” says Material Handling Wholesaler Publisher and General Manager Dean Millius. “When you look at the session line-up you would expect to cover this information in a week long conference.” added Millius. Millius had found through their internal research that many dealers can’t invest a lot of time out of the office and have limited budgets to attend these types of learning and networking conferences. With a one-day conference that is centrally located in the Chicagoland area many dealers in the upper Midwest can attend the conference and drive home in the same day. The registration for the One-Day Conference is $499 and they recently announced a special discount on adding co-worker registrations for additional $99 until sold out. To view the full brochure, click here. To register you can go to www.dealer-conference.com for the September 19th One-Day Dealer Conference. To take advantage of the special co-worker price you can register them by clicking here. Each registration receives a full-day of learning, networking and food throughout the day. A brochure detailing the full day of sessions can be seen by clicking here.
Port of Long Beach seeks construction bids for Rail Project
The $25 million plan adds access for trains, improves cargo movement The Long Beach Board of Harbor Commissioners on Monday unanimously agreed to put out a call for construction bids on a planned rail project designed to increase operational efficiency at the Port of Long Beach. The Commission is scheduled to award a construction contract by December on the Double Track Access from Pier G to J Project, which aims to provide greater efficiency for on-dock rail. It also aims to increase local roadway efficiency by shifting more cargo to rail. Construction is scheduled to start in fall 2020 on the project, which will add a new 9,000-foot mainline track to better accommodate trains serving four terminals in the south basin region of the Port of Long Beach. By the time construction is completed in fall 2021, the project will allow for better utilization of the on-dock rail yards at Piers G and J by enabling them to simultaneously handle arriving and departing trains. It will also minimize conflict with neighboring terminals’ on-dock rail operations and improve overall safety in the vicinity. “The Double Track Access from Pier G to J Project is part of our ongoing efforts to improve the Port so that Long Beach remains globally competitive and environmentally sustainable well into the future,” said Bonnie Lowenthal, President of the Long Beach Board of Harbor Commissioners. As a vital piece of the Port’s $1 billion rail infrastructure capital improvement program over the next decade, the project will increase rail efficiency at Piers G and J up to 25 percent. The $25 million project will be partially funded by a $14 million grant from the Trade Corridor Enhancement Program, which helps pay for improvements to freight corridors across California using designated transportation funds from Senate Bill 1 and the National Highway Freight Program. The Port will contribute the remaining $11 million for the project. “This project will increase rail efficiency at the Port, allowing us to enhance our operational excellence while decreasing impacts on the surrounding communities,” said Mario Cordero, Executive Director of the Port of Long Beach. The Port of Long Beach is one of the world’s premier seaports, a gateway for trans-Pacific trade and trailblazer in goods movement and environmental stewardship. With 175 shipping lines connecting Long Beach to 217 seaports, the Port handles $200 billion in trade annually, supporting 575,000 Southern California jobs.
ALAN releases statement on Bahamas and Hurricane efforts after Dorian
What is ALAN doing for the Bahamas? If you look up the expression “mixed emotions” in the dictionary today, you might find my picture. On the one hand, I’m hugely relieved that Dorian didn’t strike the U.S East Coast as a Category 5 and that so many communities were spared a direct hit. On the other, I am heartsick about what has happened in the Bahamas. It hurts to see such a paradise destroyed and to think about how many people lost their lives, homes and possessions as a result of this devastating storm. And I am sad beyond words for how long and difficult the path to recovery will be. I know many of you feel the same way, because over the past week, a lot of you have reached out to find out whether ALAN is helping. Thanks to our wonderful network, the answer is a resounding yes. Over the past two weeks, we’ve had a chance to work closely with numerous non-profit partners who are working diligently help survivors on the Grand Bahama and Abaco Islands. Among other things, we’ve arranged for the transportation of shelf stable food from Atlanta to West Palm Beach, found storage space for cleaning and household goods that will be needed during the clean-up phase, and assisted with the transportation of medical supplies. We’ve also been on the search for donated warehousing in Nassau and near the Port of Palm Beach. (Can you help with this? If so, give us a shout.) For the most part, this has consisted of leveraging our U.S. ground transportation and warehousing networks to help relief organizations fill in critical supply chain gaps. It’s also meant partnering closely with Airlink and LIFT Non-Profit Logistics, whose partners have focused on finding the necessary ocean and air capacity, while we and our partners have concentrated on helping supplies get to ports and airports or finding places to store items that will be used later Meanwhile, we haven’t forgotten about North Carolina. We’ve been in close touch with partners on the ground there and are happy to report that they’ve been able to manage most of their issues locally – which is great news and what resilience is all about. But that’s only part of the story. Sometime in the next few days, many of our non-profit partners will complete their initial assessments and come to us with numerous more requests for assistance. I don’t have all the specifics yet. However, I know that many of these needs will involve getting goods to the South Florida area or providing warehousing and equipment there, because that’s where the bulk relief efforts to the Bahamas are originating. I also know that the ALAN community will rise to the occasion. Which brings me to the final emotion I’ve been experiencing quite a bit of this week: Hope. Things are indeed heartbreaking in the Bahamas right now. But with folks like you in our corner, I know that recovery and resilience will happen. I know because I’ve seen it again and again. Thank you for fueling that optimism and for being one of the best parts of my job. My outlook wouldn’t be nearly as sunny without you.
TMHNA opens submissions for 2019 research proposals to advance material handling industry
The submission form for Toyota Material Handling North America’s (TMHNA) University Research Program is now open. The sponsored research program, created to drive and advance the next generation of material handling industry technology, will be accepting proposals via its website, www.UniversityResearchProgram.com, through Dec. 1, 2019. The TMHNA University Research Program was created to encourage and support professors and student researchers to apply their engineering and technical research to discover innovative solutions for the material handling industry. Applicants from North American universities will be evaluated on several criteria, including their possible impact on the future of the manufacturing industry, timeline and feasibility of budget. Applicants with selected proposals will be announced at MODEX 2020, March 9-12, 2020, in Atlanta. “This program reflects our mission to provide customers – and the material handling industry as a whole – with creative solutions and new innovations,” said Brett Wood, President and CEO, Toyota Material Handling North America. “We believe university engineering programs are already working on smart solutions that can be applied to the material handling industry. Send us your proposals, and let’s build the future of this industry together.” Winning proposals for the 2018-2019 program included projects surrounding virtual reality (VR) and augmented reality (AR), energy infrastructure, internet of things (IoT) and Industry 4.0. Proposal themes for the 2019-2020 research submissions in the following areas are encouraged; however, given the broad nature of material handling, alternative themes are welcome. Material handling for last-mile delivery, urban environments, piece-picking, reverse logistics and automation Remote operation of material handling equipment Warehousing energy infrastructure VR/AR for material handling applications Machine learning in material handling Advanced driver-assistance systems (ADAS) for material handling equipment Industry 4.0 For more information about the TMHNA University Research Program, visit www.UniversityResearchProgram.com.
Cybersecurity best practices
Security is essential to any business. People don’t question security precautions for the people, building, or machines in an organization. But what about your data? To view this video, click here.