What does follow-up have to do with a bag of potato chips?
Hot prospect. You just made a good phone contact or had a brief meeting, and the prospect is interested in becoming a customer. It’s time for your first follow-up. What do you do? Well, you probably send a package with so much information inside it turns the US Postal Service from the brink of bankruptcy into a profit-making organization. Most follow-up packages include a video, a brochure, an article from some magazine, product flyers, testimonial letters, an order form, several other items you think the prospect “can’t do without,” and a cover letter. Whew! You have just employed Gitomer’s “reverse law of puking”. You’re puking on the prospect before they have a chance to puke on you. How much follow-up is too much? I say just give them one potato chip worth. What happens when you give someone one potato chip? They want another one. The prospect calls and says, “Hey Jeffrey, got any more potato chips?” Yes, I do then I grab them (by the throat). If the sale is in the bag, don’t give it all at once. Give them too many potato chips, they lose interest. The prospect will eat what he wants, get full, and never call you again. Just give one potato chip because you can’t eat just one. One potato chip follow-up makes the prospect want more. Here are four ways to employ the Gitomer “One potato chip” follow-up method: 1. Send half of an article of high interest. Let them call you for the other half. 2. Send an email with, “Attached please find…” and then don’t attach it. 3. Send a joke on Monday, send a joke on Tuesday, send a joke on Wednesday, send a joke on Thursday. What’s going to happen on Friday if he doesn’t get your joke? He’ll start asking where it is. 4. Email a question on Monday and answer it on Tuesday. Email a question on Wednesday, and answer it on Thursday. Email a question on Friday. Is he going to be looking for an answer on Monday or not? Call him and say, “I’ve got the answer, I’ve also got some coffee and donuts can I come over?” You bet. Each chip if given one at a time will lead to more prospect interest and eventually to a sale. One potato chip at a time will create the after-thirst for the sale. Keep them wanting one more chip until there is only one chip left: the order form. One potato chip, not the whole bag. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.
StayLinked’s research identifies average warehouse loses $400,000 per year due to hidden productivity killer
First-of-its-kind research shows productivity and profitability loss caused by ‘dropped sessions’ StayLinked’s research report, titled ‘Dropped Sessions – The Hidden Productivity Killer’, is the first to explore the impact of dropped sessions with those directly involved in warehouse operations: the warehouse worker. Dropped sessions occur when the connection is lost between a worker’s mobile device and the warehouse management system (WMS). The report reveals that over 30% of workers experience a dropped session at least once per hour. Each worker incurs an average of 50 minutes of lost productivity per day resolving dropped sessions. The average cost of dropped sessions per worker, per day is $29.23. For a warehouse with 50 workers, this equates to $1,461.67 a day and over $400,000 a year. In the majority of warehouses, dropped sessions are deemed to be a standard occurrence that workers simply endure. However, the impact goes further than simply productivity. Workers often lose all access to the workflow task they were in the process of completing, which can include the associated data. Resolving the issue often requires them to log in again and repeat the task – or even swap their device for a new one – increasing the risk of missed service level agreements (SLAs) and financial penalties. “Dropped sessions cost warehouses significant amounts in lost profitability. That’s what this report, which is the first look at the impact of dropped sessions from a warehouse worker’s perspective, tells the market,” said Justin Griffith, chief technology officer, StayLinked. “It also reveals that warehouse operations managers are not fully aware that dropped sessions are a single identifiable problem that is impacting efficiency, driving up hidden costs, and eating away at the bottom line.” These hidden costs around dropped sessions don’t just affect warehouse workers. For example, StayLinked’s report reveals that 33% of warehouse workers said they need to enlist the help of costly and valuable IT support to regain connectivity. “Warehouse managers may have overlooked dropped sessions as being a prolific productivity killer because ‘dropped sessions’ is not a term used by warehouse workers when experiencing connection issues,” continued Griffith. “Workers refer to program crash, black screen, system crash, power failure, glitch, mobile device outage, and many other descriptions, which makes it challenging for warehouse managers to identify dropped sessions as being the major cause of workflow disruptions.” The report also revealed that warehouse managers and workers alike often regard dropped sessions as ‘inevitable’, ‘part of the job’ and ‘that’s just how terminal emulation (TE) software works’ – terminal emulation software is used by over half of warehouses around the world. Worryingly, for mobile device manufacturers, 47% of respondents believe that dropped sessions are caused by the hardware. “Our report shows the importance of raising awareness among warehouse operations managers that dropped sessions shouldn’t be a regular daily disruption to worker productivity, and are not caused by the mobile device hardware,” added Griffith. “The deployment of the right TE software delivers session persistence by enabling the worker’s workflow session to reside on a resident server and not on the worker’s mobile device. This ensures that if connectivity issues arise, connectivity to the WMS and the resulting data is not lost, even in 5G and private-5G network environments,” explained Griffith. “I don’t think any supply chain organization or warehouse operator can afford not to address dropped sessions. For the average warehouse employing 50 workers, their bottom line could be boosted by up to $400,000,” stated Griffith. “From our calculations, if dropped sessions were eliminated throughout the entire industry, up to $3.2 billion could be saved.” A copy of the report: ‘Dropped Sessions – The Hidden Productivity Killer’, can be downloaded here: https://info.staylinked.com/session-persistence-report2024
Episode 492: Driving innovation in supply chains with PepsiCo Labs
Today’s episode of The New Warehouse Podcast features Anna Farberov, the General Manager at PepsiCo Labs. Anna is at the forefront of technological innovation at PepsiCo, exploring and implementing cutting-edge solutions to enhance efficiency across their supply chain. In this episode, Anna delves into the inner workings of PepsiCo Labs, their approach to innovation, and world-changing technologies that are revolutionizing their operations from seed to shelf. The Integrated Value Chain of PepsiCo PepsiCo’s operations span the entire supply chain, making their approach to supply chain innovation uniquely comprehensive. Anna explains, “We start with what we call ‘seed to shelf.’ We own the seed, we grow the potatoes, and we use our own trucks to ship them.” This vertical integration means that PepsiCo controls every step, from agriculture to direct store delivery, ensuring quality and efficiency throughout. Anna highlights the sheer scale of their operations, noting that small changes can lead to significant impacts. “Imagine if we find a way to grow potatoes better or use less water in our irrigation. Even improving the throughput of our warehouses can have a huge impact,” she says. This comprehensive control allows PepsiCo Labs to target innovations that can deliver substantial benefits across various touchpoints in their supply chain. Taking a Pragmatic Approach to Innovation in Supply Chains PepsiCo Labs takes a pragmatic approach to innovation in supply chains, focusing on solving specific business problems rather than chasing the latest tech trends. “We look at what are the biggest problems in the business, go to the business experts, and ask them what we can solve,” Anna explains. This problem-first strategy ensures that the innovations they adopt are both relevant and impactful. One example Anna shares is their approach to eCommerce warehousing. “We needed a solution for eCommerce that required a large number of SKUs moving fast in a small footprint. This led us to micro-fulfillment centers with automated storage and retrieval systems,” she explains. By focusing on the specific needs of their eCommerce operations, PepsiCo Labs was able to implement solutions that improved efficiency without compromising product availability. Balancing Technology with Human Elements While automation and technology are crucial, Anna emphasizes the importance of centering supply chain innovations around the human element. “You can’t just throw a lot of tech or robotics at a warehouse and expect it to happen. You need to center it around the human element and bring the people with you on the journey,” she states. This approach ensures that technological advancements enhance rather than disrupt the work environment for PepsiCo employees. Anna shares a practical example: “We’ve implemented a scanning solution that can capture multiple labels in one photo, reducing the repetitive task of scanning labels individually.” This not only improves efficiency but also enhances the work experience for employees by eliminating tedious tasks. Key Takeaways PepsiCo controls its supply chain from “seed to shelf,” allowing targeted innovations with significant impacts. Focusing on solving specific business problems ensures relevant and impactful technological adoption. Centering innovations around employees enhances efficiency while improving the work environment. The New Warehouse Podcast EP 492: Driving Innovation in Supply Chains with PepsiCo Labs
April 2024 Manufacturing Technology Orders slow decline and remain above historical average
Orders of manufacturing technology, measured by the U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology, reached $317.9 million in April 2024. This is a 25.6% decrease from March 2024 but only 5.4% behind orders in April 2023. Orders in 2024 totaled $1.43 billion through April, 16.2% behind orders placed in the first four months of 2023. Machinery orders have been steadily declining since hitting a peak in the fourth quarter of 2021, according to the USMTO data. Although 2024 has had the weakest start to the year since 2020, orders through April are nearly 5% above the average order volume through the first four months of a year since USMTO began tracking orders in 1998. Contract machine shops, the largest customer of manufacturing technology, decreased orders significantly in April compared to March 2024 – but by less than the overall market. Still, contract machine shops experienced the slowest start to the year since the first few months of 2020, when COVID shutdowns caused orders to crater. After two strong years of orders, the automotive industry has begun to pare back investment in manufacturing technology. Consumer demand for electric vehicles has not met expectations despite significant investment from major automakers. Additionally, demand for internal combustion engines has lagged behind expectations as inflation persists and heightened interest rates give pause to consumers looking to purchase and finance a new vehicle. The aerospace industry has continued its elevated level of investment into 2024. Order activity from this sector is particularly strong in the Southeast region, leading it to the strongest growth of any region. Driven by a pool of talented workers, aerospace companies have been opening and expanding manufacturing operations in the Southeast over the last several years, particularly in North Carolina. In the longer-term trend, the decline in orders appears to be stabilizing. At AMT’s Spring Economic Webinar, Oxford Economics revised their forecast to predict 2024 will end flat or slightly down compared to 2023, anticipating a pickup in order activity through the remainder of the year. Through April, new orders of durable goods were nearly flat compared to the beginning of 2023, and industrial production fell 7.6% from its post-COVID peak. Oxford Economics further predicted that industrial production had reached its lowest point of the current business cycle in most advanced economies. On average, orders in the second half of a year exceed the first by nearly 10%. Should industrial production and new orders pick up through the remainder of 2024, manufacturers will begin to need additional capacity right around the time the doors to IMTS 2024 open in Chicago.
Industry consultant George Keen publishes new book for equipment dealers
Conquer Your Equipment Dealership’s Sales with Powerful Strategies! Industry consultant George Keen has released his new paperback book to maximize the dealership’s potential with strategic sales management. The book is called Sales Management in an Equipment Dealership. It unlocks the full potential of your dealership with expert sales management strategies. “Sales Management in an Equipment Dealership” equips you with the tools and knowledge to build a high-performing sales team and maximize profits. This comprehensive guide dives deep into crucial sales management techniques specifically tailored for the equipment dealership environment. Master the Art of Market Segmentation: Learn how to identify your ideal customers and tailor sales strategies to their unique needs. Forge Unbreakable Customer Relationships: Discover proven methods to boost customer satisfaction and cultivate long-term loyalty. Build a Winning Sales Force: Explore effective recruitment and training techniques to assemble a team of top-performing salespeople. Harness the Power of CRM: Implement Customer Relationship Management systems to streamline communication and boost sales efficiency. Cultivate a Thriving Sales Culture: Foster a positive and results-oriented environment that motivates your team to achieve peak performance. “Sales Management in an Equipment Dealership” is your one-stop shop for taking your dealership’s sales to the next level. Whether you’re a seasoned sales manager or just starting out, this book provides the practical guidance you need to succeed. The book is available now on Amazon in paperback, eBook, and possibly in Spanish later this year. George Keen is offering a special discounted price to Wholesaler’s readers by using this QR code or this link. George Keen advises companies on strategic questions and productivity challenges related to technology and innovation, with a focus on financial performance transformation and the development of profitable business models. George has more than 45 years of consulting experience—including Western Europe and South America—and brings in-depth knowledge of the equipment dealer/distributor facets. George serves a variety of dealers and distributors and a wide range of machinery dealer organizations. Industries include forklifts, construction, agriculture, generators, air compressors, retread tires, heavy trucks, and golf cars, to mention a few.
Forklift Battery Safety Tips & Safety Practices for Forklift Safety Day 2024
Forklifts are essential workplace vehicles that offer immense utility and productivity boosts. However, they are also associated with significant safety risks, as many workplace transport-related accidents involve forklifts. This underscores the importance of adhering to forklift safety practices. National Forklift Safety Day, promoted by the Industrial Truck Association, is dedicated to ensuring the safety of those who manufacture, operate, and work around forklifts. June 11, 2024, marks the eleventh annual event. To support this event, ROYPOW will guide you through essential forklift battery safety tips and practices. A Quick Guide to Forklift Battery Safety In the world of material handling, modern forklift trucks have gradually shifted from internal combustion power solutions to battery power solutions. Therefore, forklift battery safety has become an integral part of overall forklift safety. Which is Safer: Lithium or Lead Acid? Electric-powered forklift trucks typically utilize two types of batteries: lithium forklift batteries and lead-acid forklift batteries. Each type has its advantages. However, from a safety perspective, lithium forklift batteries have clear benefits. Lead-acid forklift batteries are made of lead and sulfuric acid, and if improperly handled, the fluid can spill. Additionally, they require specific vented charging stations as charging can produce harmful fumes. Lead-acid batteries also need to be swapped during shift changes, which can be hazardous due to their heavy weight and the risk of falling and causing operator injuries. In contrast, lithium-powered forklift operators do not have to handle these hazardous materials. They can be charged directly in the forklift without swapping, which reduces related accidents. Moreover, all lithium-ion forklift batteries are equipped with a Battery Management System (BMS) that provides comprehensive protection and ensures overall safety. How to Choose a Safe Lithium Forklift Battery? Many lithium forklift battery manufacturers incorporate advanced technologies to enhance safety. For instance, as the industrial Li-ion battery leader and a member of the Industrial Truck Association, ROYPOW, with a commitment to quality and safety as the top priority, constantly strives to develop reliable, efficient, and safe lithium power solutions that not only meet but exceed safety standards to deliver optimal performance and reliability in any material handling application. ROYPOW adopts LiFePO4 technology for its forklift batteries, which has been proven the safest type of lithium chemistry, offering superior thermal and chemical stability. This means they’re not prone to overheating; even if punctured, they won’t catch fire. The automotive-grade reliability withstands tough uses. The self-developed BMS offers real-time monitoring and intelligently prevents overcharging, over-discharge, short circuits, etc. Moreover, the batteries feature a built-in fire extinguishing system while all materials used in the system are fireproof for thermal runaway prevention and added safety. To guarantee ultimate safety, ROYPOW forklift batteries are certified to meet rigorous standards such as UL 1642, UL 2580, UL 9540A, UN 38.3, and IEC 62619, while our chargers adhere to UL 1564, FCC, KC, and CE standards, incorporating multiple protective measures. Different brands may offer varying safety features. Therefore, it’s essential to understand all the different aspects of safety in order to make an informed decision. By investing in reliable lithium forklift batteries, businesses can enhance workplace safety and productivity. Safety Tips for Handling Lithium Forklift Batteries Having a safe battery from a trusted supplier is a great place to start, but the safety practices of operating the forklift battery are also important. Some tips are as follows: Always follow the instructions and steps for installation, charging, and storage given by the battery manufacturers. Do not expose your forklift battery to extreme environmental conditions such as excessive heat and cold could affect its performance and lifespan. Always turn off the charger before disconnecting the battery to prevent arcing. Regularly check electrical cords and other parts for signs of fraying and damage. If there are any battery failures, maintenance and repairs need to be carried out by an authorized well-trained, and experienced professional. A Quick Guide to Operation Safety Practices In addition to the battery safety practices, there are more that forklift operators need to practice for the best forklift safety: Forklift operators should be in full PPE, including safety equipment, high-visibility jackets, safety shoes, and hard hats, as required by environmental factors and company policies. Inspect your forklift before each shift through the daily safety checklist. Never load a forklift exceeding its rated capacity. Slow down and sound the forklift’s horn at blind corners and when backing up. Never leave an operating forklift unattended or even leave keys unattended in a forklift. Follow the designated roadways outlined at your worksite when operating a forklift. Never exceed speed limits and stay alert and attentive to your surroundings when operating a forklift. To avoid hazards and/or injury, only those who have been trained and licensed should operate forklifts. Never allow anyone under the age of 18 to operate a forklift in non-agricultural settings. According to the Occupational Safety and Health Administration (OSHA), over 70% of these forklift accidents were preventable. With effective training, the accident rate may be reduced by 25 to 30%. Follow the forklift safety policies, standards, and guidelines and participate in thorough training, and you can significantly enhance forklift safety. Make Every Day Forklift Safety Day Forklift safety is not a one-time task; it’s a continuous commitment. By fostering a culture of safety, staying updated on best practices, and prioritizing safety every day, businesses can achieve better equipment safety, operator and pedestrian safety, and a more productive and secure workplace.
Diversified Fall Protection appoints Kynan Wynne as company’s Chief People Officer
Diversified Fall Protection (DFP) has named Kynan Wynne as Chief People Officer. This marks the first time in the company’s history that an executive has been appointed to this role, a reflection of the company’s commitment to the ongoing support of its employees and dedication to building an empowering culture. “We fondly refer to Kynan as our culture crusader,” said Travis Nelson, CEO of DFP. “We are so fortunate to have someone with Kynan’s experience and people skills to fill this role. This is an uncommon position for a company in our industry, but our people are the most important input to our success, and we know we cannot grow without investing in them. The customer experience is a direct reflection of the employee experience.” Wynne is a well-established industry veteran with nearly 40 years of experience. He most recently served as Chief Sales and Marketing Officer for DFP, a position he has held since late 2021 when he formally became part of the organization as a result of DFP’s acquisition of his company, Rooftop Anchor, Inc. Wynne had founded Rooftop Anchor in 2009 and was CEO before the company became a DFP brand. In his newly created position at DFP, Wynne will be responsible for creating the overall employee experience, guiding career growth, and building upon an existing employee-oriented culture. Wynne will report directly to the CEO with the full Human Resources team reporting to him. “All the business success I’ve enjoyed in my life is a direct result of being surrounded by amazing people,” said Wynne. “When a company is devoted to providing a workplace culture that allows people to grow and thrive, the best version of that person appears. As an employer, it’s our duty to help that along. A Core Value of ours is ‘to take people to higher ground,’ and our goal is to do just that, starting with our own team members.” Established in 1994, DFP currently employs more than 300 professionals across six U.S. locations, serving all 50 states. The company has experienced exponential growth, quadrupling in size since 2019, propelled in part by four strategic acquisitions between late 2019 and 2021 (PEAK Fall Protection, Fall Protection Systems (FPS), Rooftop Anchor, and Versatile Systems, Inc.). Since 2021, DFP has achieved a remarkable 30% growth rate. DFP specializes in partnering with strategic clients as their trusted advisor, assessing fall protection concerns with their fully integrated model, and providing “Fall Protection Partnership for Life” through the servicing of fall protection systems and workforce training. DFP also fabricates and distributes a range of distribution-ready fall protection products under their SafePro brand.
Wauseon Machine to showcase precision machining and fabrication capabilities at Design 2Part Shows (D2P)
Visit Booth #215 to connect with a Wauseon expert and find your next manufacturing solution Wauseon Machine, Inc. (WM) announced its participation in the upcoming Design 2Part Shows (D2P) in Novi, MI from June 19 – 20. D2P is renowned for providing immediate business opportunities. Moreover, as the only trade show in the region exclusively featuring exhibitors specializing in design and contract manufacturing services, D2P offers a unique platform for networking and collaboration. At the event, Wauseon Machine will highlight its robust precision machining and fabrication capabilities. With over 100 CNC machines and a network of preferred partners specializing in metal fabrication, Wauseon Machine delivers unparalleled value to its customers. Services include laser and die cutting, bending, forming, welding, coating, and assembly, catering to both low and high-volume production needs. Located in the central business hub of Irving, the Irving Convention Center offers easy access and is equipped with state-of-the-art facilities, ensuring a conducive environment for fruitful networking among industry experts. “We are thrilled to participate in the D2P conference and showcase our cutting-edge capabilities in precision machining and fabrication,” says William Johnson, VP of Operations at Wauseon Machine. “Our team looks forward to connecting with other attendees and demonstrating how our expertise can drive success for their future projects.”
Episode 491 Embracing Human-Centric Supply Chains with Alcott Global
In the latest episode of The New Warehouse Podcast, Kevin sits down with Radu Palamariu, the Managing Director of Alcott Global for Europe and Asia Pacific. Palamariu is an influential figure in the supply chain industry. He is known for his work in executive recruitment, his role as the host of the Leaders in Supply Chain Podcast, and for co-authoring the book From Source to Sold. During the episode, they discuss the vital role of human elements in supply chains, the impact of technology, and the importance of storytelling and soft skills in leadership. The Human Element in Supply Chains Radu Palamariu emphasizes that technology alone cannot drive success in supply chains; it is the people behind the technology who make a difference. He argues, “Technology doesn’t make or break businesses, people do.”This perspective highlights the essential role of human expertise and judgment in leveraging technology effectively. Palamariu’s insights draw from his extensive experience in executive search, where he has seen firsthand the importance of leadership and human capital in operational success. Palamariu points out that while automation and AI are transforming the industry, they do not replace the need for skilled professionals. “The people that are able to make change happen, that are digital savvy, and that have a good understanding of how to combine all of this are more important than ever,” he states. This underscores the need for continuous learning and adaptation among supply chain professionals. The Power of Storytelling in Leadership One of the key themes discussed is the significance of storytelling and soft skills in effective leadership. Palamariu notes, “The best leaders are the best storytellers, able to tell narratives that inspire people and get stuff done.” He explains that successful leaders can connect their technical achievements to broader business goals, such as increasing profitability or enhancing customer service. This ability to communicate and inspire is crucial for advancing leadership roles within the supply chain sector. Palamariu also reflects on his journey and the value of curiosity and learning. His podcast, initially a tool for his education, has become a platform for sharing industry knowledge. He encourages professionals to develop their storytelling skills better to articulate their value and impact within their organizations. Technology as a Tool, Not a Solution While technology is a significant focus in modern supply chains, Palamariu cautions against adopting new technologies without clear objectives. He explains, “Tech is a tool, not the ultimate solution. Unless you have a problem, get very clear on what’s your problem first.” He shares examples of companies implementing AI and other technologies without fully understanding their needs, leading to ineffective solutions. Palamariu advises starting with the problem and then seeking the most appropriate technological tools to address it. He also mentions the importance of data quality, noting that even the most advanced AI cannot compensate for poor data. This pragmatic approach ensures that technology investments are aligned with business goals and deliver tangible benefits. Key Takeaways on Human-Centric Supply Chains Human expertise and leadership are crucial in leveraging technology effectively. Effective communication and storytelling are critical skills for supply chain leaders. The capability to drive change in both large and small to mid-sized companies within a digital-first environment is invaluable. The New Warehouse Podcast 491: Embracing Human-Centric Supply Chains with Alcott Global
Port of Long Beach presents $300k in scholarships
136 local students receive assistance to study in trade-related fields The Port of Long Beach this week awarded $300,000 in scholarships to 136 high school and local college students to assist in their pursuit of education and training in port-related fields including engineering, environmental science, maritime law and technical trades. The scholarships were announced at the annual Celebrating Education event, which brings together students, educators, public officials and business leaders to highlight the Port’s education outreach programs and recognize the accomplishments of students involved. “It’s important to invest in the future workforce of the goods movement industry, right here in the city,” said Long Beach Harbor Commission President Bobby Olvera Jr. “Scholarships are an important way to nurture a labor pool with the talents and skills to keep cargo moving efficiently through our trade gateway.” “We’re building the future of our industry at the Port of Long Beach with new ideas and innovative technologies,” said Port of Long Beach CEO Mario Cordero. “Developing a skilled workforce through our comprehensive education program is a big part of making that happen.” Since 2014, the Port has awarded more than $1.4 million in scholarships to students pursuing careers in international trade and goods movement. This year’s scholarships went to students from local high schools, Long Beach City College and Cal State Long Beach. This year’s budget for scholarships was $300,000, up from the previous year’s $250,000. In an expansion of its commitment to supporting education outreach and workforce development, Olvera also announced Wednesday the Port is creating a new Tools Scholarship designed to assist new and aspiring tradespeople in launching their careers. The scholarship will help new Long Beach City College trades program students and graduates buy their first set of tools. At the Celebrating Education event, Olvera also awarded 10 students from the ACE Academy of Jordan High School with $200 Harbor Freight Tools gift cards. The gift cards were donated by the Harbor Freight Tools for Schools program to the Mayor’s Fund for Long Beach, which facilitated the gift cards free of charge.
Safety 2024 in Denver will feature Society’s largest ever expo
The American Society of Safety Professionals (ASSP) continues its planning for this summer’s Safety 2024 Professional Development Conference and Expo, which will feature a dynamic expo that is expected to be the Society’s largest ever. ASSP’s signature workplace safety education event will take place at the Colorado Convention Center in Denver from Aug. 7-9. “Our expo is so engaging and illuminating that some safety and health professionals just come to the conference for that,” said ASSP President Jim Thornton, CSP, CIH, FASSP, FAIHA. “It’s a remarkable space that showcases the latest personal protective equipment, product innovations and professional services that can advance occupational safety and health.” ASSP’s largest expo to date was at Safety 2019 in New Orleans that involved more than 600 vendors and covered nearly 120,000 square feet. Safety 2024 is already approaching those record numbers with more than two months of preparation remaining. The largest Safety 2024 exhibitors by floor space are Ergodyne, ERGOMAT, Milwaukee Tool, SureWerx, Bulwark Protection, Applications International Corporation, GlenGuard and Protective Industrial Products. Other prominent exhibitors include Airgas, Grainger, Red Wing Brands of America, Superior Glove and VelocityEHS. The expo floor will include an expanded ASSP Career Advancement Center that has something for all attendees, not just those looking for a new position. There also will be a “Leaders in Safety Tech” area where exhibitors on the forefront of safety innovation demonstrate their advancements. Three locations on the expo floor will feature fast-paced “flash sessions” that tackle safety challenges with research, best practices and audience participation. “Our interactive expo has always been a key element of the overall in-person experience,” Thornton said. “I truly believe it’s a can’t-miss opportunity for anyone whose responsibilities include worker safety and health.” Thousands of safety and health professionals from around the world look to ASSP’s annual conference – now in its 63rd year – to advance their careers and take advantage of networking opportunities that can help elevate safety at their companies. Attendees will also be inspired, entertained and informed by popular general sessions. Safety professionals can register online and earn 1.5 continuing education units (CEUs) for career advancement. Groups from the same company can save even more on registration by contacting ASSP’s Nancy O’Toole at 847.768.3466
U.S. Rail Traffic report for the week ending May 25, 2024
The Association of American Railroads (AAR) has reported U.S. rail traffic for the week ending May 25, 2024. For this week, total U.S. weekly rail traffic was 485,232 carloads and intermodal units, up 1.2 percent compared with the same week last year. Total carloads for the week ending May 25 were 217,744 carloads, down 6.9 percent compared with the same week in 2023, while U.S. weekly intermodal volume was 267,488 containers and trailers, up 8.9 percent compared to 2023. Three of the 10 carload commodity groups posted an increase compared with the same week in 2023. They were petroleum and petroleum products, up 2,073 carloads, to 11,337; chemicals, up 1,540 carloads, to 33,439; and farm products excl. grain, and food, up 600 carloads, to 17,091. Commodity groups that posted decreases compared with the same week in 2023 included coal, down 12,617 carloads, to 50,216; nonmetallic minerals, down 4,158 carloads, to 30,981; and metallic ores and metals, down 2,361 carloads, to 21,689. For the first 21 weeks of 2024, U.S. railroads reported a cumulative volume of 4,477,274 carloads, down 5.0 percent from the same point last year; and 5,324,623 intermodal units, up 8.6 percent from last year. Total combined U.S. traffic for the first 21 weeks of 2024 was 9,801,897 carloads and intermodal units, an increase of 1.9 percent compared to last year. North American rail volume for the week ending May 25, 2024, on 10 reporting U.S., Canadian, and Mexican railroads totaled 320,227 carloads, down 4.2 percent compared with the same week last year, and 350,485 intermodal units, up 5.7 percent compared with last year. Total combined weekly rail traffic in North America was 670,712 carloads and intermodal units, up 0.7 percent. North American rail volume for the first 21 weeks of 2024 was 13,821,331 carloads and intermodal units, up 2.0 percent compared with 2023. Canadian railroads reported 84,882 carloads for the week, down 1.3 percent, and 70,899 intermodal units, down 5.6 percent compared with the same week in 2023. For the first 21 weeks of 2024, Canadian railroads reported a cumulative rail traffic volume of 3,385,766 carloads, containers, and trailers, up 0.7 percent. Mexican railroads reported 17,601 carloads for the week, up 24.3 percent compared with the same week last year, and 12,098 intermodal units, up 12.3 percent. Cumulative volume on Mexican railroads for the first 21 weeks of 2024 was 633,668 carloads and intermodal containers and trailers, up 11.2 percent from the same point last year. View reports here
Unirope’s Brown elected to OIPEEC Management Board
Unirope Ltd. president Justin Brown has been nominated to the board of the International Organization for the Study of Ropes (OIPEEC). Brown has served as a co-opted member of the board since February 2023, and was elected as a full member at last month’s (April) OIPEEC conference in Bardolino, Italy. Also elected to the OIPEEC management board were Amy Jenkins, of Teijin Aramid; and Prof. Dr. Ing. Ulrich Briem, of OTH Regensburg. Other executive changes included Bill Putnam, of Yale Cordage, finishing his term as president; and Sven Winter, of Rotec GmbH, moving into the president role from vice president. Elizabeth Huntley, meanwhile, of Whitehill Manufacturing, was elected vice president. OIPEEC organizes conferences every second year to discuss issues of relevance to ropes. These conferences are open to members and non-members alike. Past conferences covered varied topics, such as ‘Simulating rope applications’, ‘The non-destructive testing of ropes’, ‘Rope terminations and fittings’, ‘Wire rope discard criteria’, ‘How to get the most out of your ropes’, ‘Trends for ropes’, ‘Innovative ropes and rope applications’, and ‘Challenging rope applications’. The OIPEEC appointment adds to Brown’s ongoing industry work, including standards writing with the CSA Group’s tower (CSA Z248) and mobile crane (CSA Z150) committees (both as a member); and American Society of Mechanical Engineers (ASME) B30.30 Ropes (alternate member), where he sits alongside colleague Knut Buschmann, engineered product development (member). Brown is also president of Associated Wire Rope Fabricators (AWRF). He said: “We believe that it is not enough to participate in the fruits of an industry without giving an equal amount back. That is why we have taken the approach of being very active in our sector and contribute wherever we can. We sit on various boards and standards writing organizations and are involved with — and contribute to — many technical committees.” Unirope is actively involved with the Association of Crane and Rigging Professionals (ACRP), where Scott Fleming, director, and sales/rigging training manager, is chair of the board. Fleming is also secretary and treasurer, and technical committee member, at the Web Sling and Tie-Down Association (WSTDA). The company is a working member of the Cordage Institute, an international association of rope, twine, and related manufacturers, their suppliers, and affiliated industries; and the Infrastructure Health and Safety Association (IHSA), Ontario’s trusted health and safety resource. Unirope is a full member of the Lifting Equipment Engineers Association (LEEA) and is certified to ISO 9001.
Episode 489: Elevating Warehouse Safety Management with Elokon Group
In episode 489 of The New Warehouse podcast, Mark Stanton, President and General Manager of Elokon Group, joins to discuss improving warehouse safety management. Elokon Group, with over 38 years of experience, specializes in enhancing safety for material handling equipment (MHE) and fire safety systems. This episode explores the integration of safety tech, the balance between passive and active measures, and the challenges of demonstrating ROI in safety investments. Integrating Safety Tech in Warehouses Mark emphasizes the significance of combining passive and active safety measures in warehouse environments. While passive measures, such as signage and barriers, are crucial, they often need the support of active technology. He noted, “You can have all the best tech in the world, but if you don’t implement the protocols and procedures and the management and supervision around that tech, there’s no guarantee that it’s going to work or improve anything.” Elokon’s safety solutions, such as the ELOshield system, utilize proximity detection to alert operators and pedestrians to potential hazards, enhancing real-time decision-making and reducing accident likelihood. The Role of Data in Elevating Warehouse Safety Management Data collection and analysis are pivotal in improving warehouse safety management. Elokon’s ELOfleet system exemplifies this by offering comprehensive fleet management through access control, safety checklists, and monitoring operator behavior. There’s so much data just floating around within a warehouse, but how do you take action on that? How do you use that to make better decisions? Stanton believes, “If we can give that human a little bit more information in a timely manner so that he or she can make a better-informed decision, the likelihood is you will get to or close to a zero-incidence operation.” By capturing near-miss incidents, companies can prevent future accidents. Stanton adds,“Whether that event is just a near miss or something more significant, people want to come in with 10 fingers and 10 toes, and they need to leave with the same quantity, you know. And anything we can do to improve and drive that on a daily, weekly, hourly basis and really push that envelope.” Analyzing data helps identify high-risk areas and implement targeted interventions, fostering a safer work environment. Overcoming ROI Challenges in Safety Investments One of the significant challenges in adopting safety technology is demonstrating a clear return on investment (ROI). Stanton shared insights on navigating this challenge, emphasizing the value of pilot programs and peer networking. He explained, “You haven’t had an incident at this point, so go and spend 50 grand, 100 grand just in case. They’re going to come back and say, ‘Well, that seems a little unnecessary.’”By implementing pilot programs, companies can evaluate the effectiveness of safety systems in real-world settings. Additionally, learning from the experiences of other organizations can provide valuable insights and build a compelling case for safety investments. Key Takeaways Combining passive and active safety measures is crucial for comprehensive warehouse safety. Data-driven insights help identify high-risk areas and guide targeted safety interventions. Pilot programs and peer networking can effectively demonstrate the ROI of safety technology investments. The New Warehouse Podcast Episode 489: Elevating Warehouse Safety Management with Elokon Group
Longtime ASSP member earns Prevention through Design Award
Bruce Main, P.E., CSP, a longtime member of the American Society of Safety Professionals (ASSP), earns the 2024 Prevention through Design (PtD) Award. The honor is presented to those who demonstrate outstanding leadership in reducing workplace hazards through design methods. The award is a collective effort of ASSP, the National Institute for Occupational Safety and Health (NIOSH), the National Safety Council (NSC) and the American Industrial Hygiene Association (AIHA). Main, president of Design Safety Engineering in Ann Arbor, MI, was recognized for his decades of proactive workplace safety contributions. He was a founding member of NSC’s Institute for Safety Through Design in 1995 and first-ever vice chair of the ANSI/ASSP Z590.3 Prevention through Design standard committee in 2011. An ASSP member since 1992, Main currently chairs the Z244 standards committee that establishes requirements for controlling hazardous energy through lockout/tagout measures and alternative methods. “Assessing workplace environments and designing out hazards is an innovative and long-term approach to business sustainability and preventing worker injuries, illnesses and fatalities,” said ASSP President-Elect Pam Walaski, CSP, FASSP, who spoke at the awards ceremony at the AIHA Connect conference in Columbus, OH. “Bruce has trained thousands of engineers and professionals in risk assessment and has elevated prevention through design principles and practical applications.” Main’s safety and health experience covers many technical areas, including mechanical design, machine guarding, control of hazardous energy, accident reconstruction and product safety evaluation. He is a consultant, researcher, author and highly sought-after instructor and speaker at universities and industry conferences. Main earned ASSP’s Thomas F. Bresnahan Standards Medal in 2015 for his extensive work in developing and advocating voluntary national consensus standards in occupational safety and health. “Bruce has been instrumental in keeping prevention through design principles in the forefront of safety efforts for more than 35 years,” Walaski said. “His enthusiastic approach to risk mitigation and worker safety has saved countless lives across many industries.” The annual PtD Award honors individuals, teams, businesses and other organizations that have eliminated or reduced hazards through designs or redesigns – or have contributed to the body of knowledge that enables PtD solutions. It reflects how proactive efforts can target hazards to safeguard people, property and the environment.
LEIBINGER wins the “German Innovation Award” for IQJET and is also recognized as “Innovator of the Year”
The German Design Council has honored LEIBINGER’s innovative, high-performance industrial printer, IQJET, with the Gold German Innovation Award on May 14th in Berlin. Additionally, the marking system specialist was named Innovator of the Year 2024. The interdisciplinary expert jury of the German Design Council awarded IQJET in the category “Excellence in Business to Business: Machines & Engineering” with the Gold German Innovation Award. The award is based on criteria such as sustainability, quality, and economic efficiency for outstanding products, projects, and pioneering achievements. About 300 guests from politics, business, and media attended the festive event at the Berlin Futurium. Revolutionary industrial printer IQJET Wherever production and packaging occur, marking plays a crucial role. Printed information ensures reliable compliance with legal requirements, enables seamless traceability along the entire value chain, and creates transparency as well as user interaction opportunities for consumers. With the new industrial printer, IQJET, LEIBINGER revolutionizes continuous inkjet printing (CIJ) and offers users from numerous industries an optimal solution for marking their products. IQJET, for instance, prints texts, logos, and codes on a variety of surfaces such as metal, plastic, glass, and paper. The device guarantees high performance, exceptional print quality, and efficiency with reliable continuous operation and no need for cleaning. Users benefit from the unique “Plug&Print” performance, easy operation, and five years of maintenance-free operation. Compared to conventional printers, IQJET reduces operating costs by up to 30 percent. Furthermore, companies optimize their ecological footprint through the low consumption of energy, ink, and solvents. Christina Leibinger, CEO of LEIBINGER, and COO Jan van het Reve personally accepted the award. Leibinger summarizes, “We have set a goal to continuously optimize industrial CIJ printing and take a leading role as a provider of innovative coding & marking technology. We are proud that our innovative strength has also impressed the jury.” Van het Reve adds, “Our developments are always focused on benefiting the customer, meaning that with the LEIBINGER printers we aim to make a significant contribution to operating cost optimization, sustainability, and efficiency in manufacturing and packaging lines worldwide.” LEIBINGER also awarded as a company The nomination committee also recognized LEIBINGER as Innovator of the Year 2024. Renowned business, science, and media experts consider LEIBINGER to be the pioneer in its field. The award is the largest audience award in German business, honoring companies of every size and industry as well as innovative ideas from all areas of business. Over 70,000 entrepreneurs, CEOs, and other business enthusiasts also choose the winners of the audience awards online in various categories.
CP&A advises on container crane procurement peer reviews
Casper, Phillips & Associates Inc. (CP&A) has delivered a presentation to port authorities titled, ‘Peer Review of Container Cranes’, to assist in future procurement processes. CP&A offers a wide variety of services, including specification, design, manufacturing review, modification, and accident investigation; and it is well-positioned to remind terminal operators and fellow stakeholders of the risks involved with container crane procurement. Including transport and offloading in the peer review scope is a good way to manage some of these risks — but that’s just the start. Richard Phillips, mechanical engineer at CP&A, said: “The procurement process for container cranes is somewhat unique and presents many challenges. Unfortunately, some procurement decision makers believe buying container cranes is the same as acquiring any other piece of equipment, such as a forklift or a company van.” As should be unanimously accepted by crane manufacturers, a peer is someone with approximately equal qualifications to the design team. While there is no universal set of criteria as to what makes an engineer a peer, a good starting point is professional licensure and relevant design experience in the appropriate disciplines. The team should have an expert in the prevailing hazards such as high wind, seismic, or other location dependent hazards. A peer review is when a neutral third party checks the design for compliance with the performance specification. A performance specification states what the crane needs to do — rated load, hoist and travel speeds, operating wind speed, etc. — but it does not specify how the crane manufacturer needs to meet the specification. Importantly, a design review is about compliance; it is not about the design reviewer’s preference for how he or she would have designed the crane. There is a level of professionalism expected for design reviews. While there will always be debate, comments that are not backed up by analysis, specification, or code requirements should be avoided. Phillips said: “It’s a big red flag if a large number of comments are generated without supporting calculations or citations of specification requirements. It’s not constructive for the designer to have to refute a large volume of comments that may not be contractually required or may be speculation since they are not supported by calculations. The reviewer should be performing enough analysis to back up their comments.” Custom port equipment Container cranes are custom designed to meet the unique requirements of each port. Some of these requirements may include being in a hurricane or earthquake zone; exposure to extreme temperatures; or proximity to other geological hazards. Sometimes a container terminal is located near an airport, or a crane may need to pass under a bridge during delivery, resulting in height restrictions. A naval architect provides the sea states and predicted voyage motions for the designers to analyze and brace the crane accordingly. The crane manufacturer owns the cranes until handover. Some crane manufacturers own their own fleet; others subcontract this work. It can be beneficial for the design reviewer to check the voyage bracing prior to shipping. There are other operational considerations, such as where hatch covers are stored; the use of dual trollies; and how many containers the crane can lift: single 40 ft., twin 20 ft., tandem 40 ft., quad 20 ft., etc. All things considered the planning phase has great variance. Sometimes it starts at the wharf design stage, other times the wharf is already designed, and existing cranes are being replaced. Depending on the level of customization, once a crane is awarded, it can be up to three years before delivery. Phillips, who himself conducts peer reviews of contractors’ crane designs, including some of the largest container cranes in the world, pointed to CP&A’s crane base anti-seismic isolation system (BASIS), which is built on nonlinear time history analysis (NLTHA) and can protect a crane’s main structure from damage even in contingency level earthquakes. “We are always improving our software,” said Phillips. “Our crane analysis software can be thought of as a custom workbench specifically made for cranes. There is a much larger market for buildings and bridge design, so the commercial software packages tend to focus on larger markets such as those [see below]. That led CP&A to create our own crane code-checking software. One example is that we have incorporated wind tunnel test data into our pre-processor, which develops the wind load forces on a crane. Obviously, a commercial building will not have integrated wind tunnel data for container cranes.” Cranes are significant structures Interestingly, due to the geological and environmental hazards, cranes should be treated more like bridges and skyscrapers instead of mass produced cars and airplanes. However, for cars and airplanes, there are crash tests and full-scale testing, which is impractical with cranes. ASCE 7-16 1.3.1.3.4 covers minimum design loads and associated criteria for buildings and other structures; this particular clause covers peer reviews for significant structures. Phillips added: “When you start thinking about how bridges, stadiums, and skyscrapers are designed it starts to become clear. For significant structures the [AISC 7] code requires a peer review. Are cranes significant structures? In our opinion they are; however, it is up to the local jurisdiction to make that decision.” Even at the time of going to press, CP&A was wrapping up peer review and procurement assistant projects related to rubber-tired gantry, rail-mounted gantry, and ship-to-shore cranes. Are your procurement processes for these hulking container cranes up to standard?
Safety on the job gets personal
In-person training, a deliberate hiring process, and ongoing safety conversations are a few of the ways some in the industry suggest maintaining a safe warehouse. To David Hoover, safety is a highly personal issue. Hoover, president of Forklift Training Systems, had a close perspective of about 10 workplace fatalities during his career. “I’ve seen what it does to families. I have seen people so badly injured they don’t live their lives right,” he said. “To me, it’s a personal thing.” Hoover does not think that regulations can be the only measure driving safety forward. He stressed that businesses themselves also need to continue to strive for improvements. And he worries that accidents will be more of a concern as production ramps up post-pandemic. “We’re not seeing a lot of accident trends come down. The more we work, the more people we kill and injure,” Hoover said. But there are steps organizations can take to build a culture of safety, Hoover said. He recently worked with a large Ohio facility where leadership was willing to shut down production lines and pull 300 to 400 people out of its 5,000-person staff at a time for hourly safety training sessions with Hoover. “It was a huge commitment. It was the right thing to do,” Hoover said. “We had tremendous success with that. It really opened the dialogue at the plant.” It is the kind of effort that yields results, according to Hoover, who said safety training during orientation is typically not specific enough to cover ongoing operations. Hoover’s company is now part of Fleet Team Inc., which works with Fortune 500 companies across the country, according to Doug Riddle, president. Fleet Team is a strategic, brand-independent consulting partner focused on empowering businesses to optimize their fleet management practices, according to the business website. This is accomplished through cutting-edge cost-saving initiatives, real-time data analytics, streamlined vendor management, and seamless facility-wide logistics, the site said. Riddle said the perspective at Fleet Team is that safety is driven by decisions at the corporate office, particularly with the leadership of environmental health and safety leaders. And one of the largest concerns driving safety trends lately has been the fluctuating labor force, according to Riddle. “The biggest thing we hear about is turnover in labor. It’s the biggest stumbling block,” he said, noting how turnover can make it a challenge to keep OSHA-certified truck drivers on staff. Riddle said his company advises keeping up-to-date equipment and certification lists to help ensure better safety. Hoover recommends working with Human Resources to make sure workers can safely operate equipment. “I’m finding a disconnect between HR and safety within organizations,” said Hoover, noting that he has looked into some online equipment safety certification programs and found major concerns. In one case, Hoover said he failed all the written tests and yet still was granted certification. “They sent a (certification) card that looked better than my driver’s license,” he said. To prevent workers with not enough training or the correct certifications, Hoover said careful steps should be taken in the hiring process. “What I tell companies is, when you’re hiring the people ask the right questions,” he said. Hoover noted an example of an interviewee who claimed ten years of forklift driving experience but had actually only driven a forklift for a few days ten years earlier. “This guy should not be driving,” said Hoover, who recommended having job candidates show how well they can operate equipment in the interview. “You can save a lot of time,” he said. “Safety ought to be intimately involved in those early (hiring) discussions,” Hoover added. Technological developments will continue to offer safety improvements, both Hoover and Riddle agreed. They noted after-market developments, AI additions, and more occurring within the industry. “Everybody is doing it a little differently. It’s saving lives. It’s going to save more as it becomes mainline and as acquisition costs come down,” said Hoover, drawing comparisons of forklift technology updates to auto improvements that are now standard industry-wide. Combilift recently unveiled the Combi Safe-Lift, an anti-overload device. The lift incorporates a strain sensor on the mast section and a lift cut-out valve on the hydraulic line to disable lifting if the unit is potentially overloaded, according to a press release. “We believe that this simple and cost-effective system should become a standard option on all counterbalance trucks in the future,” said Martin McVicar, managing director of Combilift, in the statement. “Fitting a straightforward device such as the Combi Safe-Lift is an effective way to reduce risks for the operator and other personnel, and also to avoid product damage as well as costly repairs,” he said. At Fleet Team Inc., Riddle said he believes safety is top-of-mind for all of the business’ customers. “We recognize that. That’s why we partnered up with David; brought them into the fold so we can offer safety as a top-of-mind approach,” Riddle said. An event focused on safety Safety will be the focus at the 2024 National Forklift Safety Day on June 11 in Washington, D.C. “It’s also streamed live. You can watch it from anywhere,” said Brian Feehan, president of the Industrial Truck Association. Cesar Jimenez, Toyota, vice president of regulatory affairs, is the chair of this year’s event. “We’ve had some really good chairs and Cesar is right in line,” said Feehan, who said this is the 11th year of the event. This year, there will be a focus at the event on technology and the role it can play, along with emphasizing the importance of training, according to Feehan. “We always like to say that there’s no substitute for in-person training,” he said. And Feehan said the ITA always recommends working with manufacturers to find out what training programs they suggest. “Every forklift performs different roles in different environments,” he said. Another area of focus at National Forklift Safety Day will include safety culture within organizations, OSHA updates, and more. The event has grown considerably in recent years. Feehan said after organizers found a high level of interest in the online option, they decided
Decline in new Industrial Manufacturing planned industrial project in April 2024
Industrial SalesLeads has announced the April 2024 results for the new planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction, and significant equipment modernization projects. Research confirms 110 new projects as compared to 174 in March 2024. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 96 New Projects Distribution and Industrial Warehouse – 75 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 41 New Projects Expansion – 35 New Projects Renovations/Equipment Upgrades – 38 New Projects Plant Closings – 11 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Indiana – 10 Texas – 9 Ohio – 8 Louisiana – 6 Washington – 6 Alabama – 5 Florida – 4 North Carolina – 4 Ontario – 4 Pennsylvania – 5 Largest Planned Project During the month of April, our research team identified 22 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by SK hynix America, who is planning to invest $4 billion for the construction of a 430,000 SF manufacturing and research facility at 1281 Win Hentschel Blvd. in WEST LAFAYETTE, IN. They are currently seeking approval for the project. Completion is slated for Fall 2028. Top 10 Tracked Industrial Manufacturing Projects ONTARIO: A pharmaceutical company is planning to invest $2 billion for the construction of two processing facilities in TORONTO, ON. The project includes the renovation and equipment upgrades on their existing processing and laboratory facilities at the site. Completion is slated for 2027. NORTH CAROLINA: A biotechnology company is planning to invest an additional $1.2 billion for the expansion of their currently under-construction processing facility at 11751 Holly Springs New Hill Road in HOLLY SPRINGS, NC. Completion of the first phase is slated for Summer 2025. GEORGIA: A plastic recycling service provider is planning to invest $950 million for the construction of a 2.5 million sf processing and warehouse facility in THOMASTON, GA. They are currently seeking approval for the project. Construction is expected to start in 2025, with completion slated for 2027. OHIO: Automotive MFR. plans to invest $700 million for the renovation and equipment upgrades on their manufacturing facilities in MARYSVILLE, OH, EAST LIBERTY, OH and ANNA, OH. They are currently seeking approval for the project. INDIANA: Cement mfr. plans to invest $500 million for the renovation and equipment upgrades on their processing facility in MITCHELL, IN. They are currently seeking approval for the project. TENNESSEE: Industrial ventilation equipment MFR. is planning to invest $300 million for the construction of a manufacturing, warehouse, and office campus in KNOXVILLE, TN. They are currently seeking approval for the project. Construction will occur in phases, with the completion of the first phase slated for Summer 2026. MICHIGAN: Automotive component MFR. is planning to invest $278 million for the construction of a 713,000 SF manufacturing facility in AUBURN HILLS, MI. They are currently seeking approval for the project. Construction is expected to start in late Spring 2024, with completion slated for late 2025. TEXAS: Window and door MFR. is planning to invest $121 million for the construction of a 650,000 SF manufacturing, warehouse, and office facility in MANSFIELD, TX. They have recently received approval for the project. MANITOBA: A startup pharmaceutical company is planning to invest $120 million for the construction of a processing and warehouse facility in WINNIPEG, MB. They are currently seeking approval for the project. ALABAMA: A lumber company is planning to invest $115 million for the construction of a sawmill in KELLYTON, AL. They have recently received approval for the project. Completion is slated for early Fall 2025. About IMI SalesLeads, Inc. Since 1959, IMI SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.
The secret formula is React, Respond, Recover, +1
You do something wrong. The customer gets mad. You apologize and try to fix the problem, make nice, and hope they don’t go someplace else next time. Want to buy some “Customer Insurance?” Sure, you do. How do you get “Customer Insurance”, you ask? Easy, you already have it. The problem is that most people (companies) don’t use it. Reason? Insurance costs a little extra. It’s called Plus One Insurance and here’s how it works: When the customer is angry, or you can’t deliver the way they expect, the formula that will make them forgive you, continue to do business with you, and tell others about you is React, Respond, Recover, +1. Here’s what that means. Let’s say you’re late for a delivery, or you deliver the wrong thing, or you make an error in something personalized, or you miss a deadline, or you deliver bad food to the table. In short, you make a business mistake that irritates (or angers) the customer. Now, you have to react, respond, and recover from the mistake. When you’re done with your dance of apology and making amends, that’s when the customer STARTS talking. They will say something good, nothing, or something bad about you depending on what you said, how you said it, what you did, and how you did it. IMPORTANT NOTE: The customer’s story was crafted by your words and deeds. How much is a positive story worth? How much is a saved customer worth? How much does a negative story cost? How much does a lost customer cost? The answer is “Plus 1.” All you have to do to ensure that the story will be positive, and the customer will be saved is to add a “+” to the end of the transaction. Something extra that the customer was not expecting. Something that will add a smile. Something that will add some “good” to the situation and make a pleasant surprise the last memory the customer has. For example, if your customer: goes into your store for a sale item and you’re sold out. checks into your hotel and their room isn’t ready. orders something and you deliver it wrong. You figure if you just get the customer what they need, you’re out of the woods and they’re “satisfied.” And you figured wrong. You may be out of the woods, but you may still be in the doghouse. You need to add the extra. The “Plus.” You need to add a surprise. You need to add the memory. You need to add a reason to say something good about you. Because the risk of NOT doing it is too large. Let’s take the three examples above and elaborate. Let’s assume you can meet their fundamental needs and recover from the wrong. The real question is: what can you ADD to the situation that will make it a memorable one? Here’s how to add the “+” and create a WOW! You go into the store for a sale item, and they’re sold out. The clerk gives you a “raincheck” to ensure you get the item. AND (the plus) the clerk calls other stores, locates the item, and has it delivered to your home at no extra charge. AND (another plus) the clerk gives you a “private sale” card that lets you purchase anything else in the store today only at a 15% discount. You check into a hotel and your room isn’t ready. The clerk says, “Mr. Gitomer, you’re in luck! Your room isn’t ready. That means you get to eat breakfast for free AND (the plus) use our business center for free. Wow!” You order something and it’s delivered wrong. The correct response when confronted is NOT an excuse. The correct response is, “OH, THAT’S HORRIBLE.” Followed by a statement of what will be done and when. Followed by some bonus that has verbiage something like this: “Mr. Gitomer, you are in luck. You have qualified for our “Wrong delivery, customer bonus” program. Here’s how it works………” The “PLUS” is the difference between satisfactory and loyal. The “PLUS” is the difference between a positive and negative story retold. And the story will be retold. The only question is which way. I hope you’re willing to invest in the “plus” customer insurance premium. Some fools aren’t. About the Author: Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.