With some top-of-the-line models costing up to $100,000 a pop, it's obvious why you need to take good care of your lift trucks. But there's a lot more to it than an occasional lube job.
Funny how the very same people who wouldn't think of pushing their Integras to go 70,000 miles without an oil change, hauling loads of bricks in their Miatas or allowing a novice to grind up the gears on their new Touaregs behave almost casually when it comes to the welfare of their lift trucks. And it's all the funnier—or maybe not so funny—when you consider that those forklifts they treat so off-handedly cost anywhere from $15,000 to $100,000 apiece.
Maybe it's the forklift's reputation as the indestructible workhorse of the warehouse, maybe it's time pressure, maybe it's ignorance. Whatever the cause,that neglect invariably results in premature wear or even a smoking, screeching breakdown.
How can you protect your lift truck investment? Keeping the trucks in prime condition requires a three-pronged approach. First, you match the truck to the job; then you keep up with maintenance; and finally, you operate the trucks as directed by the manufacturer.
The match game
Step one in keeping your lift trucks in top operating condition takes place before the rubber hits the DC floor with the selection process. You have to match the t ruck with the specific job you need done. "Every application is unique in some way, shape or form," says Martin Boyd, manager of product planning at Toyota Material Handling U.S.A. Inc. of Irvine, Calif. " But choosing the right model is absolutely crucial in determining not only how productive the truck will be but also how efficient your overall operation will be."
Figuring out what features you want in a truck requires a lot more than just picking one from column A and two from column B. It's more a matter of sizing up your own operations, says Susan Comfort, marketing director, order-pickers and very narrow aisle products for The Raymond Corp. of Greene,N.Y. "When evaluating trucks for the job, you have to consider all the tasks the operator is required to do," she says. "You also have to consider the load—its weight, length, width, and the height it will be raised to. Then look at the warehouse layout—the aisles and rack staging area—and determine the amount of run time per shift for each truck." But looking at current requirements is not enough, she adds. "You also have to consider and anticipate any changes in the tasks, the loads, the work period and the warehouse."
That attention should extend to the lift-truck attachments and options, too. Pick the wrong fork for a hydraulic-shift truck, for example, and the operator will lose valuable time making up for the shortcoming. Putting a lift truck to work in a paper operation without fitting it with a special clamp to help maneuver paper rolls could make it nearly impossible to move the truck into tight spaces. And using a vehicle in a cold food storage environment without outfitting it with a "cold package" designed to help it adapt to a wide range of temperature variations will cause it to fail soon after driving out of a freezer as condensation builds up on the electronics. When shopping for lift trucks, make sure that you're working with reputable and well-informed dealers. "It's vitally important that your salesperson spend the time to understand how the truck will be used in your specific application," says Boyd. "The two biggest mistakes a lifttruck salesperson can make are to bypass the application survey stage and to base the configuration of the new equipment on old equipment presently being used."
All too often, DC managers ask their dealers to replace "exactly what they have," adds Jon Levine, vice president of counterbalanced product sales at Yale Lift Trucks in Greenville, N .C. "But many times loads or routes have changed since the last time they purchased trucks. You can't assume what was suitable in the past will work for the future."
Just as your applications may have changed, the truck models themselves have likely undergone a few alterations since the last time you were in the market. For instance,says Levine, many of the older trucks advertised as having a 4,000-pound load capacity could actually move more than that—which meant operators weren't afraid to use them to move the occasional 4,500-pound load. Nowadays, however, a truck rated at 4,000 pounds can't go over that limit. Assuming it can and using it for that purpose could cause premature wear or endanger workers.
Staying in shape
As with any vehicle, lift trucks need periodic maintenance to stay in top operating condition. That's a thorough going-over, not just an occasional lube job. " If you don't maintain your lift trucks properly," says Lyle Pichelman, sales engineer at SJF Material Handling in Winsted, Minn., "they'll die on you when you need them the most." A neglected lift truck depreciates rapidly, he warns. "When the time comes to replace it, the value will be a fraction of what it should be."
The obvious way to keep your lift trucks out of the repair bay is to heed the manufacturers' recommended preventative maintenance schedules. "If the repair manual recommends changing the hydraulic fluid every 200 hours, change the fluid every 200 hours," says Boyd.
That also means following the OEM's recommendations to the letter. If, for example, the manufacturer recommends using boron-free engine coolant, don't substitute a cheaper coolant containing boron. That substitution could cause costly and irreversible damage to aluminum intakes and aluminum core radiators. In fact, it may be in your best interest to take the trucks back to the OEM for servicing, says Levine. Today's trucks are more sophisticated than their older counterparts, requiring a great deal of technical know-how on the mechanic's part, he notes."It's not like in the past where a simple fix could do it."
Richard Graumann, manager of aftermarket sales at The Raymond Corp., suggests tracking maintenance and downtime trends to identify vehicles that could be mismatched to their applications or nearing the end of their useful lives.
Daily pre-shift inspections—which are required by OSHA—can alert operators to developing problems, too. Dirk Von Holt, president of Jungheinrith Lift Trucks in Richmond, Va., strongly advocates making it the driver's responsibility to begin his or her shift with a thorough inspection. That includes checking fuel, battery electrolyte, oil and coolant levels as well as the condition of the forks, carriage chains, tires and even the seat belts.
Run it right
Of course no maintenance program can offset the wear and tear caused by screeching stops, stut tering starts and careening turns. Levine says that one of the most common misconceptions about lift-truck operation is that anyone can do it. "There's no reality to the thinking that if you can drive to work, you can drive a forklift truck," he says.
Though OSHA issued specific lift truck training standards in 1999, training efforts still tend to be spotty. Training costs money, to be sure, but managers who take the training requirement seriously will save the company money in the long run. Whether they outsource training or handle it inhouse, operations that follow the protocol laid out in the standard generally have fewer accidents, and therefore, report less down time and enjoy lower insurance rates.
But the benefits don't end with lower insurance rates and less downtime. Training can lead to more productive operations as well. "Operators that have been fully trained on a particular piece of equipment tend to be more comfortable using it because they're familiar with how it will respond in a given situation," says Boyd."Operators who have not gone through the training are often hesitant in certain operating situations because they are not clear on how the lift truck will respond. This hesitancy undoubtedly has an effect on productivity."
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.
The “series B” funding round was financed by an unnamed “strategic customer” as well as Teradyne Robotics Ventures, Toyota Ventures, Ranpak, Third Kind Venture Capital, One Madison Group, Hyperplane, Catapult Ventures, and others.
The fresh backing comes as Massachusetts-based Pickle reported a spate of third quarter orders, saying that six customers placed orders for over 30 production robots to deploy in the first half of 2025. The new orders include pilot conversions, existing customer expansions, and new customer adoption.
“Pickle is hitting its strides delivering innovation, development, commercial traction, and customer satisfaction. The company is building groundbreaking technology while executing on essential recurring parts of a successful business like field service and manufacturing management,” Omar Asali, Pickle board member and CEO of investor Ranpak, said in a release.
According to Pickle, its truck-unloading robot applies “Physical AI” technology to one of the most labor-intensive, physically demanding, and highest turnover work areas in logistics operations. The platform combines a powerful vision system with generative AI foundation models trained on millions of data points from real logistics and warehouse operations that enable Pickle’s robotic hardware platform to perform physical work at human-scale or better, the company says.
Bloomington, Indiana-based FTR said its Trucking Conditions Index declined in September to -2.47 from -1.39 in August as weakness in the principal freight dynamics – freight rates, utilization, and volume – offset lower fuel costs and slightly less unfavorable financing costs.
Those negative numbers are nothing new—the TCI has been positive only twice – in May and June of this year – since April 2022, but the group’s current forecast still envisions consistently positive readings through at least a two-year forecast horizon.
“Aside from a near-term boost mostly related to falling diesel prices, we have not changed our Trucking Conditions Index forecast significantly in the wake of the election,” Avery Vise, FTR’s vice president of trucking, said in a release. “The outlook continues to be more favorable for carriers than what they have experienced for well over two years. Our analysis indicates gradual but steadily rising capacity utilization leading to stronger freight rates in 2025.”
But FTR said its forecast remains unchanged. “Just like everyone else, we’ll be watching closely to see exactly what trade and other economic policies are implemented and over what time frame. Some freight disruptions are likely due to tariffs and other factors, but it is not yet clear that those actions will do more than shift the timing of activity,” Vise said.
The TCI tracks the changes representing five major conditions in the U.S. truck market: freight volumes, freight rates, fleet capacity, fuel prices, and financing costs. Combined into a single index indicating the industry’s overall health, a positive score represents good, optimistic conditions while a negative score shows the inverse.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."