Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
It might be said that lift trucks, so essential to distribution center operations, are only as safe and productive as their operators. But how can you ensure your drivers are competent to operate a forklift safely? What sort of training should you provide?
At a minimum, any training program has to meet federal requirements. Occupational Safety and Health Administration (OSHA) regulations specify what topics must be covered by a driver training program (essentially, a blend of "how-to" operating basics and safety information tailored to the specific site). They also touch on how that instruction should be provided and when employers must send drivers for refresher training.
As for who can provide that instruction, training is available from a variety of sources—packaged training programs, training from dealers and third-party consultants, and in-house instructional programs. But even if it hires an outside party, the employer itself is ultimately responsible for ensuring its drivers receive proper training. Lift truck training specialists say there are a number of steps companies can take to assure they're offering a sound program. Here are just a few pointers:
1. Check the credentials. Before bringing in an outside firm, make sure the trainer is qualified, both by experience and on paper. Jeff Fischer, owner of Florida Lift Systems (FLS), a Toyota dealer that has a full-time training specialist on staff, urges customers to check trainers' credentials to ensure that they are certified. (Most major lift truck manufacturers and a number of third-party training organizations offer to certify trainers who complete their programs.)
Be wary of a training firm that contends it can walk in the door with a one-size-fits-all training program, Fischer warns. Since OSHA rules require training to be both specific to the vehicle and to the application, it's unlikely any one-size-fits-all program would meet OSHA requirements, he says.
2. Start with site visit. Fischer emphasizes that the first step for any trainer developing a program for a specific client is a site visit. Because conditions can vary markedly from one operation to the next, it's important for the trainer to "talk to the customer, get an idea of the issues and obstacles—the danger points," he says.
Brad Halcom, a certified safety and operational trainer for FLS, adds that site visits offer an opportunity for the trainer to gather information on the composition of the fleet, what shifts it operates, and the qualifications of operators already working in the facility so it can design a program that addresses the customer's specific needs. "We have a different course for each [vehicle] classification," he says. (Industrial vehicles are divided into seven classes based on a number of operating criteria.) "We find out what they use. Each machine has own application and capacities. While they have some overlap, you have to be specifically trained for the manufacturer and the machine."
3. Ensure the program is thorough. Lift truck operator training is about far more than starting, driving, steering, and manipulating the forks. An effective program should also cover "off the truck" activities like pre-shift inspections and safe battery handling.
For example, the program offered by J.J. Keller Business Services, a consulting firm that specializes in regulatory and safety compliance and provides on-site training, includes an overview of OSHA regulations, daily inspections, training on inclines and ramps, operating in hazardous environments, loading and unloading, fuel handling and storage, battery safety, stacking and manipulating loads, safe storage of material, negotiating sharp turns, and pedestrian traffic.
4. Provide time for classroom instruction. Classroom instruction can vary from a few hours to a full day, depending on the specific requirements of an operation, the size of the class, and the experience of the operators. Classes typically contain both new operators and experienced drivers taking instruction for the mandated recertification, Halcom notes.
As for the classes themselves, Halcom says he uses a variety of media in his classroom sessions, including safety videos, PowerPoint presentations, lectures, and printed material. Topics covered in FLS's training classes include accident prevention, driving skills, fueling and charging, inspecting the truck, load handling, pedestrian hazards, dangers of complacency, and dock hazards.
Steve Cox, an instructional designer for Raymond Corp., says his company's classes begin with basic concepts that apply across a range of equipment—like the dangers of speeding, safe load handling, and awareness of pedestrians—then move on to site-specific information. "In the classroom, we address the ideas, concepts, and theories that affect a variety of vehicles," he says. "It gets more complex when we look at the operational side of it."
5. Provide the time, space, and vehicles for hands-on training. Although the basics can be covered in the classroom, there are some things that can only be learned on the equipment, says Cox, who has worked in lift truck training for 15 years. Safe load handling and maneuvering fall into this category, he says. "You give [trainees] the opportunity to observe an experienced person, then some time to operate and practice on their own."
While hands-on training can be conducted off site or after hours, many companies end up doing it in a relatively quiet portion of an active DC, Cox says. "Most customers don't have the luxury of doing something off site," he says. "You have to do it in the work environment."
As for the equipment used in the training, Cox emphasizes that it's not enough to simply train drivers to operate a specific class of vehicle. Because of variations in design from one make of vehicle to the next, it's important that they receive training on the specific brand of truck they'll be operating. "You cannot assume that if you can drive a Raymond truck, you can just get on a Crown," Cox says.
And it's not just the make and type of truck that matters; the model matters too. Even within brands, new or upgraded models of existing trucks may require some vehicle-specific training.
6. Evaluate and certify. "You need to have some kind of evaluation of the operator's skill," says Cox. That requires an evaluator who is not shy about stating that a would-be lift truck operator is not up to the job.
It's important to note that while professional trainers will offer all the components of a program, including a formal evaluation, the actual certification is up to the employer.
7. Train pedestrians, too. Lift truck operators aren't the only workers at risk in a busy DC. People working around these vehicles face hazards as well. To reduce the risk of accidents and pedestrian injuries, some programs, like the one offered through Raymond's dealers, include specific safety training for dockworkers and others who work around lift trucks but do not operate them.
Editor's note: For the full OSHA standards, view the document titled 1910.178 Powered Industrial Trucks. Training is specifically addressed in paragraph "l."
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."