What makes today's forklifts safer to operate than ever before? Experts name some of the most important improvements of the past few years and explain why forklifts of the future are likely to be even safer.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
If a forklift driver who retired 20 years ago came back to work in a warehouse or DC today, he or she would be surprised by how much lift trucks have changed. Just as in the auto industry, vehicle design, fuel efficiency, and on-board technology have all improved dramatically in just the last few years.
One area that has seen some of the biggest improvements is safety. Manufacturers of forklifts and accessories have devoted a great deal of effort to developing innovative products that help operators use lift trucks more safely. And whether safety features are integral to the lift truck's design or after-sale add-ons, the objective is the same: fewer accidents and a safer workplace for operators and pedestrians alike.
As part of our special coverage for National Forklift Safety Day 2016, we asked forklift manufacturers to identify some of the most important safety improvements of the past few years. Here, in no particular order, are their top picks:
Operator presence systems. "Operator presence systems" prevent forklifts from traveling without a driver seated properly at the controls. According to Mitsubishi Caterpillar Forklift America Inc. (MCFA), which says it was the first lift truck manufacturer to introduce them to the North American market, these systems stop certain hydraulic and transmission functions when the operator does not fasten the seat belt during operation or leaves the normal operating position without activating the parking brake.
One example is UniCarriers Americas' version, which halts the truck by shifting it into neutral and locks out hydraulic functions if the operator is not seated, explains product manager Tony Kordes. The lift and tilt lock will also stop mast operation when the driver leaves the seat, he says. The basic functionality of other manufacturers' systems is similar; all include a warning lamp and/or an audible signal to alert drivers to their errors.
Operator presence systems typically rely on a sensor inside the seat to signal a controller to prevent the truck from moving and/or handling loads when needed. Another approach that's designed for standup trucks involves two light sensors that span the entry to the operator compartment. If a sensor is blocked, indicating that the driver is not correctly positioned or that an object is in the operator compartment, the truck will not travel, says Justin Byma, product manager for very-narrow-aisle products at The Raymond Corp.
Improved visibility. When an operator can't clearly see what's in front of, behind, above, and adjacent to a lift truck, accidents are bound to happen. Many manufacturers have therefore given trucks of all types sleeker profiles and thinner frames with wider openings around the cabin to improve sight lines in all directions.
Some of the biggest visibility gains in the past few years have come from mast designs that make it easier to see through and around them yet maintain strength and stability. This has been a high priority for many OEMs. Just one example is Crown Equipment Corp.'s MonoLift mast for two of its reach truck series. The mast offers better visibility because it is offset seven inches to the left of the operator and gets narrower the higher it goes, explains Jim Gaskell, director of global technology business development. Another example is the reach carriage on Crown's RM series, which is shaped to create a large window at eye level to provide the operator with a better view of the fork tips and load, he says.
Visibility-enhancing attachments and accessories, such as mirrors, brightly painted forks, and fork-mounted video cameras, have also made a notable contribution to forklift safety. One increasingly popular option, says Chuck Leone, vice president of Hyundai Forklift, is a backup camera. Similar to those available in recent-model cars, forklift cameras improve visibility behind the vehicle. Operators still need to turn around and keep watch on what's going on behind and around them, of course, but the cameras expand their view from the floor up, allowing them to clearly see pedestrians and objects that may be below eye level.
Better visibility is not just for the operator, by the way. Making pedestrians more aware of the presence and travel direction of nearby forklifts is also important. One of the most effective visibility tools in recent years is the "blue light" accessory, says Max Vome, health, safety, and environment manager at Kion North America Corp., parent of Linde and Baoli brand forklifts. This simple device attaches to the lift truck's frame and projects a bright, highly visible blue light onto the floor behind, in front of, or alongside a moving forklift, as appropriate for the situation. The light provides an early warning—by projecting beyond the end of an aisle, for example, so pedestrians and other lift trucks know that a truck is coming even though they may not be able to see it yet.
Lift truck telematics. Telematics (also known as telemetry) refers to the wireless transmission of data to or from a mobile asset. Telematics for forklifts and the technologies used for collecting, sharing, and analyzing lift truck-related data are becoming increasingly sophisticated. Some systems are offered by independent providers, such as I.D. Systems and Total Trax, while others are available through forklift manufacturers, which have either developed their own software or partnered with an independent developer.
Lift truck telematics systems generate easy-to-access metrics and can be highly effective tools for improving operator safety, say the experts at Toyota. Depending on the application, these systems can help fleet managers monitor operators' driving habits, track impacts, and collect and store OSHA-required information, among other capabilities. They also analyze the data, which helps companies identify individual operators who need additional training.
For example, telemetry systems equipped with operator-checklist capabilities allow operators to easily perform OSHA-required preshift inspections, identifying possible maintenance issues and potentially locking down units to prevent unsafe operation, says Jay Costello, director, dealer marketing, for Yale Materials Handling Corp. (Yale is part of Hyster-Yale Materials Handling Inc., which also markets products under the Hyster brand name.) Units equipped with an identification-card reader can limit access so only appropriately trained workers are able to operate specific equipment. Telemetry systems can also alert operators and managers when certifications are near expiration, helping to ensure refresher training is provided on a timely basis, he adds.
Impact monitoring is one of the most valuable safety enhancements in fleet telematics systems. Operators understand that impacts can be easily audited to determine frequency, amplitude, and, ultimately, responsibility. As a result, truck damage and injuries from impacts generally decrease when a fleet management system is implemented, says Gaskell.
Stability enhancements. Lift truck makers have made a variety of design changes to help prevent tipping when loads are elevated. Improvements in the design and placement of outriggers, counterbalance weights, and (in high-lift trucks) operator compartments are just some of the features that have contributed to better stability.
Toyota says it has paid special attention to stability with its unique System of Active Stability (SAS) and Active Mast Control (AMC) technologies for sit-down counterbalanced trucks. When the SAS detects factors that lead to potential lateral instability, it locks a hydraulic cylinder on the rear steer axle, changing the forklift's stability footprint from a triangular shape to rectangular to decrease the likelihood of a tipover. The AMC system senses factors like load weight and mast height that lead to longitudinal instability. If needed, it will automatically override the operator's manual control and limit the forward tilt as well as the reverse tilt speed to reduce the chance of spilling a load or tipping the forklift.
THE FUTURE OF FORKLIFT SAFETY
While the industry has made great strides in forklift safety in the past few years, the OEMs are confident there are more improvements to come. Some will be inspired by developments outside the material handling industry. Hyundai's Chuck Leone, for one, foresees lift truck makers adopting more safety-enhancing technologies from the automotive and trucking industries. As technologies like laser-guided collision-avoidance systems are perfected and become more common, forklift OEMs will adapt them for material handling applications, he predicts.
Justin Byma of Raymond says he expects a surge of interactive training tools that will help to improve forklift safety in the future. These tools will be based on simulation and gaming technology, and will help a new generation of operators learn how to properly operate material handling equipment in a virtual environment, he says.
Effective application of technology will be fundamental to further progress on safety, forklift executives agree. For example, Bob Hasenstab, general product manager at Kion North America Corp., forecasts that future improvements are likely to come from such developments as automated forklifts with object-detecting sensors, weight- and height-sensing devices to ensure proper lifting, noise and vibration reduction to reduce fatigue levels, and automatic speed reduction to adjust to load weight and curves.
The kind of programmable controls and semi-automation described by Hasenstab were at the top of several OEMs' lists for both current and future improvements. While such capabilities are available now, they are not yet in widespread use, and vendors will continue to introduce new products and improvements in this area.
MCFA, whose Jungheinrich brand offers the Warehouse Navigation semi-automation system for remotely controlling lift truck operation, notes that lift trucks are becoming sophisticated "computers on wheels" that allow customers to customize and program many aspects of the forklift's operation to meet particular requirements, thereby helping to reduce risks stemming from operators' errors in judgment. For example, using location signals from radio-frequency identification (RFID) tags, Jungheinrich's system can control a lift truck's acceleration, travel speeds, lift heights, stops, and avoidance of overhead objects.
Yale recently joined the field with its A-Ware control solution, which also uses RFID sensing to enforce travel speed, acceleration, and lift restrictions. The company says its system can also adjust to the nuances of each aisle, identifying high-traffic areas and automatically detecting dead-ends to reduce the risk of collisions.
IT ALL COMES DOWN TO PEOPLE
Equipment design and technology are extremely important tools for improving safety, but they can—and should—only go so far. It's important that operators are not lulled into expecting the forklift to do everything for them, or believing that the technology takes the responsibility for safe operation off their shoulders, says Crown's Gaskell.
That was something every lift truck OEM we polled agreed on, and which many emphasized. Tony Kordes of UniCarriers spoke for all of them when he said, "Manufacturers design with the standards in mind and create the best equipment to encourage proper use and protect operators in case of accidents, but nothing can be designed into a lift truck to make it perform safely with an operator who doesn't use it that way. So the absolute best way to improve operator and warehouse safety is to train every operator properly and continually refresh and reinforce those practices. Operators still must take responsibility for their actions."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."