Want to get the most from high-lift forklifts like order pickers, turret trucks, and reach trucks? Here are a few considerations to keep in mind, along with some productivity-boosting tips from the manufacturers.
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.
When forks and pallets are 30 feet or more in the air, it's difficult for an operator to see what's happening up there. The result is a slower operation. Luckily, there are ways to give operators an "eye in the sky."
Getting the full benefit of warehouses and DCs with narrow aisles and reach-for-the-sky racks requires equipment that's specifically designed for that environment. Examples include reach and stacker trucks, which keep the operator on the ground while the forks and mast rise to the required height for pallet putaway and retrieval; order pickers and turret trucks, which lift the operator into the racks for case or piece picking; and articulated very-narrow-aisle (VNA) trucks, which have front steering assemblies that pivot in either direction.
How high this equipment can go depends on the type of truck and the application, but the lift truck makers we spoke with for this story offer forklifts with mast heights ranging from 17.5 feet to 59 feet. Several said that customers are asking them to design trucks that can reach even higher.
Height has a big impact on lift trucks' design and performance, of course. Accordingly, there are several considerations warehouse and DC operators should be aware of if they want to get the most productivity from their tall trucks.
VISIBILITY
When forks and pallets are 30 feet or more—often much more—in the air, it's difficult for an operator on the ground to discern exactly what's happening up there. The result is a slower operation; an operator who isn't 100 percent sure of fork positions will be cautious and may need a couple of tries to get it right. Poor visibility can also cause mistakes that result in damage to the racks, the pallet, or the product, which introduces more delays.
There are several ways to give operators on the ground an "eye in the sky." One popular solution is a camera mounted on the fork carriage paired with a video screen in the operator's compartment. This provides an eye-level view of the forks' position and angle, allowing operators to adjust and guide them like a doctor conducting laparoscopic surgery. They're especially useful when minimizing damage is a high priority, says Tim Forlow, senior product marketing manager at Crown Equipment Corp. He considers them essential for applications with double-deep racks. "Now you can see something you normally couldn't see while down on the floor," he says.
Camera systems are so beneficial, says Bruce Dickey, vice president sales for Narrow Aisle Inc., that his company has made them a standard feature on its high-lift trucks.
Another visibility-enhancing option is a laser-line projector mounted on the fork carriage. "The laser line shoots right into where the fork goes into the pallet opening, so the operator can see that more easily," explains Susan Comfort, product manager, narrow-aisle products for The Raymond Corp. A third option is a programmable shelf-height selector that automatically stops the forks at preselected heights instead of depending on the operator to visually assess when the forks have reached the right spot. Using all three of these tools together can significantly reduce the time required to pick or place loads.
Because a high-lift mast's components can obscure the operator's view of an elevated load, a mast design that tucks them out of the way is beneficial, notes Matt Barrow, product manager, warehouse solutions at Yale Materials Handling Corp. "Reducing wiring and electrical connections is not only good for reliability but also improves visibility, as does housing the cylinders and chains behind mast channels," he says.
Yale and several other lift truck makers have gone out of their way to address that concern in their narrow-aisle models. One example is Crown's MonoLift mast. The single-column design provides greater visibility than traditional two-column masts because operators don't have to look in between columns, Forlow says. In addition, positioning the mast to the side rather than in the center of the truck allows the operator to look past the mast rather than through it, providing a clear view at all heights, he says.
SPEED
Operating cycle times (the total time it takes for the vehicle to travel to the correct spot and store or retrieve a load) for high-lift trucks are somewhat longer than those for conventional sit-down trucks. How big a difference is there? Dickey of Narrow Aisle points to this comparison of average cycle times for Class II narrow-aisle trucks with Class I electric rider trucks, calculated by the European Materials Handling Federation:
Class I electric counterbalanced forklift truck (baseline)
Flexi brand articulating very narrow aisle: 87 percent as fast as a Class I forklift
Turret truck: 71 percent as fast as a Class I forklift
Reach truck: 55 percent as fast as a Class I forklift
One factor behind this difference is the lengthy round trip the mast must complete as it's raised and lowered. Lift and lower speeds vary with the manufacturer and individual model, but man-up models typically go slower for safety. Furthermore, because an on-the-ground operator's sight line is restricted and tall masts sway a little while in motion, operators must wait for the mast to stop moving before they can pull or put away a pallet, adding more time to the cycle, says Perry Ardito, general manager for Jungheinrich's warehouse products group, North America.
Horizontal travel times are slower, too. A typical reach truck, for example, won't travel as fast as a counterbalanced truck will because it's specifically designed (right down to the tires) for moving up and down aisles, as opposed to long-distance transportation, says Tony Kordes, product manager for UniCarriers. "But what you lose in speed you make up in maneuverability in narrow aisles ... [so] it may take less time to reposition a pallet," he adds.
There are ways to compensate for slower operating speeds. For example, a man-up truck allows operators to pick both sides of an aisle, reducing total travel and raise/lower time, says Toyota Material Handling U.S.A.'s Cesar Jimenez, director, product planning, technical services, and warranty. Another possibility is to put order pickers on rails or guide wires, allowing operators to devote more attention to picking than they could if they had to steer as well. In addition, says Scott Carlin, national product planning manager, slotting fast movers down low and sequencing picks to minimize lifting and lowering can make a noticeable difference.
CAPACITY AND STABILITY
Man-up trucks like turret trucks are heavy-duty in design, but the allowable load weights at maximum height can be less than those for a reach truck, Ardito notes. "The difference really is that a man-up truck is lifting the entire operator compartment plus the load. With a reach truck, you're lifting just the forks and the load." Still, he continues, man-up trucks often can be more productive than reach trucks because they don't have to make right-angle turns into racks; the forks themselves turn 180 degrees to pick either side of the aisle, he explains. (Articulating fork trucks also do that.)
Stability is another important factor in productivity, Ardito notes. "If there is any instability, it will affect the operator's confidence, whether that person is in the air or on the floor ... and if the operator lacks confidence in the truck, then it affects the operator's productivity." It's not just the truck itself that affects operators' confidence, he adds. Effective training and retraining play a big role as well.
According to Narrow Aisle Inc.'s Dickey, when it comes to stability, turret and swing-reach trucks have a disadvantage: neither their masts nor their carriages tilt to help compensate for the irregularities commonly found in warehouse floors and to limit the amount of sway in the mast at higher lift heights. As a result, they require perfectly flat, level floors. Because the front end of an articulating VNA forklift pivots, the load remains stable even on rough floors, he says. For his company's Flexi model, tilting masts are used up to around 400 to 420 inches; above that height, fixing the mast vertically and using a tilting carriage instead allows for higher capacity and better stability, he says.
Another productivity factor to keep in mind is energy capacity. It takes about four times more energy to lift a load to today's extraordinary heights than it would to lift the same load a short distance with a conventional electric rider that has a limited reach, according to Comfort. Designing exceptional energy efficiency into high-lift trucks, she says, is one way to avoid having to change the battery prematurely. Yet another approach, says Toyota's Jimenez, is to use equipment with bigger battery compartments that accommodate larger batteries—"It's like having a bigger fuel tank in your car," he says. He also recommends considering other alternative power sources, such as lithium-ion batteries and hydrogen fuel-cell batteries.
FACILITY DESIGN
Getting more productivity from high-lift trucks isn't just a matter of how you operate the equipment itself. Warehouse design comes into play as well. To maximize productivity, Jungheinrich's Ardito suggests looking at a warehouse or DC as an integrated material handling solution, where the various components work together and affect each other. For example, racking and lift trucks are both components of that integrated solution, so it's critical for the trucks to have the most effective interface with the racks, he says. Precision is key. "We could be working with a client on a 500,000-square-foot facility to implement an effective lift truck solution, yet it often comes down to a matter of inches, especially with a VNA system involving order pickers and/or turrets," he observes. "Inches do matter for maintaining the integrity and safe use of the system, and for maximizing productivity and minimizing opportunities for unsafe practices."
Comfort agrees, citing the example of a lift truck provider's making sure that a rack provider "buries" the columns so they don't jut into a VNA truck's path. Other concerns include the heights of doorways, mezzanines, and pick modules as well as obstructions like sprinkler fixtures and pallet overhang (which could damage wires on a VNA truck's mast). It's also important to keep in mind that the actual height of the work area will include the height of whatever product is stored on the top tier of racks.
Failing to take these factors into account can be costly. UniCarriers' Kordes once encountered a facility that ordered new lift trucks without considering the height of the outriggers, only to find that they prevented the trucks from fitting into some of the racks. (Outriggers, also known as baselegs, are structural components that extend in front of either side of the mast to improve stability.) Outriggers should also be considered in tandem with aisle width, he says. "As lift trucks go higher, outriggers can go wider, and this can lead to 'aisle contention,' where two trucks can't pass in the same aisle," he explains.
Every operation's situation is different and should be judged individually, our sources agree. But there are some basic principles that can help to maximize the productivity of high-lift trucks of all types. First and foremost is to maintain a relentless focus on safety, including visibility, stability, and operator training. Another is to avoid treating forklifts as an afterthought. "People think that getting the building going and then inviting the lift truck dealer in is OK," says Comfort. "You really want them to go in earlier, before you lay out the racking and aisles, to determine what will work best." And be realistic: Extra time may be required for performing many tasks—a consideration that should be taken into account when measuring driver productivity and calculating throughput requirements.
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."