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.
You’ve probably seen them: YouTube videos of forklift operators accidentally spilling their loads or upending their trucks. While they often poke fun at the hapless operator, they are no laughing matter. These types of accidents—including longitudinal (forward or backward) or lateral (sideways) tipping—not only result in damage to the load, but they also put the life of the operator and nearby pedestrians at risk. On average, there are 70 to 100 forklift-related fatalities and many thousands of nonfatal forklift-related injuries in the United States each year.
Although the number of reported incidents involving forklifts has steadily declined since lift truck operator training and certification were mandated by the Occupational Safety and Health Administration (OSHA) decades ago, some industry observers say they’re noticing more such incidents, including tipovers. There are no data available to confirm those anecdotal observations, but one likely factor may be the high rate of turnover among warehouse workers. According to the U.S. Bureau of Labor Statistics, roughly 50% of warehouse operators left their jobs in 2021—and reports of much higher turnover rates abound. That means warehouse managers are “constantly training new people … [and] in some cases, an operator may not have the necessary level of training or experience for a situation they find themselves in, such as handling heavy loads or high lift heights,” says Alex Sakowski, new products business manager for Yale Lift Truck Technologies.
A second, related, factor may be “the explosion in the number of e-commerce warehouses and DCs,” says Martin Boyd, vice president, product planning and solutions for the Hyster Co. These facilities are high-speed and high-volume, with a lot of forklifts, warehouse robots, and/or people moving around. While he has not seen verifying data, Boyd believes that the proliferation of such warehouse facilities combined with ongoing labor shortages in e-commerce might be contributing to a potential increase in incidents involving forklifts.
All that suggests that it’s a good time for warehouse and fleet managers to pay special attention to preventing tipovers. The list of potential causes of these dangerous accidents is long indeed. The most common ones fall into four general categories:
Speed—drivingtoo fast, especially without a load or over uneven surfaces; accelerating or stopping too quickly; turning a corner too quickly or at a sharp angle; traveling too fast with an oversized or oddly shaped load.
Load and weight—carrying a load that is too heavy for the truck, is not evenly balanced by weight on the forks, or is unstable; allowing a load suspended from the forks to swing; failing to take into account the weight of attachments.
Travel—turning or improperly lifting or lowering on a ramp or slope; traveling with the forks or a heavy attachment raised; driving with a wheel over the edge of a dock plate or a dropoff; hitting an overhead obstruction; traveling in wet or slippery conditions.
Mast control—tilting the mast too far forward or backward, or too quickly in either direction; failing to tilt the mast slightly backward when traveling; tilting an elevated load forward except when depositing it on a rack or stack.
Many potential causes means many ways to prevent tipovers. Forklift safety experts point to three key elements for improving safety: an understanding of “forklift physics,” effective operator training, and support from safety-enhancing technology.
STAY CENTERED
While lift truck operators are unlikely to be physics experts, they do need to understand the physical forces that affect the stability of the forklift they drive, whether it’s a traditional sit-down counterbalanced truck or a standup model. This is a complex topic that can only be properly addressed through OSHA-compliant training; the explanation offered here is just a brief summary of considerations gathered from forklift manufacturers, dealers, and training firms. In particular, we relied on the descriptions and illustrations for counterbalanced lift trucks in the online article “How to Avoid Forklift Tip Overs” by Mitsubishi Logisnext Americas. (Note: Always consult the operations manual for instructions specific to a particular forklift model.)
Forklift stability—both longitudinal and lateral—depends on several factors. One is the balance between the weight of the load on the forks and the weight of the truck, with the front axle functioning as the fulcrum. Another is the “center of gravity,” or the point of an object where the weight is evenly distributed.
A lift truck and a load each has its own center of gravity. When the forklift picks up the load, the newly combined unit now has a new, combined center of gravity (CG). The CG moves forward and backward as the mast is tilted in those directions, and it moves up and down as the mast is raised and lowered. Thus, the CG is affected by the size, weight, shape, and position of the load; the height of the lifted load; the degree of tilt; the forces generated by accelerating, braking, or turning; and the condition or grade of the surface where the lift truck operates. In addition, any attachment operation, such as moving a side shifter or rotating a roll clamp, will change the CG, especially at height or if the clamp isn’t centered on the roll. In short, everything an operator does affects the center of gravity.
Shown above is a depiction of a stability triangle showing the center of gravity for the (1) forklift, (2) combined forklift plus load, and (3) load.
For a forklift to remain stable, the center of gravity must stay within a “stability triangle”—an imaginary triangle that draws a line between the front wheels and stretches to the center point of the rear axle. (See illustration at left.) This triangle applies to both four-wheeled and three-wheeled lift trucks. While it might appear that a four-wheeled model would have a rectangular base, it actually does not. Unlike the front axle, which remains in place, with only the wheels turning, the rear axle pivots on a pin located at the center point of the axle. The pivot point is the third point of the triangle.
If the center of gravity moves forward of the front axle, then the lift truck will tip forward. If it moves outside of the triangle on either side, then the lift truck will tip sideways. When the forks are kept low, especially when carrying a load, the lift truck is more stable. Raising the forks high—with or without a load—makes it easier to tip over. In addition, exceeding the forklift’s rated capacity or the load center (the allowable distance from the front face of the forks to the load’s center of gravity), both of which appear on the forklift’s capacity plate, can also cause tipping.
The above information is just the tip of the iceberg (or maybe the tip of the forks?) when it comes to maintaining stability. The specifics will vary depending on the forklift class and model, so be sure to consult your local forklift dealer or other qualified provider of operator training for guidance.
SHOW, DON’T JUST TELL
Good safety training programs should teach operators how to avoid all of the errors mentioned at the beginning of this article. But training operators on how to avoid situations that could lead to tipovers comes with some special challenges for trainers.
First, they have to overcome the human tendency on their students’ part to assume that accidents happen to other people and convince them to take the risk seriously. Operators are more likely to understand how serious lateral and longitudinal tipovers are if trainers “teach people in a way they can relate to,” says Tony Parsons, regional operator training manager for Wolter Inc., which represents forklift makers Linde and Doosan throughout the Midwest. For example, to help operators visualize the number of forklift-related accidents and injuries reported in the U.S. each year, he often compares that statistic to the capacity of a local sports arena or stadium.
A wire model with moveable sinker can be used to demonstrate how a truck's center of gravity changes during common forklift operations.
Second, trainers must teach in a way that is effective while also minimizing or eliminating the chances of accidents during training sessions. One way to do that is to reinforce verbal explanations and diagrams with physical props designed to demonstrate “forklift physics” principles. “There’s a much greater likelihood [operators] will understand center of gravity and stability if they can see with their own eyes” the impact of load weights and operator behaviors, Parsons says. To do this safely, many trainers use accurate, scale models of the various classes of lift trucks. Parsons and others also favor a simple wire model (see photo) that uses a lead sinker hanging on a wire to demonstrate how the center of gravity changes and may leave the stability triangle as a load moves horizontally and vertically, when an unloaded truck travels with raised forks, and when a mast tilts forward and backward.
And third, they must make sure operators are trained and certified on each type of forklift they will use in their job because each has unique operating requirements and will respond differently to changes in the center of gravity. “You can’t train operators on a sit-down counterbalanced truck and then expect them to safely operate a pantograph reach truck or an order selector that elevates over 400 inches high,” Boyd says, adding that the sit-down and standup trucks also have completely different operator stations and controls. “Operators must be trained on the specific pieces of equipment they plan to use.”
Virtual training, which allows operators to apply what they’ve learned in various scenarios in a safe, controlled environment, is quickly gaining fans. Virtual training includes simulation, using desktop simulators that are similar to video games; and virtual reality (VR) systems, where learners wear VR headsets while at the controls of an actual (but immobile) forklift or a simulated forklift “dashboard.” Both are interactive; i.e., the scenarios respond to users’ actions just as they would in real life. Simulation and VR systems can expose learners to potential hazards like tipping and rollovers virtually, so they can learn how to recognize, prevent, or react to them without putting people and products at risk. The trainer, who is able to see what the student is doing, can provide immediate feedback and correction.
TAKE ADVANTAGE OF TECH
While effective operator training is fundamental to preventing tipovers, technology can lend a helping hand. For example, Parsons of Wolter Inc. notes that forklift telematics software can be programmed to limit truck speeds in specific areas of a facility, preventing the excessive speed that can lead to accidents. He emphasizes, though, that such technology is not a substitute for operators’ own decision making. “It’s there to remind them that they should be driving at appropriate speeds,” he says. “The software provides positive reinforcement of good driving habits to limit risk.”
Technology that detects imbalances and enhances stability is designed to help trained operators reduce lateral and longitudinal tipping. One example is Toyota Forklift’s patented System of Active Stability (SAS). Sensors take over 3,000 readings per second to detect instability. For four-wheel models, the system locks the rear steer axle in place, converting the forklift’s stability “footprint” from a triangle to a rectangular pattern to reduce the risk of a lateral tipover. For three-wheel forklifts, which can be more prone to lateral tipping when cornering at excessive speeds, SAS limits the drive speed when cornering. When risk of a longitudinal tip is detected, SAS reduces the extended mast’s forward or reverse tilt speed as appropriate for the weight of the load. Front and back angle control helps prevent forward or backward tipping that could cause a load to fall off the forks.
Yale Lift Truck Technologies’ Yale Reliant system continually maintains the combined center of gravity while taking into account the weight of the load, the lift truck’s weight and capacity, its travel speed and acceleration, whether the mast is tilted forward or back, and whether the forks are raised or lowered. If the system detects a condition that could cause instability, it proactively deploys what Sakowski calls “prohibitors”: hydraulic and traction controls that temporarily override the operator’s manual controls to restore stability. For example, depending on the specific situation, Yale Reliant can take such actions as preventing lifting and lowering of loads that exceed weight limits, and reducing mast speed, tilt, and height, to name just two of many possible responses.
Tipovers can also happen when operators suddenly brake or swerve for a pedestrian or object in the travel path. Yale Reliant includes object and proximity sensing: When the system detects an obstruction, it takes into account the load weight, travel speed, and center of gravity to slow the truck safely. And because the system provides a visual alert on a display screen showing operators what their error is at the same time it is imposing restrictions on the truck’s operation, it can instill safe driving habits and help new operators avoid tipovers, Sakowski says.
The Hyster Dynamic Stability System (DSS) employs an array of sensors that monitor speed, mast tilt position, fork height, and steering angle and detect whether or not a load is on the forks. DSS is constantly monitoring all of those inputs dynamically, and if it senses instability, it will then—based on the complete picture of the lift truck’s condition—limit the operator’s control inputs to help maintain stability, Boyd explains. For example, when DSS detects a load at high height being tilted forward, it will limit both tilt speed and tilt angle to help maintain stability. Another example: When DSS detects a load that is beyond a certain height threshold, the system will limit top speed.
Boyd emphasizes that such technology is never a substitute for effective operator safety training; rather, it should be used to reinforce and supplement the training. DSS utilizes the truck’s display to alert the operator when mistakes are made and displays simple icons indicating what is happening and why. The system is able to wirelessly transmit event data through Hyster’s optional Tracker telemetry system, allowing fleet managers to connect those incidents to specific trucks and operators—opening the opportunity to provide extra training for operators who need reinforcement.
Even with the best training program and the most experienced forklift operators, it’s impossible to foresee every possible error or hazard that could lead to a tipover. By recognizing the potential causes of lateral and longitudinal tipping, and focusing on the three key safety factors—an understanding of “forklift physics,” effective operator training, and assistance from safety-enhancing technology—forklift fleets can make strides toward preventing these dangerous accidents.
IF YOU DO TIP OR FALL OVER …
When a sit-down counterbalanced forklift tips or falls over, the operator’s first instinct will likely be to jump out of the truck. But every source we consulted agrees: The safest course is to stay put. That’s because an operator who jumps or falls from the forklift will not be sufficiently clear of the vehicle to avoid being crushed by the tumbling truck body, mast, or overhead guard.
If a sit-down forklift does tip or fall over, the operator should:
Stay seated with seatbelt properly secured
Firmly grip the steering wheel
Lean away from the fall
Lean forward
Brace their feet
An exception applies to operators of standup rider forklifts. The Occupational Safety and Health Administration (OSHA) says that if a tipover occurs, operators of standup forklifts with rear-entry access should step backward off the forklift and away from the truck.
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."