Maximizing Warehouse Space with Aislemaster

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The Aisle-Master VNA articulated forklift is the versatile lift truck that does it all. It works in narrow aisles to enable a dramatic reduction of working aisle widths in the warehouse.  This can increase the amount of storage space available by up to 50%. The Aisle-Master Very Narrow Aisle forklift is designed to work both inside and out, and can do the work of both reach and counterbalance forklifts for quicker operations. This reduces the number of trucks needed and cuts costs. AC electric and LPG powered models are available with lift capacities of up to 2.5t.

Easy Operation

 

The Aisle-Master couldn’t be easier to operate. The articulated design enables the operator to drive to the center of the pallet required, turn the steering, mast through 90 degrees and then drive directly into the pallet. The operator then simply reverses out while unwinding the steering wheel.

Indoors & Out

The Aisle-Master’s large super elastic tires and hydrostatic drive make light work of loading and off-loading in semi-rough yards, and ensure a smooth ride regardless of the terrain. Ramps or gradients are mastered effortlessly with the truck’s 67 horse power engine.

Safety & Comfort

Manufacturing standards at Aisle-Master have long been in accordance with the stringent USA regulations, with build quality and safety featuring uppermost on the company’s agenda. All the fundamental aspects of the Aisle-Master’s design, from the overhead guard for enhanced driver protection, the ergonomics of the controls, down to the high quality seating, guarantee the highest level of operator safety and comfort.

Low Maintenance

Aisle-Master’s hydrostatic drive system eliminates the problems associated with batteries and brake motors, further reducing maintenance and overall running costs.

Learn more about Aisle-Master at our website. Then contact us for more information or an Aisle-Master to fit your operation at 800-322-5438.

Tomptop2

Tomtop Inc., in City of Industry utilizes Aisle-Master forklifts from Cal-Lift to maximize warehouse space and decrease storage costs. Find out how you can save too by contacting us at 800-322-5438.

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OSHA Makes Business Case for Employee Health and Safety

We talk a lot about employee safety, particularly within the confines of forklifts. But OSHA has compiled plenty of information that demonstrates it is more profitable in the long-run for companies to invest in health, wellness and safety programs for their employees. Just like forklift operator safety training, investing in other aspects of your employee’s job safety and overall health, your company reaps the rewards of less sick time, improved performance and productivity, and yes, profits. Following is OSHA’s business case:

Employers that invest in workplace safety and health can expect to reduce fatalities, injuries, and illnesses. This will result in cost savings in a variety of areas, such as lowering workers’ compensation costs and medical expenses, avoiding OSHA penalties, and reducing costs to train replacement employees and conduct accident investigations. In addition, employers often find that changes made to improve workplace safety and health can result in significant improvements to their organization’s productivity and financial performance.

The following resources provide background on the economic benefits of workplace safety and health and how safety managers and others may demonstrate the value of safety and health to management.

Management Views on Investment in Workplace Safety and Health
  • Y.H. Huang, T.B. Leamon, et al. “Corporate Financial Decision-Makers’ Perceptions of Workplace Safety.” Accident Analysis and Prevention, Vol. 39, No. 4, pp. 767-775 (2007). This study reviewed how senior financial executives perceived workplace safety issues. The executives believed that money spent improving workplace safety would have significant returns. The perceived top benefits of effective workplace safety and health programs were increased productivity, reduced cost, retention, and increased satisfaction among employees.
Return on Investment in Workplace Safety and Health
  • Building a Safety Culture: Improving Safety and Health Management in the Construction Industry. Dodge Data and Analytics, CPWR, and United Rentals, (2016). Includes a section on the impact of safety practices and programs on business factors, such as budget, schedule, return on investment, and injury rates.
  • Business of Safety Committee. American Society of Safety Engineers (ASSE). This committee gathers data, prepares documents, and is a source of professional information on ASSE’s efforts to show that investment in safety, health, and the environment is a sound business strategy. This page includes links to a variety of resources on the return on safety investment.
  • The ROI of EHS: Practical Strategies to Demonstrate the Business Value of Environmental, Health, and Safety Functions (PDF). Business and Labor Reports, (2006). Reviews strategies to help EHS professionals demonstrate the value of their programs to executive management.
  • White Paper on Return on Safety Investment. American Society of Safety Engineers (ASSE), (June 2002). Concludes that there is a direct, positive correlation between investment in safety, health, and the environment and its subsequent return on investment.
  • Return on Investment. American Society of Safety Engineers (ASSE). Provides information on the return on investment in workplace safety and health.
  • Demonstrating the Business Value of Industrial Hygiene (PDF). American Industrial Hygiene Association (AIHA), (May 2008). Provides guidance on how industrial hygienists can show that they provide organizations with competitive business advantages.
  • Construction Solutions Return on Investment Calculator. CPWR – The Center for Construction Research and Training. Helps evaluate the financial impact of new equipment, materials, or work practices introduced to improve safety.
  • Safety Grant Best Practices. Ohio Bureau of Workers’ Compensation Safety Grants Intervention Program. Case studies on the effectiveness of investment in safety equipment, including reduced incident rates and return on investment information.
  • Anthony Veltri, Mark Pagell, Michael Behm, and Ajay Das. “A Data-Based Evaluation of the Relationship Between Occupational Safety and Operating Performance” (PDF) Journal of SH&E Research Vol.4, No. 1 (Spring 2007). Results of study of 19 manufacturing firms supports theory that good safety performance is related to good operating performance.
  • R. Fabius, RD Thayer, DL Konicki, et al, “The link between workforce health and safety and the health of the bottom line: tracking market performance of companies that nurture a “culture of health.” Journal of Occupational and Environmental Medicine, Vol. 55, No. 9 (2013), pp. 993-1000. Companies that build a culture of health by focusing on the well-being and safety of their workforce may yield greater value for their investors. See Abstract and Press Release.
Tools for Calculating Economic Benefits of Workplace Safety and Health
    • $afety Pays. OSHA. Interactive software that assists employers in assessing the impact of occupational injuries and illnesses on their profitability. It uses a company’s profit margin, the average costs of an injury or illness, and an indirect cost multiplier to project the amount of sales a company would need to generate to cover those costs.
    • Safety Pays in Mining. National Institute for Occupational Safety and Health (NIOSH). Estimates the total costs of workplace injuries to a company in the mining industry and the impact of profitability.

Journal Articles

Michael Behm, Anthony Veltri, and Ilene Kleinsorge. “The Cost of Safety: Cost analysis model helps build business case for safety.” Professional Safety (April 2004). Presents a cost analysis model that can help safety, health, and environmental professionals measure, analyze, and communicate safety strategies in business terms.

“Proceedings From the Economic Evaluation of Health and Safety Interventions at the Company Level Conference.” Journal of Safety Research Vol. 36, No. 3(2005), pages 207-308. These articles describe several tools currently used by companies to evaluate the economic impact of safety and health interventions.

Susan Jervis and Terry R. Collins. “Measuring Safety’s Return on Investment.” Professional Safety (September 2001). To address the challenge of maintaining effective safety programs in the face of cutbacks, the authors discuss a decision tool to help safety managers determine which program elements offer the best return on investment.

Impact of OSHA Inspections
  • D. Levine, M. Toffel, and M. Johnson, “Randomized Government Safety Inspections Reduce Worker Injuries with No Detectable Job Loss.” Science, Vol. 336, No. 6083, pp. 907-911 (May 18, 2012). A 2012 study concluded that inspections conducted by California’s Division of Occupational Safety and Health (Cal/OSHA) reduce injuries with no job loss. The study showed a 9.4% drop in injury claims and a 26% average savings on workers’ compensation costs in the four years after a Cal/OSHA inspection compared to a similar set of uninspected workplaces. On average, inspected firms saved an estimated $355,000 in injury claims and compensation paid for lost work over that period. There was no evidence that these improvements came at the expense of employment, sales, credit rating, or firm survival. See Abstract and Press Release.
  • A.M. Haviland, R.M. Burns, W.B. Gray, T. Ruder, J. Mendeloff, “A new estimate of the impact of OSHA inspections on manufacturing injury rates, 1998-2005,” American Journal of Industrial Medicine, (May 7, 2012). Found that OSHA inspections with penalties of Pennsylvania manufacturing facilities reduced injuries by an average of 19-24% annually in the two years following the inspection. These effects were not found in workplaces with fewer than 20 or more than 250 employees or for inspections without penalties. See Abstract.
  • M. Foley, Z.J. Fan, E. Rauser, B. Silverstein, “The impact of regulatory enforcement and consultation visits on workers’ compensation incidence rates and costs, 1999-2008.” American Journal of Industrial Medicine, (June 19, 2012). Reviewed changes in workers’ compensation claims rates and costs for Washington state employers having either an inspection, with or without a citation, or an On-site Consultation Program visit. The study concluded that enforcement activities were associated with a significant drop in claims incidence rates and costs and that similar results may also be attributable to Consultation visits. See Abstract.
Making the Business Case for Process Safety Management
  • Business Case for Process Safety. American Institute of Chemical Engineers, Center for Chemical Process Safety (CCPS). CCPS developed a brochure and presentation to help companies demonstrate the business case for process safety management.
Relationship Between Injury Rates and Survival of Small Businesses
  • Theresa Holizki, Larry Nelson, and Rose McDonald. “Injury Rates as an Indicator of Business Success.” Industrial Health Vol. 44(2006), pages 166-168. Study of new small businesses that registered with the Workers’ Compensation Board of British Columbia. A statistical correlation was found between workplace safety and health and the survival of a small business. Businesses that failed within one to two years of start-up had an average injury rate of 9.71 while businesses that survived more than five years had an average injury rate of 3.89 in their first year of business.
Other Resources

Taylor Machine Works Featured at White House

In July, President Trump hosted companies from across the country at the White House for the Made in America Product Showcase. The White House was highlighting and celebrating each state’s effort and commitment to American made products by bringing in and showing off products from all 50 states that are made and produced in the United States. Cal-Lift Inc. is proud to represent, Taylor Machine Works, the company chosen to represent Mississippi at the event. Below is a picture taken at the event featuring a Taylor as part of the celebration of American businesses.

Big Red at White House - sm

Companies participating in the event, by state, included:

State Company Product
Alabama Altec Bucket trucks
Alaska Alaska Bowl Company Bowls
Arizona PING Golf Golf clubs
Arkansas Hytrol Conveyer belt
California The California Wine Institute Wine
Colorado Gordon Signs Neon signs
Connecticut Sikorsky Helicopters
Delaware ILC Dover LP NASA space suit
Florida Tervis Tumblers
Georgia Chick Fil A Food
Hawaii Koloa Rum Co. Rum
Idaho Boise Cascade Company Engineered wood floors
Illinois Caterpillar Heavy equipment manufacturer
Indiana Broomcorn Johnnys Brooms
Iowa RMA Armament Body armor, dummies
Kansas Grasshopper Company Lawnmower
Kentucky Campbellsville Apparel Company Apparel
Louisiana Marucci Sports Baseball bats
Maine Hinckley Yachts Yacht
Maryland Eddie Heath’s Crab Pots Crab pot manufacturer
Massachusetts St. Pierre Manufacturing Corporation Horseshoes
Michigan Milton Manufacturing Fabric
Minnesota Faribault Woolen Mill Wool blankets
Mississippi Taylor Machine Works Forklift
Missouri Beehler Corporation Door hinges
Montana Simms Fishing Fishing gear
Nebraska Greater Omaha Packing Beef
Nevada Kimmie Candy Candy
New Hampshire Cider Belly Doughnuts Doughnut company
New Jersey Campbells Soup Soup
New Mexico Desert Plastics Plastic Manufacturer
New York Steinway Piano
North Carolina Cheerwine Soda
North Dakota Dakota Outerwear Co. Military outerwear manufacturer
Ohio Bully Tools Shovels, rakes, hoes etc.
Oklahoma DitchWitch Trencher/excavator
Oregon Leupold and Stevens Sights and scopes
Pennsylvania Ames Wheel barrows
Rhode Island Narragansett Brewing Company Beer
South Carolina Casual Cushion Company Cushions
South Dakota K Bar J Leather Shotgun chaps
Tennessee Gibson Guitars Guitars
Texas Stetson Hats Cowboy hats
Utah Colonial Flag Company Flags
Vermont Dubie Family Maple Maple syrup
Virginia National Capital Flag Company Flags
Washington Liberty Bottleworks Water bottles
West Virginia Homer Laughlin China Company Iconic fiesta line of china
Wisconsin Pierce Manufacturing Two firetrucks
Wyoming Aviat Aircraft Model aircraft

The Trump Administration is honoring the incredible workers and companies who make “Made in America” the world standard for quality and craftsmanship. America is a nation that honors the work of gifted and skilled tradespeople.

The President has also taken steps to ensure that Americans are equipped with the tools necessary to thrive in the modern economy by signing an Executive Order to promote and create more flexible apprenticeship programs that arm American workers with valuable skills.

We are proud to represent Taylor Machine Work’s products. Taylor has a history of the highest quality, heavy-duty forklifts on the market. Learn more about Taylor Machine Works.

Industrial Trucks and the US Economy

Industrial trucks and forklifts sales are directly tied to our economy. When our economy does well, more forklifts are required to move the goods ordered by customers and end-users. Conversely, when a downturn occurs, forklift sales drop, sometimes dramatically as they did with the recession of 2009. What few people understood until now, the economic impact these forklifts make on our economy. Recently the Industrial Truck Association in conjunction with Oxford Economics researched the topic, and below are some of the significant findings.

  • Industrial truck manufactures generate 209,600 jobs in the US, directly and indirectly.
  • The economic impact of forklift on the US economy is $25.7 billion dollars. Here in California forklifts generate over $1.9 billion dollars to our state economy.
  • Over $15 billion of that contribution is a result jobs that support forklift sales and service such as service technicians, the parts that are made and sold and installed on forklifts, training centers etc…
  • The Bureau of Labor and Statistic (BLS) estimates that there are about 540,000 industrial truck operators in the US.
  • There are over 200,000 forklifts sold annually in the US.
  • Over 1 million forklifts are sold around the world each year.
  • The industrial truck industry generate about $5.3 billion dollars in state and local taxes.

As you can see, when we sell a forklift we create a lot of work not only here at Cal-Lift, but for our customers, their customers and the impact is felt all throughout our state and national economy.

Report – Industrial Trucks Impact on US Economy

Daily Forklift Inspection Forms

Forklifts must be inspected daily, or prior to each shift if used in a multi-shift operation. This may seem like a burden and for some large companies, indeed it is. We believe though, that the inspections are a good routine to fall into. Forklifts can be very dangerous machines if something isn’t working right or is damaged. Cracked forks, chains, leaky hydraulics, damaged tires and many other items that are easy to miss, can present a very dangerous, even deadly situation.

We used OSHA guidelines to develop the following forms. One for electric forklifts, the other for internal combustion forklifts. Please feel free to copy and distribute as needed. Remember to keep copies of each inspection, either in a file, or scanned and store digitally.

If you find that your forklift needs to be repaired or service, be sure to use a lockout tag and contact our forklift service department as soon as possible to schedule repairs. Should you need a replacement, we have a large forklift rental fleet to fill your short-term forklift needs.

Any questions about forklift repairs or service, please contact us at 800-322-5438.

Taylor Machine Works, All-American, All the Time

Designed, engineered and built in Louisville, Mississippi, Taylor Machine Works are the most dependable, reliable, lowest cost heavy-duty forklifts on the market.This short video highlights a company built on trust and dedicated to building quality products. Next time you’re considering Container Handlers, Forklifts or other Heavy-Duty Lift Trucks, check out our line-up of Taylor Machine Works, then Contact Us for more information or a quote.

Four Traits of Safety-Minded Companies

As managers and owners, we want a safe work environment for all of our employees. Unfortunately, all too often it escapes us. Time passes quickly, and initiatives that were once important standards become guidelines or even merely suggestions. How can we ensure that when we put safety measures in place, they will stay in place as employees come and go in a business climate that is constantly in flux?

While we lack the space to answer this question in full detail here, there are a few major approaches to providing a safe work environment that transcend industries, equipment and facilities. We outline these “hows and whys” of workplace safety below.

Since 1970, OSHA has worked to create a safer workplace for all employees, and their mission has been very successful. However, accidents still happen, and not only at companies willfully violating OSHA standards. Sometimes safety goes beyond meeting standards due to unique circumstances in certain operations.

The following are a few approaches to safety that have helped both large and small companies to achieve better workplace safety, fewer incidents and accidents, lower costs, more productivity and better workplace attitudes.

  1. Safety is integrated with company mission – Safe companies put as much emphasis on doing things safely as on doing them productively. From day one, every employee knows they are working for a company that would rather they do their job safely than quickly. These employees will lockout a piece of equipment when something goes wrong, will replace light bulbs that need it instead of ignoring them and will report unsafe behavior or unsafe conditions.
  2. Training never ends – Employees are involved in ongoing training – how to lift more safely, how to sit properly in a chair, how to operate a certain piece of equipment and so on. Your business is fluid: things change; equipment changes; and equipment, building space and employees are added. As your conditions change, your training must address these changes. Training for the safest work environments is never a one-time event or a two- or three-day training initiation. It is an ongoing pursuit of the safest possible work facility. It should be a goal of all employees to see that their coworkers go home safe every night.
  3. Involvement at all levels – While involvement in a safe work environment must start from the corner office, the mission and strategy it is also important to ensure that every employee knows that they are involved and responsible. It is a good idea to create safety teams for every facet of your business, to revolve people in and out of those teams, and to have them conduct frequent facility or department reviews to identify potential threats. The most successful companies have reward systems for reporting anything that could be a potential threat, even if it is as minor as a sharp corner on a coat rack. This keeps all employees engaged in creating a safe work environment.
  4. Accountability – Once you have established your safety mission and mapped out your strategy, everyone involved must be held accountable. No one can shirk their safety responsibilities. If a sharp corner on a coat rack is missed and someone gets cut, find out why no one noticed. Are they doing regular inspections? If safety standards are not being met, it is the leadership’s job to find out why and fix it. Everyone must know that if an accident happens on their watch, it must be accounted for and a plan must be designed to ensure that it will not happen again.

A truly safe, productive and profitable workplace is attained through ongoing efforts, and these are just a few of the major traits of successful organizations. We encourage you to seek the assistance of OSHA, NIOSH or other private safety consultants to help you organize and strategize your safety plans.

A safe organization on all levels is happier and more productive. Take advantage of the benefits of being a safety-minded organization and watch the benefits blossom.