Walk into any warehouse, distribution center, retail stockroom, grocery store, or transportation operation and you're sure to see pallet jacks and pallet trucks. These ubiquitous pieces of equipment are typically used for moving pallets over long distances as well as into and out of trailers and low-level storage. They include manual versions—essentially a pull handle and forks on wheels—and electric-powered walk-behind trucks ("walkies") and operator-aboard walkie/riders.
These warehouse stalwarts have been undergoing a transformation. While manual pallet jacks haven't changed significantly, powered pallet trucks—the primary focus of this article—have far more capabilities than they did just a few years ago. (Although the terms are often used interchangeably and with many variants, this article generally uses "pallet jack" for those that are driven manually and "pallet trucks" for powered types.) According to the manufacturers we polled, there are many more improvements to come. Here's an overview of how they've changed and what they might be like in the future. self loading pallet stacker
As pallet truck applications and demands change, so must the equipment's design and capabilities. For example, because a grocery operation nowadays may run 20 hours a day, seven days a week, pallet trucks and jacks must be designed to reliably work longer in harsh environments such as cold storage, says Susan Rice, product manager, pallet trucks and stackers, for The Raymond Corp. With more customers using this type of equipment on delivery trucks, Raymond has moved to the IP65 standard of ingress protection against dust and water. "This allows [end users] to take the equipment on the street and work in rain or snow—that was unheard of 10 years ago," she says.
Pallet trucks overall have been getting smaller and lighter, with lower capacities, says Bill Pedriana, director of sales and marketing at Big Lift LLC, maker of Big Joe forklifts. In large part, that's because the growth of e-commerce, just-in-time delivery, and direct-to-store delivery (DSD) requires more drivers to maneuver pallets through commercial doorways, in retail backrooms, and in truck trailers. Those changing needs prompted his company five years ago to introduce a 3,000-pound-capacity electric pallet truck with the same size and shape as a manual pallet jack. According to Pedriana, the E30 was the first electric that could go wherever a manual could. Demand is so strong, he adds, that it has become the company's all-time best-seller.
The popularity of direct-to-store delivery not only creates a need for maneuverability in small spaces but also places a premium on stability, says David McNeill, manager of product strategy for warehouse products at Yale Materials Handling Corp. It's increasingly common for pallet trucks to carry loads over doorjambs, parking lots, and curbs, he notes. As an example of equipment that was designed with such tight quarters and bumpy terrain in mind, he cites Yale's MPB045VG motorized hand truck, with its six-inch battery box, stability casters, load-retention strap, and moveable load backrest for multiple pallets.
Although they're typically used for floor-level handling, pallet trucks are exploring new territory off the ground, too. Second-level order pickers—rider pallet trucks that can elevate operators to a height of about 32 to 38 inches, as shown in the photo at right—are starting to migrate from Europe to North America. According to Rice, few companies here are using them so far, but interest in this type of equipment is "phenomenal," particularly among companies that don't have enough floor space for all of their stock-keeping units (SKUs). Because second-level pickers allow operators to quickly access both the first and second level of storage with the same piece of equipment, users can add SKUs without slowing operations or having to expand the facility. Currently, European equipment designed for comparatively light duty is available here, Rice says, but Raymond will introduce a heavier-duty second-level picker designed for and built in North America in 2017.
Technology is helping pallet trucks work harder, smarter, and faster in applications old and new. For example, new materials are improving strength and durability without increasing the weight of the truck itself. Rice mentions thermo elastomers (essentially rubberized plastic), ductile iron (made by infusing magnesium into steel), and high-strength low-alloy (HSLA) aluminum. All are more flexible and resilient than the traditional low-carbon steel but weigh much less.
A promising but still developing advancement is the adoption of alternative energy sources such as hydrogen fuel cells and lithium-ion batteries, says Mark Koffarnus, director of national accounts for Hyster Co. Fuel cells are gaining momentum as the fueling options and infrastructure catch up to the fuel cell technology itself, he says, while lithium-ion batteries are making headway, in part because they offer "a very attractive economic return on investment." The lithium-ion pack on Hyster's W45ZHD walkie, for example, has a lifespan of five-plus years, lasting up to five times longer than traditional battery solutions, he says.
McNeill believes lithium-ion batteries are well suited for DSD operations. For one thing, they can be opportunity-charged from a standard 120V outlet, whether in the trailer while en route or at a delivery site. For another, they are smaller and lighter than lead-acid batteries, making them a good fit for pallet trucks that must maneuver in tight spaces like delivery trailers, store aisles, and doorways, he says.
Martin Brenneman, electric product planning specialist at Toyota Material Handling, U.S.A., Inc., reports that Toyota is seeing the most interest in lithium-ion among customers using smaller pallet trucks, and several are using this type of battery in 4,500-pound-capacity equipment. But they are still limited to certain specialized applications, as not all customers would realize a favorable return on investment, he says. That could soon change: Several of our sources predicted that in the next one to three years, the price of lithium-ion batteries will come down enough to make them more widely accepted for pallet trucks.
Onboard technology is helping pallet trucks become complex machines with an array of sophisticated capabilities. Just a few examples cited by the experts we contacted include technology that automatically slows the unit during cornering for better control and load stability, software that forces pallet trucks to travel with elevated forks, and onboard diagnostics and displays that provide feedback on truck and battery performance directly to the operator. Another example: Toyota offers an operator keypad that allows up to 10 unique operator logins. Each operator login can have its own maximum speed and acceleration settings, customizing the pallet truck for operators with different skill levels or for different operating areas within a facility.
Telematics solutions, which wirelessly send data and instructions to and from lift trucks, are incorporating electric pallet trucks into the industrial Internet of Things. Just as the technology has done for fleets of larger forklifts, telematics systems such as Raymond's iWarehouse, Yale Vision, Hyster's Tracker, and others are opening up a trove of previously unavailable data about pallet trucks. For example, Crown Equipment Corp.'s InfoLink, which is available on all of its electric pallet trucks, "provides customers with information to make better business decisions and improve the bottom line, particularly around asset utilization, safety, and productivity," says Steve Harshbarger, the company's marketing product manager.
Pallet trucks are also pioneers in the robotics revolution. Crown's semiautomated QuickPick Remote, controlled by a wireless signal transmitted from a special glove, follows alongside an operator, eliminating the need to step on and off and boosting picking productivity. Raymond's Courier, Yale's "Driven by Balyo," Linde's T-Matic, and a number of other robotic pallet trucks go even further, functioning like automated guided vehicles (AGVs) and moving around the warehouse independently to pick up and drop off pallets. They use a variety of technologies—lasers, vision guidance systems, GPS, or other methods, depending on the manufacturer—to map and navigate their environment.
An interesting question is whether the growing sophistication of pallet truck design and technology has had an appreciable impact on the equipment's price, reliability, and maintenance costs. Both Pedriana and Rice say modern pallet trucks' initial price, maintenance costs, and lifespan have been relatively consistent with those seen in recent years. They also suggest that the equipment's added utility, value, and operational costs savings are the most important metrics. Others have a different take. McNeill's opinion is that, generally speaking, an increase in capability will mean an increase in initial product cost. "However, thanks to reduced maintenance needs and other operating expenses, the end user ultimately receives a more cost-effective solution over the life of the product," he says.
One feature was cited more than any other as having had a beneficial impact on maintenance costs and productivity: the introduction of three-phase AC motor technology in pallet trucks. AC motor and controller technology, combined with the proper industrial batteries, helps manage the energy used and provides controlled acceleration when operators are moving materials throughout a warehouse, says Perry Ardito, general manager of warehouse products at MCFA, which provides Mitsubishi, Cat, and Jungheinrich lift trucks in North America. Such an increase in efficiency often results in longer operating times that can be extended with different battery options, he explains. And because the AC drive motor has no carbon brushes, it reduces the need for maintenance, ensuring significant long-term reduction in downtime for routine service and maintenance.
A number of other features and enhancements have led to increased durability and reduced cost per hour of operation. Koffarnus of Hyster highlights design improvements for rough surfaces and environments, as well as to undercarriages, drive trains, controllers, ergonomics, and automated solutions. Others we consulted mentioned tougher materials and hardware, and better protection against the elements.
Toyota's Brenneman sums it up this way: "The good news for pallet truck owners is that technology pays off in terms of the cost of operation, maintenance, and productivity." In fact, he adds, the lifespan of modern pallet trucks is "generally as good as or better than the 'built like a tank' pallet trucks of yesteryear."
Manufacturers have found many ways to make pallet trucks more efficient, more cost effective, and appropriate for a wider range of applications. But they're not done yet. When asked how the pallet trucks of the future will differ from those on the market today, experts contacted for this article had the following predictions:
Despite all those futuristic forecasts, there's still a place for the manual pallet jack in today's warehouses and DCs. They're appropriate for moving lightweight, compact loads over short distances; they're simple to operate; and they're safest for use by new and temporary workers. They don't require batteries, charging, or maintenance, and there's always that low, low price—about $200 to $500 per unit.
Furthermore says Harshbarger of Crown, proven equipment that still has a purpose should be viewed as "smart and functional, not old-fashioned." As material handling demands evolve and change, the equipment, of course, must change along with them, he says. Ultimately, though, the focus should be on end-user satisfaction and operational efficiency. "If operators have the right equipment to safely, reliably, and efficiently do their work," he says, "the age of the design is not significant."
Supply chain risk analytics company Everstream Analytics has launched a product that can quantify the impact of leading climate indicators and project how identified risk will impact customer supply chains.
Expanding upon the weather and climate intelligence Everstream already provides, the new “Climate Risk Scores” tool enables clients to apply eight climate indicator risk projection scores to their facilities and supplier locations to forecast future climate risk and support business continuity.
The tool leverages data from the United Nations’ Intergovernmental Panel on Climate Change (IPCC) to project scores to varying locations using those eight category indicators: tropical cyclone, river flood, sea level rise, heat, fire weather, cold, drought and precipitation.
The Climate Risk Scores capability provides indicator risk projections for key natural disaster and weather risks into 2040, 2050 and 2100, offering several forecast scenarios at each juncture. The proactive planning tool can apply these insights to an organization’s systems via APIs, to directly incorporate climate projections and risk severity levels into your action systems for smarter decisions. Climate Risk scores offer insights into how these new operations may be affected, allowing organizations to make informed decisions and mitigate risks proactively.
“As temperatures and extreme weather events around the world continue to rise, businesses can no longer ignore the impact of climate change on their operations and suppliers,” Jon Davis, Chief Meteorologist at Everstream Analytics, said in a release. “We’ve consulted with the world’s largest brands on the top risk indicators impacting their operations, and we’re thrilled to bring this industry-first capability into Explore to automate access for all our clients. With pathways ranging from low to high impact, this capability further enables organizations to grasp the full spectrum of potential outcomes in real-time, make informed decisions and proactively mitigate risks.”
The investment firm LongueVue Capital has bundled three shipping product companies together to create Innotex Packaging Solutions, calling it an integrated flexible packaging solutions provider that unites Summit Plastics, ClearView Packaging, and Fredman Packaging.
According to New Orleans-based LongueVue, the “strategic rebranding” brings together the complementary capabilities of these three companies to form a vertically integrated flexible packaging leader with expertise in blown film production, flexographic printing, adhesive laminations, and converting.
The umbrella company Innotex now includes facilities at Summit, Mississippi-based Summit Films and at ClearView Packaging’s Albany, New York and Milwaukee, Wisconsin sites.
“This unified platform enables us to provide our customers with greater flexibility and innovation across all aspects of packaging," Joe Piccione, CEO of Innotex, said in a release. "As we continue to evolve and adapt to the changing needs of the industry, we look forward to delivering exceptional solutions and service."
Stampin’ Up!’s Riverton, Utah, distribution center
What happens when your warehouse technology upgrade turns into a complete process overhaul? That may sound like a headache to some, but for leaders at paper crafting company Stampin’ Up! it’s been a golden opportunity—especially when it comes to boosting productivity. The Utah-based direct marketing company has increased its average pick rate by more than 70% in the past year and a half. And it’s all due to a warehouse management system (WMS) implementation that opened the door to process changes and new technologies that are speeding its high-velocity, high-SKU (stock-keeping unit) order fulfillment operations.
The bottom line: Stampin’ Up! is filling orders faster than ever before, with less manpower, since it shifted to an easy-to-use voice picking system that makes adapting to seasonal product changes and promotions a piece of cake. Here’s how.
Stampin’ Up!’s business increased rapidly in 2020, when pandemic-era lockdowns sparked a surge in online orders for its crafting and scrapbooking supplies—everything from rubber stamps to specialty papers, ink, and embellishments needed for home-based projects. At around the same time, company leaders learned that the WMS in use at its main distribution center (DC) in Riverton, Utah, was nearing its end-of-life and would have to be replaced. That process set in motion a series of changes that would upend the way Stampin’ Up! picked items and filled orders, setting the company on a path toward continuous improvement.
“We began a process to replace the WMS, with no intent to do anything else,” explains Rich Bushell, the company’s director of global distribution services. “But when we started to investigate a new WMS, we began to look at the larger picture. We saw problems within our [picking] system. Really, they were problems with our processes.”
Stampin’ Up! had hired global supply chain consulting firm Argon & Co. to help with the WMS selection and implementation, and it was that process that sparked the change. Argon & Co. Partner Steve Mulaik, who worked on the project, says it quickly became clear that Stampin’ Up!’s zone-based pick-and-pass fulfillment process wasn’t working well—primarily because pickers spent a lot of idle time waiting for the next order. Under the old system, which used pick-to-light technology, workers stood in their respective zones and made picks only from their assigned location; when it came time for a pick, the system directed them where to make that pick via indicator lights on storage shelves. The workers placed the picked items directly into shipping boxes that would be passed to the next zone via conveyor.
“The business problem here was that they had a system that didn’t work reliably,” Mulaik explains. “And there were periods when [workers] would have nothing to do. The workload was not balanced.”
This was less than ideal for a DC facing accelerating demand for multi-item orders—a typical Stampin’ Up! order contains 17 to 21 items per box, according to Bushell. In a bid to make the picking process more flexible, Mulaik suggested eliminating the zones altogether and changing the workflow. Ultimately, that would mean replacing the pick-to-light system and revamping the pick-and-pass process with a protocol that would keep workers moving and orders flowing consistently.
“We changed the whole process, building on some academic work from Georgia Tech along with how you communicate with the system,” Mulaik explains. “Together, that has really resulted in the significant change in productivity that they’ve seen.”
The Riverton DC’s new solution combines voice picking technology with a whole new process known as “bucket brigade” picking. A bucket brigade helps distribute work more evenly among pickers in a DC: Pickers still work in a production-line fashion, picking items into bins or boxes and then sending the bins down the line via conveyor. But rather than stop and wait for the next order to come to them, pickers continue to work by walking up to the next person on the line and taking over that person’s assignment; the worker who is overtaken does the same, creating a process in which pickers are constantly filling orders and no one is picking from the same location.
Stampin’ Up! doesn’t follow the bucket brigade process precisely but has instead developed its own variation the company calls “leapfrog.” Instead of taking the next person’s work, pickers will move up the line to the next open order after completing a task—“leapfrogging” over the other pickers in the line to keep the process moving.
“We’re moving to the work,” Bushell explains. “If your boxes are full and you push them [down the line], you just move to the open work. The idea is that it takes the zones away; you move to where the next pick is.”
The voice piece increases the operation’s flexibility and directs the leapfrog process. Voice-directed picking allows pickers to listen to commands and respond verbally via a headset and handheld device. All commands filter through the headset, freeing the worker’s eyes and hands for picking tasks. Stampin’ Up! uses voice technology from AccuSpeechMobile with a combination of company-issued Android devices and Bluetooth headsets, although employees can use their own Bluetooth headsets or earbuds if they wish.
Mulaik and Bushell say the simplicity of the AccuSpeechMobile system was a game-changer for this project. The device-based system requires no voice server or middleware and no changes to a customer’s back-end systems in order to operate. It uses “screen scrape” technology, a process that allows the collection of large volumes of data quickly. Essentially, the program translates textual information from the device into audible commands telling associates what to pick. Workers then respond verbally, confirming the pick.
“AccuSpeech takes what the [WMS] says and then says it in your ear,” Bushell explains. “The key to the device is having all the data needed to make the pick shown on the screen. However, the picker should never—or rarely—need to look at the screen [because] the voice tells them the info and the commands are set up to repeat if prompted. This helps increase speed.
“The voice piece really ties everything together and makes our system more efficient.”
And about that system: Stampin’ Up! chose a WMS from technology provider QSSI, which directs all the work in the DC. And the conveyor systems were updated with new equipment and controls—from ABCO Systems and JR Controls—to keep all those orders moving down the line. The company also adopted automated labeling technology and overhauled its slotting procedure—the process of determining the most efficient storage location for its various items—as part of the project.
Productivity improvement in the DC has been the biggest benefit of the project, which was officially completed in the spring of 2023 but continues to bear fruit. Prior to the change, Stampin’ Up! workers averaged 160 picks per hour, per person. That number rose to more than 200 picks per hour within the first few months, according to Bushell, and was up to 276 picks per hour as of this past August—a more than 70% increase.
“We’ve seen some really good gains,” Bushell says, adding that the company has reduced its reliance on both temporary and full-time staff as well, the latter mainly through attrition. “Overall, we’re 20% to 25% down on our labor based on the change …. And it’s because we’re keeping people busy.”
Quality has stayed on par as well, something Bushell says concerned him when switching from the DC’s previous pick-to-light technology.
“You have very good quality with pick-to-light, so we [worried] about opening the door to errors with pick-to-voice because a human is confirming each pick,” he says. “But we average about one error per 3,300 picks. So the quality is really good.”
On top of all that, Bushell says employees are “really happy” with the new system. One reason is that the voice system is easy to learn—so easy, anyone can do it. Stampin’ Up! runs frequent promotions and special offers that create mini spikes in business throughout the year; the new system makes it easy to get the required temporary help up to speed quickly or recruit staff members from other departments to accommodate those spikes.
“We [allocate] three days of training for voice, but it’s really about an hour,” Bushell says, adding that some of the employees from other departments simply enjoy the change of pace and the exercise of working on the “leapfrog” bucket brigade. “I have people that sign up every day to come pick.”
Not only has Stampin’ Up! reduced downtime and expedited the picking of its signature rubber stamps, paper, and crafting supplies, but it’s also blazing a trail in fulfillment that its business partners say could serve as a model for other companies looking to crank up productivity in the DC.
“There are a lot of [companies] that have pick-and-pass systems today, and while those pick-and-pass systems look like they are efficient, those companies may not realize that people are only picking 70% of the time,” Mulaik says. “This is a way to reduce that inactivity significantly.
“If you can get 20% of your productivity back—that’s a big number.”
With its new AutoStore automated storage and retrieval (AS/RS) system, Toyota Material Handling Inc.’s parts distribution center, located at its U.S. headquarters campus in Columbus, Indiana, will be able to store more forklift and other parts and move them more quickly. The new system represents a major step toward achieving TMH’s goal of next-day parts delivery to 98% of its customers in the U.S. and Canada by 2030, said TMH North America President and CEO Brett Wood at the launch event on October 28. The upgrade to the DC was designed, built, and installed through a close collaboration between TMH, AutoStore, and Bastian Solutions, the Toyota-owned material handling automation designer and systems integrator that is a cornerstone of the forklift maker’s Toyota Automated Logistics business unit. The AS/RS is Bastian’s 100th AutoStore installation in North America.
TMH’s AutoStore system deploys 28 energy-efficient robotic shuttles to retrieve and deliver totes from within a vertical storage grid. To expedite processing, artificial intelligence (AI)-enhanced software determines optimal storage locations based on whether parts are high- or low-demand items. The shuttles, each independently controlled and selected based on shortest distance to the stored tote, swiftly deliver the ordered parts to four picking ports. Each port can process up to 175 totes per hour; the company’s initial goal is 150 totes per hour, with room to grow. The AS/RS also eliminates the need for order pickers to walk up to 10 miles per day, saving time, boosting picking accuracy, and improving ergonomics for associates.
The upgrades, which also include a Kardex vertical lift module for parts that are too large for the AS/RS and a spiral conveyor, will more than triple storage capacity, from 40,000 to 128,000 storage positions, making it possible for TMH to increase its parts inventory. Currently the DC stores some 55,000 stock-keeping units (SKUs) and ships an average of $1 million worth of parts per day, reaching 80% of customers by two-day ground delivery. A Sparck Technologies CVP Impack fit-to-size packaging machine speeds packing and shipping and is expected to save up to 20% on the cost of packing materials.
Distribution, manufacturing expansion on the agenda
The Columbus parts DC currently serves all of the U.S. and Canada; inventory consists mostly of Toyota’s own parts as well as some parts for Bastian Solutions and forklift maker The Raymond Corp., which is part of TMH North America. To meet the company’s goal of next-day delivery to virtually all parts customers, TMH is exploring establishing up to five additional parts DCs. All will be TMH-designed, owned, and operated, with varying levels of automation to meet specific needs, said Bret Bruin, vice president, aftermarket sales and operations, in an interview.
Parts distribution is not the only area where TMH is investing in expanded capacity. With demand for electric forklifts continuing to rise, the company recently broke ground for a new factory on the expansive Columbus campus that will benefit both Toyota and Raymond. The two OEMs—which currently have only 5% overlap among their customers—already manufacture certain forklift models and parts for each other, said Wood in an interview. Slated to open in 2026, the $100 million, 295,000-square-foot factory will make electric-powered forklifts. The lineup will include stand-up rider trucks, currently manufactured for both brands by Raymond in Greene, New York. Moving production to Columbus, Wood said, will not only help both OEMs keep up with fast-growing demand for those models, but it will also free up space and personnel in Raymond’s factory to increase production of orderpickers and reach trucks, which it produces for both brands. “We want to build the right trucks in the right place,” Wood said.
Editor's note:This article was revised on November 4 to correct the types of equipment produced in Raymond's factory.
Truck freight shipments and spending continued to contract in the third quarter, albeit at a slower pace than earlier this year, according to the latest U.S. Bank Freight Payment Index.
“The latest data continues to show some positive developments for the freight market. However, there remain sequential declines nationwide, and in most regions,” Bobby Holland, U.S. Bank director of freight business analytics, said in a release. “Over the last two quarters, volume and spend contractions have lessened, but we’re waiting for clear evidence that the market has reached the bottom.”
By the numbers, shipments were down 1.9% compared to the previous quarter while spending dropped 1.4%. This was the ninth consecutive quarterly decrease in volume, but the smallest drop in more than a year.
Truck freight conditions varied greatly by region in the third quarter. In the West, spending was up 4.4% over the previous quarter and volume increased 1.1%. Meanwhile, in the Southeast spending declined 3.3% and shipments were down 3.0%.
“It’s a positive sign that spending contracted less than shipments. With diesel fuel prices lower, the fact that pricing didn’t erode more tells me the market is getting healthier,” Bob Costello, senior vice president and chief economist at the American Trucking Associations (ATA), said in the release.
electric pallet reach truck The U.S. Bank Freight Payment Index measures quantitative changes in freight shipments and spend activity based on data from transactions processed through U.S. Bank Freight Payment, which processes more than $42 billion in freight payments annually for shippers and carriers across the U.S. The Index insights are provided to U.S. Bank customers to help them make business decisions and discover new opportunities.