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.
No two industrial truck operators are the same. In any one facility, operators will be different ages, come from different demographic backgrounds, and have varying degrees of experience. Yet forklift safety training is sometimes treated as a one-size-fits-all affair.
Fleet managers may need to reconsider that approach as warehouses and distribution centers (DCs) continue to grapple with acute labor shortages and unprecedented rates of employee turnover. At many facilities, 50% of the warehouse staff has fewer than 90 days on the job—“a statistic I’ve heard over and over” in conversations with customers, particularly those involved in cold storage or in densely populated areas where there is strong competition for labor, reports Jim Gaskell, director of global automation and emerging technologies for Crown Equipment Corp.
Many of those newer employees may be experienced forklift operators in search of higher pay and signing bonuses. But with facilities having to work harder to recruit labor, they’re also seeing more new hires who have never been on an industrial truck before. First-timers’ lack of familiarity with the equipment, potential misconceptions about what’s actually involved in operating industrial trucks, and short tenures can be detrimental to safety, so we asked safety training experts for tips on how to work most effectively with this growing population of operators. Here are some of their recommendations.
1. Keep their attention in the classroom.Classroom training is required by the Occupational Safety and Health Administration (OSHA), in addition to hands-on work with equipment and “road test” practicums. But a lecture-only format is unlikely to hold trainees’ attention—especially if they’re young and were raised on multimedia. Interactive computer-based “e-learning” programs and training videos that keep learners engaged and “bring the forklift owner’s manual to life” are effective teaching tools, says Evelyn Velásquez-Cuevas, director, product sales and technical training for Yale Materials Handling.
Bob Bladel, vice president, training and sales enablement for Hyster Co., is also a fan of using visuals in safety training. Photos, illustrations, and videos dramatically increase retention of information compared to reading or listening alone, he says. Importantly, they enhance trainees’ understanding when equipment and environments they have never seen are introduced in class.
The experts agree: Multimedia, while valuable, is a supplement to—not a replacement for—a skilled trainer. Effective trainers guide learners as they progress through the curriculum, keeping them attentive by asking questions and building discussions off the answers. “Don’t just lecture—engage in two-way communication. That means you also have to listen,” says Tony Parsons, regional operator training manager for the regional dealer network Wolter Inc. (Multimedia is not a substitute for on-the-floor experience, either, he adds: “You can read a book and watch YouTube, but your butt has to be in the seat to really learn.”)
2.Test as you go. It’s incumbent on the trainer to make sure students are learning what they should, says Dave Norton, vice president, customer solutions and support for The Raymond Corp. One way to do that is to confirm their understanding by testing frequently as they learn, instead of testing them on the entire curriculum at the end of the class.
Gaskell, a former training manager, recommends a method called “performance-based training,” where instructors teach one task at a time and then test each student’s knowledge and hands-on competence after they have completed a module at their own pace. Students cannot move forward until they’ve mastered each task in a specified order. Because trainees are tested individually, the trainer has ample opportunity to assess each one’s understanding and proficiency. This individualized approach leads to more competent operators than “putting everybody in a room and risking not really interacting with them individually,” he says.
3.Start them on appropriate equipment. There’s no universal “starter model” for new operators.Mike Hance, technical support manager at Equipment Depot, which represents parent company Mitsubishi Logisnext America’s Cat lift trucks, Mitsubishi forklift trucks, and Jungheinrich and UniCarriers Forklift brands, has been training operators since 1987. He favors Class 4 and 5 (internal combustion engine) sit-down forklifts to start. In his experience, new operators generally pick up skills fairly quickly because the steering, foot brake, and accelerator operate much like those in an automobile.
All agreed that narrow-aisle, stand-up electrics are harder to master. Depending on the type of equipment, operators will have to learn multiple skills, including how to pick, place, and stack in addition to scanning and using radio-frequency (RF) terminals, all while elevated; or they may have to put away pallets at great heights while using a camera system. Furthermore, most people aren’t accustomed to controlling speed with their hands, or using controls like the emergency “dead man” pedal, which stops the truck when an operator picks up their left foot. Those are completely new skills that “may feel weird” for a while, Wolter’s Parsons says. (Hance and others note that younger operators who are used to joystick controls for gaming systems typically pick up the skills for controlling stand-up trucks more quickly than senior operators who are used to sit-downs.) As several experts suggested, sit-down counterbalanced trucks and stand-up models require operators to develop very different “muscle memory”—something that’s not easy to do quickly.
Norton, meanwhile, says that many of his customers start new operators on Class 3 pallet trucks and low-height stackers because “the first steps are more like driving a car—you just drive and turn, as opposed to lifting and maneuvering a load at a significant height.” But Parsons says there can be drawbacks to that approach. “Although they may seem simple, I teach electric rider pallet jacks at the end. They are heavier than people think, and operators may be around pedestrians, which can create hazards for both.”
4.Take advantage of technology. In Parsons’ view, training technology is “a great tool to assist the trainer and student to get to the destination faster with less risk,” but it is most effective when matched to an individual student’s knowledge gap and learning style. Our experts identified three types of technology they consider especially useful with first-time operators: telematics, simulation, and sensory alerts.
Telematics systems remotely collect information about an operator’s driving speed, location, impacts and near-misses, pre-shift inspections, and more. Newer systems provide real-time alerts to operators when they are outside of pre-established safety parameters. Used in conjunction with in-person observation, the information collected allows trainers to quickly determine where new operators may need some extra coaching or reinforcement. In addition, some telematics systems can remotely control the truck’s performance, allowing trainers to start new operators at slower travel and lift speeds and increase the speeds as an operator gains more experience and proficiency.
Simulation technology includes desktop simulators, which 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. Both are interactive; i.e., the scenarios respond to users’ actions just as the vehicles would in real life. The trainer, who is able to see what the student is doing, can provide immediate feedback and correction, adding more complex tasks and changing the performance settings when appropriate. Another benefit of simulation is that it can expose learners to potential hazards virtually, so they can learn how to recognize and react to them. This kind of real-time feedback and scenario testing enhances learning in a safe, controlled environment, says Yale’s Velásquez-Cuevas.
Sensory alerts like travel alarms, object-detection systems, and visual warnings such as “stand clear” lighting around forklifts help new operators apply safe practices they’ve learned in class. Some training systems use techniques like brightly colored light beams or floor markings to outline where the operator should stand on the platform and provide reminders to keep hands and feet inside the truck.
Bladel of Hyster believes that end-users who aren’t leveraging today’s training technology are shortchanging new operators and could potentially be exacerbating labor turnover. “If [operators] don’t see the company investing in technology that could help make their job safer, then it’s a contradictory message. They will want to know, why aren’t you trying to keep me safe?”
5. Help them feel confident—but not too confident.Brand-new operators may become nervous or even fearful when it’s time to take their practical test or they’re starting to work on their own. Often, they are timid with the controls and frequently ask whether they are doing something right, says Jason Moore, a training and development manager at Hyster. Being too timid can actually lead to more mistakes because “that’s not how the truck is designed to operate,” he says. In those cases, it helps to go back over a specific task until the operator feels comfortable with it.
It’s important to encourage new operators to ask questions and request more practice time, and companies should allow time for that, says Velásquez-Cuevas. “We have found that younger generations want a lot of feedback, and they will usually be open to coaching and mentoring,” she adds.
Some new operators may be overconfident, though, and that can be dangerous. “Certain operators will show confidence pretty quickly,” Crown’s Gaskell notes. “Yes, they can drive, but it may not be a true test of successful training. An overconfident operator can look skilled, but if they are too confident about their capabilities, then it’s possible they will not be using their best judgment.”
Often, this applies to young trainees who “feel like they’ve been given their wings and want to take off and fly,” as Hance of Equipment Depot puts it. That’s when it’s time for a reminder about risk, like the fact that a 5,000-pound-capacity forklift weighs as much as two cars, and with a load, is as heavy as three cars. “It’s critical for them to understand the weight and forces they are dealing with, and the injuries those forces can cause,” he says.
6. Take it slow. Hance recommends against immediately placing new operators in a high-speed environment. “They need to be monitored in a controlled environment until they’ve developed skills and are proficient in dealing with things like pedestrians and dock safety,” he explains. He suggests having new operators start out in slower-paced, comparatively simple jobs; as their skills progress, they can take on more complex work like delivering to loading docks, where travel paths are not as clearly defined as they are in the aisles.
Employers may want to consider setting a probationary period with a shorter-term license than the standard three years. During this period, Wolter’s Parsons advises, a supervisor should observe new operators and intervene if they see any unsafe behavior. If all is well or has been corrected by the end of the probationary period, they can go ahead and grant the full-term license.
7. Monitor and hold them accountable.Even classroom superstars may do everything correctly when a trainer is with them but fail to follow some basic rules when they’re on their own, says Hyster’s Bladel. Accordingly, a manager or supervisor should continue monitoring new operators for some time after they receive their licenses, he says.
Proper operating practices are critical, so even the newest associates must be held accountable if they don’t maintain safe practices, says Norton of Raymond. Supervisors are responsible for “policing” the work environment, but peer-to-peer supervision can also be very effective, especially for first-timers who have been mentored by a more experienced co-worker. And while there should be consequences if new operators do not follow the rules they’ve been taught, ultimately, our experts say, the point is not to punish, but to reinforce the safe and proper way of operating.
Tips from the trainers
The forklift safety experts we spoke with for this article have many years of experience. Over the years, they’ve developed a portfolio of teaching techniques to help brand-new operators become competent and comfortable on an industrial truck. The following are a few of their “tricks of the trade”:
Once out on the floor, trainees are likely to encounter specialized terms, including industry- and facility-specific expressions or slang they won’t hear anywhere else. To prevent misunderstandings, teach them the local “language.” (Tony Parsons, Wolter Inc.)
Reinforce verbal explanations with visual props. One option is to use accurate scale models to demonstrate the impact of various load weights and operator behaviors on stability. (Evelyn Velásquez-Cuevas, Yale Materials Handling Corp.)
Ask students to describe each step of the task they’re being trained on, from start to completion. Most will say putting away a pallet requires five to seven steps, but it actually takes more than 40 steps. Thinking through a task in this way gives trainees a better appreciation of the complexities of safe forklift operation. (Tony Parsons)
Rather than let trainees handle a pallet at first, take two wooden 4x4s that are four to five feet long, place one on top of the other in a “T” shape, and have them lift the top one off and place it back on top of the other one. Because the boards are lightweight and topple easily, they help students learn to move loads gently without jerky movement. And if they do fall, they’re unlikely to damage anything. (Tony Parsons)
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.
FACING UP TO CHANGE
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.”
RIGHTING THE SHIP
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.
MISSION ACCOMPLISHED
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.
“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.
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.
Parcel giant FedEx Corp. is automating its fulfillment flows by investing in the AI robotics and autonomous e-commerce fulfillment technology firm Nimble, and announcing plans to use the San Francisco-based startup’s tech in its own returns network.
The move is significant because FedEx Supply Chain operates at a large scale, running more than 130 warehouse and fulfillment operations in North America and processing 475 million returns annually. According to FedEx, the “strategic alliance” will help to scale up FedEx Fulfillment with Nimble’s “fully autonomous 3PL model.”
“Our strategic alliance and financial investment with Nimble expands our footprint in the e-commerce space, helping to further scale our FedEx Fulfillment offering across North America,” Scott Temple, president, FedEx Supply Chain, said in a release. “Nimble’s cutting-edge AI robotics and autonomous fulfillment systems will help FedEx streamline operations and unlock new opportunities for our customers.”
According to Nimble founder and CEO Simon Kalouche, the collaboration will help enable FedEx to leverage Nimble’s “fast and cost-effective” fulfillment centers, powered by its intelligent general purpose warehouse robots and AI technology.
Nimble says that more than 90% of warehouses today still operate manually with minimal or no robotics, and even those automated warehouses use robots with limited intelligence that are restricted to just a few warehouse functions—primarily storage and retrieval. In contrast, Nimble says its “intelligent general-purpose warehouse robot” is capable of performing all core fulfillment functions including storage and retrieval, picking, packing, and sorting.
For the past seven years, third-party service provider ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.
Photo courtesy of Dematic
For the past four years, automated solutions provider Dematic has helped support students pursuing careers in the STEM (science, technology, engineering, and mathematics) fields with its FIRST Scholarship program, conducted in partnership with the corporate nonprofit FIRST (For Inspiration and Recognition of Science and Technology). This year’s scholarship recipients include Aman Amjad of Brookfield, Wisconsin, and Lily Hoopes of Bonney Lake, Washington, who were each awarded $5,000 to support their post-secondary education. Dematic also awarded $1,000 scholarships to another 10 students.
Motive, an artificial intelligence (AI)-powered integrated operations platform, has launched an initiative with PGA Tour pro Jason Day to support the Navy SEAL Foundation (NSF). For every birdie Day makes on tour, Motive will make a contribution to the NSF, which provides support for warriors, veterans, and their families. Fans can contribute to the mission by purchasing a Jason Day Tour Edition hat at https://malbongolf.com/products/m-9189-blk-wht-black-motive-rope-hat.
MTS Logistics Inc., a New York-based freight forwarding and logistics company, raised more than $120,000 for autism awareness and acceptance at its 14th annual Bike Tour with MTS for Autism. All proceeds from the June event were donated to New Jersey-based nonprofit Spectrum Works, which provides job training and opportunities for young adults with autism.