2015 Nov Dec Ttracks by NATM

Nov./Dec. 2015 Volume 28 Issue 6

Blackwood Lumber: A Safer Decking Alternative Page 18

Carry-On Trailer Hosts Iowa Sen. Chuck Grassley Page 10

Great Teams Build Great Trailers: Mirage Trailerâ&#x20AC;&#x2122;s Secret to Success Page 37

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NATM Headquarters • 2420 SW 17th St. • Topeka, KS 66604• (785) 272-4433 • Fax: (785) 272-4455 STAFF Communications Director Meghan Ryan Meghan.Ryan@natm.com Executive Director Pam Trusdale Pam.Trusdale@natm.com

On the Cover: Background: Blackwood Classic Lumber. Top: Sen. Chuck Grassley speaking to Carry-On Trailer employees. Bottom: Mirage Trailers President Rob Swikert with father Dale Swikert.

Assistant Director Kendra Fritz Kendra.Fritz@natm.com

Reports & Updates: 4 7 60 64

President’s Report Headquarters Report NATM Member News NATM New Member Update

Technical Director Russ Moore Russ.Moore@natm.com Events Director Allison Malmstrom Allison.Malmstrom@natm.com Compliance Director Greg Soden Greg.Soden@natm.com Marketing Coordinator Kathleen Dultmeier Kathleen.Dultmeier@natm.com

Articles & Forms:

Bookkeeper Cindy Streeter Cindy.Streeter@natm.com

2 10

Trade Show Director Monica Johnson Monica.Johnson@natm.com Technical Assistant Linda Brink Linda.Brink@natm.com Executive Assistant Christina Trimmer Christina.Trimmer@natm.com Administrative Assistant Bryan Stadler Bryan.Stadler@natm.com OFFICERS

12 14

14 Great Teams Build Great Trailers: Mirage Trailers' Secret to Success

President Greg Snyder CAR MATE Trailers, Inc.

Past President Mike Lloyd Aluma, Ltd DIRECTORS FEB. 2013 - FEB. 2016 Lynn Beal Big Tex Trailer Manufacturing Rick Coffey The Carlstar Group

20 22

Vice President Patrick Jennissen Felling Trailers Treasurer Bob de Kruyff U-Haul International, Inc.

28 Cracking the Code: The TREAD Act and Reporting To NHTSA

Chris Steinman MGS, Incorporated

26 28

30 35

DIRECTORS FEB. 2014 - FEB. 2017

Doug Deaver M. H. Eby, Inc. Adam Dexter Dexter Axle Owen E. Shelton BoatMate Trailers, Inc. Ron Yarnell PPG Industries, Inc. DIRECTORS FEB 2015 - FEB. 2018

51 53

Using ISO 9001:2015 to Improve Sustainability

Tracks Advertisers Carry-On Trailer Hosts Iowa Sen. Chuck Grassley Statistically Speaking Great Teams Build Great Trailers: Mirage Trailers’ Secret to Success Blackwood Lumber: A Safer Decking Alternative Tracks Throwback: Trailer De-coupling Accidents NATM Convention & Trade Show 2016 2016 Convention & Trade Show Sponsors Pre-Hire Assessments Cracking the Code: The TREAD Act and Reporting to NHTSA Welding Complaints Using ISO 9001:2015 to Improve Sustainability ISO 9001:2015 Addresses Risk. Is Your Organization Ready? NATM Membership Renewals Building a Championship Sales Team USPS Statement of Ownership

Les Eaves Delta Manufacturing Marcus Hester Optronics International

Marty Lorick Triple Crown Trailers

About this publication: Tracks Volume 28, Number 6 November/December 2015 is published six times a year (bi-monthly) for $50 per year by the National Association of Trailer Manufacturers, 2420 SW 17th St, Topeka, KS 66604. Periodicals postage paid at Topeka, KS. POSTMASTER: Send address changes to the National Association of Trailer Manufacturers, 2420 SW 17th St, Topeka, KS 66604. The National Association of Trailer Manufacturers assumes no responsibility for statements, representations, or claims made or expressed in this publication, including those made in advertising appearing herein, nor does it accept responsibility for any errors or omissions made in publishing or reproducing articles or advertising appearing in Tracks or for the return of unsolicited manuscripts sent to NATM.

Rick Russell Carry-On Trailer, Inc.

USPS Number: 022438

Nathan Long Tracker Marine Group

ISSN Number: 1552-2415

Advertisers Index

Tracks

Advertisers Index A.L. Hansen Manufacturing, Co. 59 BluDot, Inc. 50 Cequent Performance Products, Inc. 39 Dec-O-Art 8, 54 Dexter Axle 32, 33 H.E. Parmer Company, Inc. 58 Hentzen Coatings, Inc. 52 KampCo Steel Products, Inc. 54 LaVanture Products Company Inside Front Cover Lippert Components, Inc. 40 Muro North America 8 Napoleon/Lynx 9 New Metals, Inc. 55 North West Rubber, Ltd. 12 NTP Distribution (LINK Trailer Parts) 13 Optronics International 47

Peterson Manufacturing Co. 31 Powerbrace Corp. 27 PPG Industries, Inc. 21 Premium Supply 46 Proven Graphics, Inc. 38 Redneck Trailer Supplies 3 Rockwell American Inside Back Cover Sawblade.com 6 Simpson Strong-Tie 23 TASKMASTER Components Outside Back Cover Textrail Trailer Parts 24 TGI-Direct 62 Tie Down Engineering, Inc. 17 TRAILSTAR 34 Vin-Eze, A Division of P.M.C.S., Inc. 20

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President’s Report

Tracks

President’s Report By Greg Snyder, CAR MATE Trailers, Inc. With 2015 coming to a close, I would like to take this time to reflect on NATM's many successes this year. As a member of this Association for over 15 years, every year I seem to say that this year was better than the last, and this year was no different! I was impressed once again and will tell anyone that this year really was even better than the last! NATM has achieved much during this last year, and it is important to celebrate that our hard work has paid off. NATM continued its work in the first quarter of this year to exclude ST Tires from the US Department of Commerce’s tariff on foreign tires. NATM’s comments noted that the vast majority of ST tires are not produced in the United States and thus there was no detrimental effect on the domestic tire manufacturing industry as the United Steelworkers Union had alleged existed in the passenger vehicle and light truck tire industry. In April, the Department of Commerce ruled to exclude ST Tires.

For the last few years, NATM has educated legislators and staff about doubles towaway, and this year we saw our hard work pay off on June 25th, when Rep. Lynn Jenkins (R-KS) and Sen. Jerry Moran (R-KS), introduced companion bills referred to as the “Safe & Efficient Trailer Delivery Act” in the House and Senate that would permit light- and mediumSAFELY TOWING A TRAILER duty trailer manufacturers to deliver unladen trailers to their National Association of Trailer Manufacturers dealers in tandem combinations. Promoting Trailer Safety Rep. Jenkins was joined in the effort by Representatives Steve Stivers (R-OH), Scott DesJarlais (R-TN), Jackie Walorski (RIN), Rick Crawford (R-AR) and Collin Peterson (D-MN). Sen. Moran was joined by Senators Joe Donnelly (D-IN), Pat Roberts (RKS) and James Inhofe (R-OK).

In February, NATM hosted its annual Convention & Trade Show in New Orleans. We had a sold-out trade show, robust sponsorships, and positive reviews from the attending members. The technical forums and workshops were packed, and for the first time ever, the Association had an online mobile application for attendees to use to navigate the schedule, location of events, booth information, as well as sponsor information. We even closed the show in true Mardi Gras fashion: with a parade! NATM hosted its annual Regulatory Roundup in May and this year invited Bruce York, Division Chief, NHTSA Office of Defects Investigation and Leo Yon, Safety Defects Engineer, NHTSA Early Warning Reporting Division, to discuss Early Warning Reporting and Recalls. For the Capitol Hill Visits, attendees scheduled 40 one-on-one visits with staffers and

November/December 2015

legislators. Multiple teams reported that the staff members and legislators that they met with remembered NATM and its goals of improving the safety of the industry, which shows that our annual visits are working.

These pieces of legislation, H.R. 2904 and S. 1692, represent a common sense policy that would benefit manufacturers, dealers and consumers, while decreasing the number of vehicles on the road and standardizing policy nationwide rather than forcing manufacturers to navigate a complicated patchwork of state laws. NATM has advocated for this policy in recent years and continues to push for its adoption. NATM’s government affairs advocacy events also included three NATM member companies hosting roundtables and plant tours. My own CAR MATE welcomed US Congressman Glen “GT” Thompson, (PA-5). Big Tex Trailers hosted Rep. John Ratcliffe

www.NATM.com

President’s Report

Tracks (R-TX) to a legislative roundtable, and Sen. Grassley (R-IA) toured a Carry-On facility and held a question and answer session with employees. We always encourage NATM members to host legislators. If you are interested, contact Executive Director Pam Trusdale at NATM Headquarters. By far the biggest accomplishment in 2015 was ISO 17020:2012 accreditation. This has been an ongoing project for a number of years, and thanks to the efforts of NATM Assistant Director Kendra Fritz, NATM successfully completed the accreditation process. She was supported by the NATM staff and several key members whose companies had undergone ISO 9001 accreditation. ISO accreditation adds credibility to NATM’s Compliance Verification Program, assists staff in continually improving the program, and allows for ongoing feedback and communication with members. The July Board of Directors meeting included a facilitated Strategic Planning Session. The board members reviewed the mission, vision and values statements and developed a comprehensive strategic plan to ensure NATM’s success in the future. The plan is being fine-tuned and the final product will be reviewed and approved at the October Board of Directors meeting. Once approved, it will be published in a future issue of Tracks. The plan includes goals, strategies and performance metrics for the next three years with the hopes of long lasting change. The performance metrics provide measurable results that will be monitored to ensure full implementation of the plan. In August, NATM’s Guidelines for Recommended Minimum Manufacturing Practices for Light- and Medium-Duty Trailers was reviewed, edited and shipped out to members ahead of schedule. NATM’s Guidelines is a compilation of Federal Motor Vehicle Safety Standards (FMVSS) and industry best practices for manufacturing trailers, and is the backbone to what we do in this Association. The Association owes a very special thank you to NATM’s Technical Committee and technical staff for their hard work updating this massive document. During September, NATM staff attended two trade shows and distributed its new "Safely Towing a Trailer" brochures to trailer dealers and fleet managers across the country. This informational booklet has been very well received, and I encourage all of our members to contact headquarters to order copies to distribute to your customers and dealers! The Association also published another fantastic Membership Directory & Buyer’s Guide which will be mailed with renewals to members this fall.

www.NATM.com

As I write this in October, 2016 trade show booth spaces are nearly sold out, and registrations for trailer manufacturers opened a month ahead of schedule. I am very pleased to see that the various promotions for trailer manufacturers are encouraging both first time attendees, and those that have not attended in a few years, to come to the show in Las Vegas. The Association is trying a few new things including a “speed networking" event for attendees. It will be another great show! For more information about this year’s achievements, I encourage you all to pick up a copy of NATM’s 2016 Annual Report that will be distributed at the Annual Membership Meeting at the Convention & Trade Show in February. I don’t anticipate that the Association’s progress will slow in 2016. The convention will be here before we know it, and with registration numbers already up, it is sure to be another success. I am also looking forward to putting our new strategic plan into action after the final approval by the NATM Board. The next Regulatory Roundup will be held in July instead of our usual May next year, and I feel that it is very important to keep up our work revisiting with staff and legislators. NATM’s success is only possible because of the hard work and dedication of its members, and we truly value your contributions to making this year’s achievements a reality. Thank you to everyone that took time to serve on an NATM committee, attend the trade show, or take part in our government affairs initiatives. I hope you all take the quieter time in production during the winter months to reflect on your own personal and company successes, and enjoy quality time with friends and loved ones. To my NATM family, I hope you all have a safe winter holiday season and a very happy New Year!

Greg Snyder CAR MATE Trailers, Inc. NATM President

November/December 2015

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1/2” 16.08 17.15 18.23 19.30 20.37 21.44 22.51 23.58 24.65 25.73 26.80 27.87 28.94 30.01 31.08 32.15 33.23 34.30 35.37 36.44 37.51 38.58 39.65 40.73 41.80 42.87 43.94 45.01 46.08 47.15 48.23 49.30 50.37 51.44 52.51 53.58 54.65 55.73

3/4" 17.75 19.01 20.27 21.53 22.78 24.04 25.30 26.55 27.81 29.07 30.33 31.58 32.84 34.10 35.35 36.61 37.87 39.13 40.38 41.64 42.90 44.15 45.41 46.67 47.93 49.18 50.44 51.70 52.95 54.21 55.47 56.73 57.98 59.24 60.50 61.75 63.01 64.27

1" 18.65 20.01 21.37 22.73 24.08 25.44 26.80 28.15 29.51 30.87 32.23 33.58 34.94 36.30 37.65 39.01 40.37 41.73 43.08 44.44 45.80 47.15 48.51 49.87 51.23 52.58 53.94 55.30 56.65 58.01 59.37 60.73 62.08 63.44 64.80 66.15 67.51 68.87

1-1/4" 20.67 22.25 23.83 25.41 26.99 28.58 30.16 31.74 33.32 34.90 36.48 38.06 39.64 41.22 42.80 44.39 45.97 47.55 49.13 50.71 52.29 53.87 55.45 57.03 58.62 60.20 61.78 63.36 64.94 66.52 68.10 69.68 71.26 72.85 74.43 76.01 77.59 79.17

WIDTH 15’-6” 16’-0” 16’-6” 17’-0” 17’-6” 18’-0” 18’-6” 19'-0" 19'-6" 20'-0" 20'-6" 21'-0" 21'-6" 22'-0" 22'-6" 23'-0" 23'-6" 24'-0" 24'-6" 25'-0" 25'-6" 26'-0" 26'-6" 27'-0" 27'-6" 28'-0" 28'-6" 29'-0" 29'-6" 30'-0" 30’-6” 31’-0” 31'-6" 32'-0" 32'-6" 33'-0" 33'-6" 34'-0"

1-1/2" 68.79 70.78 72.77 74.75 76.74 78.73 80.72 82.71 84.70 86.68 88.67 90.66 92.65 94.64 96.63 98.62 100.60 102.59 104.58 106.57 108.56 110.55 112.53 114.52 116.51 118.50 120.49 122.48 124.46 126.45 128.44 130.43 132.42 134.41 136.39 138.38 140.37 142.36

2" 86.20 88.74 91.29 93.83 96.38 98.92 101.46 104.01 106.55 109.10 111.64 114.19 116.73 119.28 121.82 124.36 126.91 129.45 132.00 134.54 137.09 139.63 142.18 144.72 147.26 149.81 152.35 154.90 157.44 159.99 162.53 165.08 167.62 170.16 172.71 175.25 177.80 180.34

2-5/8" 117.67 121.14 124.62 128.09 131.56 135.03 138.50 141.97 145.45 148.92 152.39 155.86 159.33 162.80 166.28 169.75 173.22 176.69 180.16 183.63 187.11 190.58 194.05 197.52 200.99 204.47 207.94 211.41 214.88 218.35 221.82 225.30 228.77 232.24 235.71 239.18 242.65 246.13

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Headquarters Report

Tracks

Headquarters Report By Pam Trusdale, NATM Executive Director

NATM staff members met with NHTSA officials in May and again in July. NATM wants to be proactive in addressing issues of concern to NHTSA to ensure NATM members are fully complying with all regulations governing trailer manufacturing. NHTSA identified three priorities for collaboration: vehicle to vehicle communication and how that might impact trailers in the future, an un-researched but forthcoming component of the already existing communication systems in passenger cars and trucking; the NATM Compliance Verification Program; and improved consumer education. As a result of these meetings, along with marketing committee goals, NATM has published a brochure entitled, “Safely Towing a Trailer.” Much of the information comes from the 2002 NHTSA brochure with the same title. Information in the brochure has been updated, including new photos and additional information and safety tips, including a pre-departure safety checklist. NATM hopes to distribute these to consumers primarily through manufacturers and dealers. The brochures were hugely successful at the NATDA trade show where more than 100 dealers signed up to receive them in the mail. The dealers expressed a dire need for providing consumers general maintenance and trailer use information and these brochures provided them with that opportunity. Small quantities will be provided free of charge and larger quantities (100 or more) are available for purchase at $25 per 100. Contact the NATM office if you are interested in providing these educational brochures with your trailers. Convention registration opened Sept. 1. Online registration is now available and the convention committee has a number of great promotions to help increase attendance. The early bird promotion offers big discounts to those trailer manufacturers who register early. Full registration for the convention (includes all events and the trade show, except golf) is $300. However, for those members who registered in September, it was only $100. The registration fee increases by $50 per month and on Jan. 1, 2016, registration will be at the full amount of $300. If you register early you can bring more people and benefit from the educational workshops, technical forum and networking events. A new “speed networking” event has also been added to facilitate one-on-one meetings between trailer manufacturers www.NATM.com

and suppliers. For more information on this event, turn to page 22. Participation is limited, so be sure to sign up early. Room rates at the host hotel South Point Hotel, Casino & Spa are $59 for week nights and $95 for the weekend. It’s easy to fly into Las Vegas from almost anywhere, so with reduced registration and reasonable cost on rooms and flights, this is a convention every member should plan to attend. Fall is the time when members can volunteer for committee assignments for the upcoming year. The number of volunteers has been growing every year and unfortunately there are usually more volunteers for the technical committee than can be accommodated. This is one of the most active committees, meeting monthly and addressing important issues. All of the committees meet by conference call varying from monthly to quarterly. If you want to get more involved and do something that helps the industry, please consider volunteering for a committee. A complete list of the committees, their purpose and goals can be found on the NATM website: www.NATM.com. If you are interested in making an even bigger commitment, you may want to consider running for a position on the NATM Board of Directors. But if you want to test the waters first, committee service is the best way to start. Contact Pam Trusdale for more information. In the past year, NHTSA has levied more in fines than in the combined history of the agency – and trailer manufacturers are included in those numbers. To assist members in complying with Early Warning Reporting (EWR) and Recall requirements, NATM has engaged K&L Gates to create an EWR and Recall Compendium. The document is undergoing the final stages of review and should be released by the end of the year. Every member will be provided with a copy of this document because all manufacturers, no matter the number of trailers they manufacture, have certain obligations with which they must comply. All NATM members should have received a letter concerning 49 CFR § 579.5, which has been of particular concern to NHTSA. The EWR and Recall Compendium will elaborate on the information in that letter, as well as all EWR and Recall requirements. It will feature both the regulation, legal interpretation, explanations and examples all in the hopes November/December 2015

Headquarters Report

Tracks of making it easier for trailer manufacturers to understand their obligations. This topic will also be covered in a workshop at the 2016 convention. Fall is also the time when membership renewals are sent out. The Board of Directors and staff have worked diligently this past year to increase member engagement and to address the issues that impact NATM members and the entire trailer manufacturing industry. With a new strategic plan in place, members can look forward to increased member benefits including educational opportunities at your doorstep and more. Furthermore, advocacy on behalf of the industry is becoming more and more important every day. Your support through your membership and participation make all of this possible. I hope you plan to renew your membership so that the Association can continue to do the important work on your behalf. In the current political climate, it is more important now than ever before. Thank you for your support! NATM looks forward to working with you and for you in 2016!

November/December 2015

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Carry-On Trailer Hosts Iowa Sen. Grassley

Tracks

Carry-On Trailer Hosts Iowa Sen. Grassley By Meghan Ryan, NATM Communications Director On Aug. 20, 2015, Carry-On Trailer, Inc. hosted Senator Chuck Grassley (R-Iowa) for a tour of their Missouri Valley, Iowa manufacturing facility and held a question and answer session with employees and management. Rick Russell, Vice President of Marketing for Carry-On Trailers and NATM Government Affairs Committee Chairman, understands the importance of utilizing summertime recesses to access busy legislators. “As a member of the National Association of Trailer Manufacturers, Carry-On Trailer understands the importance of educating legislators and their staff about the trailer industry. As a multi-billion dollar industry with facilities and constituents in

every state, it is important for us to meet with elected officials and have our voices heard,” said Russell. Sen. Grassley was taken on a tour of the trailer manufacturing facility by Vice President of Operations Wayne Bishop, Rick Russell and Interim General Manager Kevin Oswald, followed by a town hall meeting with 120 Carry-On employees. Senator Grassley opened by explaining that, when not in Washington, he spends his time holding town hall meetings throughout the state. “You might wonder why I’m here and why I would consider this a town hall meeting,” said Grassley, “Since most of my meetings are in town halls, libraries, and courthouses. My coming here allows you working people who are supporting families to attend a

Sen. Chuck Grassley during the question and answer session with Carry-On Employees.

November/December 2015

www.NATM.com

Carry-On Trailer Hosts Iowa Sen. Grassley

Tracks town hall meeting.” Grassley went on to explain that the meeting is informal and that “you set the agenda” with your questions. A wide range of topics from immigration policy, the nuclear trade bill with Iran, the needs of special needs children and many other local and national issues were covered. Grassley said that by visiting businesses, he always learns about government’s effect on that business and its workers and what their major concerns are. “I don’t think we, in Iowa, brag enough about the good things we do in Iowa,” said Grassley. “Here, I am impressed with the number of trailers Carry-On Trailer puts out per year. I think it was around 24,000, probably their productivity of the work force is very high if they are able to get that many out.” “By hosting Sen. Grassley, it gave us the opportunity to discuss local issues, and for him to meet with his constituents. It was a successful event, and Sen. Grassley now knows the constituents of this area a little better,” said Russell.

Wayne Bishop, Carry-On Vice President of Operations, with Sen. Chuck Grassley and Rick Russell, Vice President of Marketing.

“As chairman of NATM’s Government Affairs Committee, I advocate the importance of meeting with those that shape legislation that impacts the light- and medium-duty trailer industry. This group includes not only safety administrations such as NHTSA, but political representatives as well. By meeting with legislators and their staff on a regular basis to open the lines of communication, the trailer industry can help shape the legislation instead of sitting by helplessly,” said Russell. “It gave Carry-On the opportunity to discuss company issues and national issues as it pertains to the entire industry.” Sen. Grassley wrapped up his visit at Carry-On Trailer and his Q&A session by saying, “Thank you Carry-On for making it possible for me to learn about your business and take the tour, but most importantly, thank you for giving me a chance to have a Q&A with the workers and management. I really appreciate this opportunity.” For more information about Carry-On Trailer, visit www.carry-ontrailer.com.

Sen. Chuck Grassley meeting with Carry-On Trailer Employees. www.NATM.com

November/December 2015

Statistically Speaking

Tracks

Statistically Speaking By Jeff Jones, Statistical Surveys Registration for the light- and medium-duty trailer industry rose 2.4 percent in June 2015. Nationally, registration data is up 2.1 percent for the first six months of 2015. Below are the details of the market’s performance for the five trailer segments as reported by Statistical Surveys.

The following are the top five states in sales growth for all trailer segments for the first six months of 2015.

Trailer Type

June 2015

Boat

Ranking

State

Percent Growth

Oklahoma

37.5 %

Jan.-June 2015

Oregon

24.5 %

2.5 %

5.4 %

Idaho

22.8 %

Enclosed

.09 %

.08%

Alaska

19.6 %

Horse

-1.5 %

-1.0 %

Maryland

17.7 %

Livestock

9.1 %

10.9 %

Open

1.1 %

1.3 %

Industry registrations for the first six months of 2015 were up over 2014. 2015 continues to be an up year in registrations for the light- and medium-duty trailer industry.

Industry

2.4 %

2.1 %

Please note that Maine and Tennessee are experiencing data delays. The data will be placed in the correct month once it’s received.

If there are any questions or if Statistical Surveys, Inc. can help, please contact Jeff Jones at (254) 715-1314 or at jjones@statisticalsurveys.com.

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Great Teams Build Great Trailers: Mirage Trailers' Secret to Success

Tracks

Great Teams Build Great Trailers: Mirage Trailers' Secret to Success By Dena Roberts, Operations/Product Manager, Mirage, Inc. For Mirage Trailers founder Rob Swikert, the key to building great trailers is building a great team. “Mirage is all about the right people,” Swikert says. “We all enjoy what we do and like being here. We believe that money isn’t everything…you must have fun. It is extremely critical to surround yourself with exceptional people, and we have the best team out there.” This philosophy has served the Nampa, Idaho-based company well. In the past 10 years, Mirage Trailers has grown from a startup to an industry leader with a network of 250 dealers stretching across the Western U.S. and Canada. The company’s cargo and equipment trailers – used by snowmobilers, ATVers, contractors, and even race car owners – are widely considered some of the best in the industry. Living and working in the West, so close to the mountains with so many recreational opportunities, Mirage has found a niche with their Xtreme Sport and Toy Hauler trailers. Continuing with their hands on, up close and personal style, Mirage works with the people who use their trailers. Listening to what works, what makes a trailer stand out from the others is what has propelled Mirage to the top of their industry. The Xtreme Snows and

Sports are their flagship line, dominating the industry with low body profiles and flat floor designs for easy loading and unloading. They also invented a new, innovative front ramp design, resulting in easy drive through convenience. Mirage’s Highmark Package, available on both the Xtreme Snow and Sport models, has become a coveted combination; with yearly upgrades and modernizations that continue to amaze power sports enthusiasts. Led by virtually the same management team that launched the company in 2003, Mirage continually works to improve every aspect of their business. For example, the company utilizes a unique piece-rate system for production employees that allows them to earn more as efficiency increases. It’s a common-sense approach that Swikert says keeps employees focused on meeting the market’s increasing demand for lower prices and ever-higher quality. These very same employees not only work together, they play together. Whether engaging in company sponsored sports, camping and fishing trips, or all piling in company built RV trailers and heading to the races – the Mirage team knows the importance of the proper balance between work and play. Swikert also credits Mirage’s continuing success to their incredible dealer network. “We are fortunate to have

The Hardcore RV Toy Hauler is designed for snowmobile and ATV riders who want to a two place trailer that is capable of being towed by a half ton pickup.

November/December 2015

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Great Teams Build Great Trailers: Mirage Trailers' Secret to Success

Tracks outstanding, knowledgeable dealers capable of promoting our superior product to their customers. Without our dealers and our many superior vendors, Mirage products couldn’t be as great as they truly are,” says Swikert. “It’s really a matter of staying with the basics,” Swikert asserts. “We’re not just focused on top line revenue. It is quality growth and minding the details that drives this company.” Rob Swikert, Mirage’s president and sole owner, has spent most of his life in and around the trailer business. His father, Dale, was a long-time executive with one of the nation’s largest RV and mobile home manufacturers, giving Rob a unique insideview of the industry from a very early age.

Mirage Trailers President Rob Swikert with his father, Dale Swikert.

plant; sharing his wisdom and enjoying lunch and a couple hands After college, Swikert and a friend, with of cards in the conference room. backing and guidance from his dad Dale, started his first his trailer company in Nampa, Idaho – Interstate Trailers. They grew “He’s a great sounding board,” Swikert says. “I feel very the company, sold it, and three years later Rob set out on his own, fortunate to work with my dad.” founding Mirage in 2003. The future remains bright for Mirage Trailers, and for those who Through the years, the father-son team has worked closely represent their products. For more information about Mirage together, with Rob leading the company but frequently calling Trailers or becoming a dealer, contact Rob Swikert at (208) 461on Dale’s vast experience. Even today, at age 86, Rob’s father 7776 or email him at rob@mirageinc.com. maintains an office at Mirage and is a frequent visitor to the

The Xtreme/Teton Sport is available for packages and customization.

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November/December 2015

You can read the Federal Motor Vehicle Safety Standards OR you can let NATM do it for you NATMâ&#x20AC;&#x2122;s Technical Committee, Compliance Director and Technical Director review and condense the regulations into easy-to-understand information and provide you a simple CD. NATMâ&#x20AC;&#x2122;s committees and professional staff take the guesswork out of compliance. Join NATM to receive your copy.

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Blackwood Lumber: A Safer Decking Alternative

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Blackwood Lumber: A Safer Decking Alternative By Industrial Wood Technology, Inc. In order to improve the ease of loading and unloading, the trailer industry is increasingly building more tilt deck trailers. But, these inclines can have slick surfaces and create real safety concerns, especially when wet. In order to combat the potential hazards of inclined surfaces, years were spent in R&D figuring out how best to rectify this safety concern in an affordable but convenient way. The answer: Blackwood, a rubber infused lumber that offers the traction and durability that wood alone cannot offer. Compared to regular lumber decking, Blackwood has less vibration en route and because of its rubber, offers a more forgiving working surface that acts like a cushion and will “give” unlike the scraping and damage that would occur on plain wood surfaces. The switch to update decking to Blackwood lumber is easy whether the trailer is still being manufactured or end-users are wishing to update their current trailer. Unlike some other composite flooring options, there is no need to add additional cross members or steel to support the decking material because lumber is at the core, making it easy to retrofit any trailer with Blackwood products. Blackwood Classic has been out for a year and a half, and the company is excited to now offer this line to all trailer manufacturers and consumers that are looking to upgrade their trailers.

November/December 2015

“It is hard to believe that we are still using plain wood as trailer decks in 2015 with all of the advancements in trailer manufacturing. I’ve been in the decking and flooring industry for over ten years, and I can see that traditional lumber is outdated. It lacks traction where you need it most,” says Kyle Gillin, Director of Industrial Wood Technology, Inc. Trailers are no longer limited to basic, simple flatbeds in one color and one flooring option. The industry has expanded similarly to the automotive industry and offers its customers a wide variety of customizable options and choices when it comes to nearly every aspect of the product. Flooring choices are no exception to the options to customize, and Blackwood offers a sleek black look, load securement options, a tactile surface and a more user-friendly surface. “The deck of a trailer is a unique, often overlooked, part of the trailer industry. While the deck is only about 10% of the total cost of the trailer, it makes up closer to 80% of what the trailer uses and what is seen. It is a core functional part of a trailer that sees all of the loading, unloading and weight bearing. Decks see a lot of action and deserve more attention,” said Gillin. With the positive reception of Blackwood Classic, Industrial Wood Technology is excited to announce that more products are in the works and one is to be released in 2016.

www.NATM.com

Blackwood Lumber: A Safer Decking Alternative

Tracks “We are very excited to expand our line and give the trailer industry more decking options to choose from,” said Gillin. “I understand that NATM members strive to improve the safety and quality of their trailers, and by expanding their product line to include more tactile, durable decking with Blackwood, these trailer manufacturers can help improve the products they are offering their customers,” said Gillin. The Blackwood Classic technology is not limited to only decking, but has also been used on boat docks, decks, handicap

www.NATM.com

and loading ramps as well as truck beds because of the increased safety the product offers for inclined surfaces. For more information about Blackwood Lumber, contact Industrial Wood Technology at (844) 731-1909.

November/December 2015

1919

Tracks Throwback: Trailer De-coupling Accidents

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Tracks Throwback: Trailer Decoupling Accidents By Dick Klein, PE

It’s amazing how many accidents occur because of a failure to properly couple a trailer in a bumper pull trailer combination vehicle (CV). The causes of a de-coupling event are many: hitch ball too small for coupler (2” ball in a 2 5/16” coupler); hand-wheel or latch not properly secured and pinned in place (still open); latch properly secured, but ball clamp not under the ball (ball clamp riding on top of ball). The trailer has two other means of defense for these oversights: the safety chains and the emergency breakaway brakes. However, these back-ups don’t always work. First, the safety chains have to be in good condition, and not have flat spots on the links that reduce the breaking strength of the chain. The safety chains must also be rated properly for the GVWR of the trailer (for example, for trailers over 5,000 lbs. GVWR the breaking strength of each chain must be equal to, or exceed, the GVWR of the trailer). Even this does not assure that a new chain does not break under the dynamic loading conditions of a de-couple event, where the tongue of the trailer will be flailing back and forth against the chains. If the chains do break, for whatever reason, then there should be an emergency brake system which will stop the trailer, or at least slow it down more than if it had no brakes. However, emergency break-away brake (BAB) systems are only required in commercial vehicle applications, and in those states that have it in the state statutes. Furthermore, the key element in the emergency BAB system is the proper functioning of the independent 12 volt battery contained in a box on the trailer tongue. More often than not, this battery does not have a separate charger, and if it doesn’t, then there is a good chance that the battery is dead. The battery must be replaced every year. These items are all food for thought for the trailer manufacturer, i.e., how to warn the consumer of the reasonably foreseeable ways he may cause an accident to occur. Here are a few things the manufacturer can do to help consumers: •

•

Make sure the coupler size is very visible on top of the coupler; Make sure the safety chains are of adequate strength;

November/December 2015

•

Make sure safety chains have the proper attachment to the trailer tongue, with “S” hooks that can’t pop out (already a requirement in California and Canada);

•

Provide attachment instructions and warnings (including to replace if worn);

•

Provide a battery charger for the BAB battery (if so equipped); and

•

Provide hook-up instructions and warnings for the use of the emergency break-away system.

The bottom line is to attempt to foresee all the reasonably likely ways the customer can attach a trailer to his vehicle incorrectly and then take whatever steps you believe are reasonably necessary and appropriate under the circumstances to help him avoid or mitigate an unsafe situation.

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“Beauty on top of durability— that’s what our customers demand, that’s what PPG delivers.” CHRIS MANNERINO, paint technician, Car Mate Trailers

CAR MATE TRAILERS is a Pennsylvania-based company that prides itself as one of the industry’s leading manufacturers of cargo trailers, enclosed utility/landscape haulers and equipment carriers. As a leader, the company insists on using the best coatings system available for their many product applications: the combination of EEP-435 Primer and ALK-300E Topcoat from PPG Commercial Coatings. While this system is the perfect solution for Car Mate Trailers, PPG offers a wide range of coating options to solve your specific needs.

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NATM Convention & Trade Show 2016

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NATM Convention &By Allison Trade Show 2016 Malmstrom, NATM Events Director Registration for the 2016 Convention & Trade Show opened Sept. 1, and of this writing, NATM has noticed an increase in registration among trailer manufacturers based on this time a year ago. Additionally, several trailer manufacturing companies are attending for the first time using the Beginner’s Luck incentive. Beginner’s Luck includes a complimentary convention registration and up to three (3) complimentary hotel room nights at the host hotel for the convention, South Point Hotel, Casino & Spa. Beginner’s Luck is sponsored by The Carlstar Group and TexTrail Trailer Parts. Those interested in participating in Beginner’s Luck should contact Allison Malmstrom soon complimentary hotel rooms are on a first come, first served basis and will go fast. Attendees may register online at www.natm.com or by submitting a paper registration form (also found on the NATM website.) Full registration for trailer manufacturers began at $100 for those registering in September and increases $50 monthly until January 1, when it becomes $300. Trade Show only registration is $125 for trailer manufacturers. Speed Networking – New Event for 2016 NATM is excited to present a new "speed networking" opportunity for both trailer manufacturers and suppliers. This event, held on Wednesday, Feb. 11, will allow participants an opportunity to make meaningful and quality connections with other attendees. The speed networking event allows attendees to pre-select the types of attendees they are interested in meeting (i.e. horse trailer manufacturers or window suppliers) based on a brief customized matching survey. At the event, participants will receive a customized schedule of meetings which is based on preferences. Attendees can learn more and download the registration form by visiting www.natm.com. Register soon, as the event is limited to only 50 trailer manufacturers and 50 suppliers.

November/December 2015

Early Warning Reporting & Recall NATM is pleased to announce that an Early Warning Reporting & Recall session has been added to the Technical Forum agenda. Across the motor vehicle industry, recent years have seen a tremendous increase in the scrutiny of manufacturers’ compliance with federal regulations concerning recalls and safety defects. Hundreds of millions of dollars in fines have been levied on companies found to be non-compliant, including trailer manufacturers. NATM has commissioned the development of a guide to assist light- and medium-duty trailer manufacturers in understanding their obligations in this arena and to assist with compliance. K&L Gates attorney Bob Lawton has been the lead author of the guide and will discuss the highlights of what manufacturers need to know in order to ensure they have the correct processes in place to comply with these important regulations. This will be a session too important to miss. Workshops Three workshop sessions will be held beginning at 10:00 a.m. on Wednesday, Feb. 11. The proposed workshop topics (subject to change) are as follows: Wednesday, February 10 10:00 a.m. •

The Processes of Ownership Transition

1:30 p.m. •

Creating a Culture of Safety

Thursday, February 11 9:30 a.m. •

5S and Lean Manufacturing

For the latest in convention news, please visit www.NATM.com or find NATM on Facebook, Twitter and LinkedIn. Questions can also be emailed to Events Director, Allison Malmstrom, at Allison.Malmstrom@NATM.com.

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2016 Convention & Trade Show Sponsors Based on contracts received as of Oct. 20, 2015

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November/December 2015

Pre-Hire Assessments

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Pre-Hire Assessments By Creative Business Solutions

What do you know about the pre-hire assessments available to your organization to aid in hiring the right applicant? A recent article in “The Wall Street Journal” (April 15, 2015) stated that between 2001 and 2013 the number of U.S. large employers using pre-hire assessments increased from 26 percent to 57 percent. If you are not using pre-hire assessments as a regular part of your hiring process, you should be. A pre-hire assessment is an online assessment tool designed to best match an applicant’s thinking style and behavioral traits to those required for optimal performance in the position. To effectively use a pre-hire assessment, you must first analyze the position you are hiring for. What does the position profile look like? What thinking style and behavioral traits are best suited for the position? Using pre-hire assessments to effectively match the traits required in the position to the traits of the applicant has been proven to significantly decrease the turnover rate and increase job performance and productivity.

tool designed to help aid your company in hiring the right applicant. Doing so will increase employee retention, increase job satisfaction, and increase productivity, which all result in increased performance and profitability. Creative Business Solutions, believes the Profile XT should be used after the interview process. Once the applicant pool is narrowed down to two or three candidates through in-person interviews, the Profile XT is an excellent next step to help make your final decision. About the Company Whether you are seeking an entry-level warehouse worker or a Chief Executive Officer, Creative Business Solutions can help you design the hiring process and find the right pre-hire assessments for your particular organization and position. The company is committed to helping you streamline your hiring process and hire the best candidates for the position. For more information about Creative Business Solutions (CBS) visit www.CBSKS.com.

At Creative Business Solutions one of the pre-hire assessments used is called a Profile XT. A case study published by Profile XT, titled “Strategic Hiring System Pays Off In Call Center Operations,” describes the performance and turnover challenges for a reservation call center of a major hotel firm. After Effects of a Strategic Hiring System in a Reservations Call Center implementing the Profile XT, 2003 (Before implementation) 2004 (With system in place) the case study states, “Overall, 80% retention beyond June 30 70% increased from 27 percent to 58 percent with use of the strategic Percentage of Hired 60% Employees hiring system. Results were 50% even more striking in the area of involuntary terminations; a 40% reduction from 31 percent to only 17 percent involuntarily 30% terminated in the study period.” 20%

This graph shows the impact using a pre-hire assessment can have on your organization. It is a powerful and cost-effective

November/December 2015

10%

0% Still Employed After June 30

Voluntary Terminations

Involuntary Terminations

Total Terminations

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Cracking the Code: The TREAD Act and Reporting to NHTSA

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Cracking the Code: The TREAD Act and Reporting to NHTSA By Emily Reichard, Kinetic Metrics, LLC

The Transportation Recall Enhancement, Accountability and Documentation (TREAD) Act was enacted in the fall of 2000. Its intention is to increase consumer safety through mandates assigned to the National Highway Traffic Safety Administration (NHTSA). Two major components of the TREAD Act are 1) the requirement of manufacturers to report to NHTSA when they conduct a safety recall or other safety-related campaign, and 2) the need to report information related to defects, especially in cases of injury or death related to the use of products (also referred to as â&#x20AC;&#x153;early warning reportingâ&#x20AC;?(EWR)). There are many definitions, exceptions and interpretations found in the final rule for this regulation. Requirements for

manufacturers may differ depending on what type and how much of a product they produce in a calendar year. The following is a breakdown of what may be required of a trailer manufacturer. All notices, bulletins, customer satisfaction campaigns, consumer advisories, and other communications must be submitted, regardless of the number of products produced. In the automotive world, these are typically referred to as Technical Service Bulletins (TSBs). So whether you produce one product, or one thousand, if a TSB is created it must be submitted to NHTSA. All manufacturers must submit quarterly reports with regard to any incident involving a death. So again, no matter the number of products your company makes, if there is a death alleged due to a failure of or during use of the product, it must be reported.

Figure 1: Civil penalties issued by NHTSA.

November/December 2015

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Cracking the Code: The TREAD Act and Reporting to NHTSA

Tracks If you are a manufacturer of 5,000 or more trailers annually, you must also submit quarterly reports with regard to the following categories: 1.

Production information

Death and injury claims

Property damage

Consumer complaints

Warranty claims

Field reports

Listed below is the quarterly reporting schedule, with each quarter being due within 60 days from the beginning of the next quarter. For example, Quarter 1 data for 2015 was due on June 1, 2015. •

Quarter 1: January 1 – March 31

•

Quarter 2: April 1 – June 30

•

Quarter 3: July 1 – September 30

•

Quarter 4: October 1 – December 31

NHTSA civil penalties have steadily risen since 2014. The chart displayed in Figure 1 shows the increasing trend in civil penalties issued by NHTSA for failure to conduct safety recalls and/or properly report safety-related information. Paying civil penalties not only hurts a company’s overall budget and reputation, but could lead to criminal penalties as well as decreased sales from social media implications. For more information on civil penalties, visit www.nhtsa.gov/ Laws+&+Regulations/Civil+Penalty+Settlement+Amounts. Manufacturers collect a large amount of information regarding their products, so determining what is required for reporting can seem like a daunting task. There are a few steps that can get your company headed in the right direction for proper TREAD submissions:

getting used to, but you will thank yourself in the long run when submissions are a breeze. Have A Plan Know the submission schedule and prepare for it. Think about adding a time to your schedule each week to compile and organize your files for submission. Then when deadlines approach everything is already in order for quick review and submission instead of the stress of last minute cramming. Reach Out Do not be afraid to reach out to NHTSA for clarification. It is always better to ask the question, than make an assumption and pay the consequences later. Maintain and Review Have annual reviews of your process (or even quarterly if it is new to you) to smooth out any problems you may be having. Perfection takes practice, so keep at it and do what works best for your company. Quarterly submissions should not be a burden, but just another thing to check off your to-do list. About the Company Kinetic Metrics takes the guesswork out of reporting because its staff understands what is required. The company has an extensive knowledge base of the laws and regulations from its previous NHTSA work experiences. Therefore, one of their primary services include assessing a company’s current reporting process and providing useful feedback on how they can become more efficient and organized in reporting safety-related defects. Kinetic Metrics can save your company the time and effort needed to report this information by also doing it for you on a quarterly basis. For more information about what Kinetic Metrics can do for your company, contact Emily Reichard at (703) 772-4088 or Mark Swanson at (703) 772-4416. You may also visit their website at www.kineticmetrics.com.

Get Organized The days of paper filing are dwindling down. This system may still work for smaller manufacturers, but as a company’s paper trail increases, organization goes out the window. Think about how you are collecting your records and set up a system that keeps things organized and easy to access. Electronic filing makes submissions fast and easy. New systems may take some www.NATM.com

November/December 2015

Welding Complaints

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Welding Complaints By Kendra Fritz, NATM Assistant Director NATM has, over the course of the last couple of years, and with more frequency in the last six months, received complaints regarding the weld quality of member trailers. While the issue of weld quality is not part of the NATM Compliance Verification Program nor regulated by Federal Motor Vehicle Safety Standards (FMVSS), NATM wants to ensure its members are aware of consumer needs and issues. Furthermore, NATM recently achieved ISO 17020:2012 accreditation for its compliance verification program. One requirement of this standard is that NATM track all complaints, undergo analysis to determine if follow-up action is necessary and carry out any such action deemed appropriate. Due to the frequency of weld complaints, it was determined that NATM should notify members of this trend. Weld failures are the most frequent complaint NATM receives from end users. The Association and its technical staff are aware that this will always be the most common complaint as weld failures are part of trailer usage due to constant flexing and movement. These issues are exacerbated by road conditions (smooth blacktop versus gravel back roads), overloading, and incorrect distribution of the load, all of which contribute to stress on welds, and all of which are outside the control of the manufacturer. However, there are instances when the contributing factors to weld failure are within the control of the manufacturer such as the penetration of the weld not being deep enough, poor product design, and incorrect welds. NATM members are committed to making safe trailers and recommit to this with every dues payment and compliance consultation. Although welding is not a part of the consultation process and is not federally regulated by FMVSS, NATM wants its members to be aware of potential issues facing the industry. This past February at the annual Convention & Trade Show NATM featured the workshops, “Fatigue of Welded Connections” and “Listen to the Steel: Learning from Failures” by Dr. Duane Miller, Sc.D., P.E. who has been awarded the Silver Quill Award of the American Welding Society and is an expert in his field. NATM has also published a number of Tracks articles covering this topic which are available online. Below is a list of recent articles featured in NATM’s magazine:

November/December 2015

•

Basic Welding Information Systems Drive Continuous Improvement – July/August 2015

•

Eight Tips for Effective Grinding – March/April 2015

•

Three Optional Techniques for Beveling – May/June 2015

•

Aluminum MIG Welding Repairs: Process Options, Techniques and More – Jan./Feb. 2014

•

What You Should Know about Shielding Gas – March/ April 2014

•

Weld Fume Source Capture: Understanding the Options and Advancements in Technologies – May/June 2014

•

Aluminum Welding Made Easier with the Right System, Filler Metal – Sept./Oct. 2014

•

Troubleshooting Weld Defects – Nov./Dec. 2014

•

Choosing the Right Aluminum Filler Alloy – Nov./Dec. 2014

NATM is continuously looking for ways to provide added value to members. If there is information on welding (or any other topic) that you would like to see an article, workshop, or other educational session cover, please do not hesitate to contact NATM. It is important to note that any consumer complaint received about a member is always relayed to the member company immediately and confidentially. It is the policy of NATM not to mediate complaints between members and consumers, but only ensure the company is aware of the issue being presented. Any issue pertaining to the requirements of the Compliance Verification Program are handled in very specific and well documented manner. Consumers are required to provide photographs and identifying information in order to determine a possible compliance issue. However, NATM acts in accordance with its confidentiality policy, and never reveals to the consumer or any third party whether the complaint contains a compliance violation. Consumers are provided other avenues for follow-up such as contacting the member manufacturer or www.safercar.gov, but NATM is not able to confirm a violation. Should the evidence suggest that the trailer has failed an item that is on the compliance checklist, NATM works with the member manufacturer in accordance with the Compliance Verification Program Policies and Procedures. www.NATM.com

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Using ISO 9001:2015 to Improve Sustainability

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Using ISO 9001:2015 to Improve Sustainability By John E. "Jack" West and Charles A. Cianfrani

Originally Published in Quality Progress Magazine, August 2015. Reprinted here with permission. The final draft of ISO 9001:2015, the international quality management standard, is in the balloting process and is scheduled to be issued this year. Several concepts are expected to appear in the final version that can help improve organizational sustainability. Some argue that these concepts are inherent with the management systems concept and, therefore, represent nothing new. Others see requirements that are not only new, but also intimidating. The new version of ISO 9001 offers an opportunity to reassess the basis on which an organization’s quality management system (QMS) is founded. This column examines several of those concepts, including: •

The requirement for understanding and acting on the organization’s context (clauses 4 and 6).

•

The requirement to use risk-based thinking and associated processes to consider threats and opportunities (clauses 6 and 10).

Strategic Planning An essential element of long-term survival is planning for the future. The strategic part of planning is often overlooked, however, because of the emphasis on evaluating current and projected market conditions and forecasting short-term sales trends, revenues and margins. These tactical activities may be needed, but they may only scratch the surface of future market conditions. A logical element of a management system is to ensure that an organization has processes in place to understand the future market and business conditions it will face and to compare current and projected products and processes with that picture of the future. This applies to more than just the organization’s products and services. Organizations also must plan changes to their QMSs to meet future needs. External Scans An organization should first consider developing a statement of the envisioned external market impacts over the next several years and the relationship of those conditions to the organization. This is what planners call an external scan of the market conditions and circumstances that can affect the business environment. It can be conducted by answering such basic questions as:

•

The opportunity to reevaluate how you understand and embrace quality management principles (all clauses).

•

The opportunity to review and update your mission and vision (clause 6).

•

The opportunity to reconsider how you address and integrate objectives (clauses 5 and 6).

•

What functions do your products provide for customers now?

All of these concepts require attention to planning and deployment of processes that provide opportunities to not only incorporate activities into your organization’s QMS to ensure compliance with the requirements of the latest edition of ISO 9001, but also to consider how your QMS can be deployed to ensure your organization will exist in the longer term.

•

How will customers need or want those functions to be provided three to five years from now?

•

What products will you need in three to five years to provide that functionality?

•

What will customers be willing to pay to get the needed or desired functionality in three to five years?

•

What changes do you see coming in the legal and regulatory environment that will affect the business?

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Using ISO 9001:2015 to Improve Sustainability

Tracks •

Do you need to make basic changes in your product or its cost structure in the next three to five years?

•

Do you need to make basic changes to production or service delivery processes in the next three to five years?

•

Do you need to make basic changes to supporting processes in the next three to five years?

•

When and how do you need to act on basic changes required for products or processes?

Such questions should be answered periodically, and the conclusions drawn from the answers compared to those of the last few years. You must be able to detect market changes that gradually become apparent. The sooner you detect a trend, the better you will be able to act on it and ensure your organization remains relevant. If you are fast enough in detecting basic market shifts, you may be able to make changes ahead of your competitors and thereby gain market share. These activities should not occur on an ad hoc basis. There should be a process deployed to ensure they occur. Self-Assessment, Internal Scans Some organizations use a self-assessment process to trigger change. Following this strategy, the results of self-assessment can highlight the need to change. It is more common, however, for organizations to be driven to fundamental change by external forces—to react to an impending crisis and ignore selfassessment. This can be a mistake. If your external scan indicates a need to make basic changes, a next logical step is to conduct a self-assessment. Most organizations conduct them every three to five years, but it is appropriate to perform an abbreviated version at least annually. This concept is called the internal scan, and it should look at current key indicators of performance as well as envisioned product and process issues. This process must take into account the results of the external scan but should not be considered as a secondary effort. When done properly, it involves systems-thinking concepts. Top managers must think about how the internal system interacts with the external world.

one part of a system can (and frequently do) have intended or unintended consequences in other parts of a system. Asking the Right Questions Planning implies development of action items to be successful in the future, but often action plans are based on incorrect information. The planning process inherently receives information relating to lots of questions, and questions are far more important than answers. The right answers to the wrong questions can send the organization on a disastrous course. If time is spent developing the right set of questions, the answers will be a guide to future success. Strategic Thinking Performing external and internal scans requires strategic thinking. The consequences of ignoring strategic thinking can be serious. If you fail to detect a basic shift in customer needs or wants, your competitors may meet those needs, and you may become completely irrelevant in that market. You could be forced out of business. At best, you would need to play catch-up to remain competitive. Organizations are typically sensitive to determining the need to change their products, services and processes. It is not so easy to know when to address overall change to a management system. The automobile industry serves as an example of this. For decades, U.S. automakers changed models practically every year, but they were slow to recognize and react to the shift in attitude of the marketplace toward the quality of the vehicles delivered. When the need to improve quality became a crisis, the industry had to make basic changes. As with products and individual processes, management systems can become stale, inflexible or even irrelevant. Longterm success depends at least partially on the organization recognizing when market shifts occur and acting in time to ensure survival, if not prosperity. After needed changes are identified, it is always worthwhile to revisit the organization’s mission and vision statements. If the needed changes are truly significant, one or both of these may need to be revised.

The purpose is to identify changes needed to keep a system relevant under emerging conditions. Remember that changes in

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Using ISO 9001:2015 to Improve Sustainability

Tracks The Drivers of Change The need for basic systemic change can be driven by several external and internal factors. External factors include: •

•

Competitive advantage. All organizations seek to achieve advantages over competitors, and top management may believe a better, faster, smarter management system may enable the organization to attract customers.

•

Self-assessment results. Through review of the organization’s internal self-assessment, top management may decide there is a need to make basic changes to the management system.

•

New markets. Top managers may perceive major opportunities in markets never before penetrated, and these markets may be half a world away.

•

Increasing regulatory requirements. An organization participating in regulated markets may determine new regulations could significantly reduce flexibility.

New product lines. If current markets are saturated and highly competitive, there may be a need to create whole new lines of products or services while maintaining growth of current offerings.

•

Deregulation. An organization in a stable, highly structured market may find itself open to unbridled competition.

Related markets. Top managers may perceive opportunities for growth in tangential markets for existing products.

•

Product obsolescence. The organization’s only products are like typewriters and slide rules; they will be replaced quickly with different items that perform the same function better and faster.

Changes in customer perception of the organization’s products and services. Competitors may improve their market share at your expense by changing customers’ perceptions of their product and services vis-à-vis yours. Or, your actual performance may have declined. An organization may find its management system is ill-equipped to sense or understand this situation, much less address it.

•

Rapid changes in technology. An organization may find technology is changing rapidly.

•

Rapid changes in market conditions. Such factors as ecommerce may be changing the way customers expect to be able to purchase products and services.

•

Situations related to financing the organization. Often, organizations face increased pressure for improved return on investment to get loans or sell equity to finance ongoing operations and growth.

•

Pressures related to stock price and dividends. Equity markets and stock analysts often demand real and perhaps unrealistic improvements in performance.

•

Direct pressure to change the management system. The organization’s whole industry may be moving to compliance with a management system standard, such as ISO 9001, or customers may demand that suppliers become certified to ISO 9001.

•

Internal drivers of the need for basic change to consider may include:

Board of directors (BOD) pressure. Major changes requested by a BOD may be based on data or perception of impending changes in the external environment.

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For most, there is only one reality related to the drivers that are causing the organization to need change: there is nothing they can really do about them. If the changes are driven by external conditions—and most really are—even top managers can have little effect on these external forces. Organizations must, however, have processes to sense them early and to consider actions to address them swiftly. Review Organizational Basics The action plan to review organizational basics is a responsibility of top management, and sometimes it is viewed as a part of the strategic planning process. Such a review should consider: •

The organization’s basic principles and core values against needs for the future.

•

The organization’s formal mission. If there is a basic shift in product strategies, there may be a need to

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Using ISO 9001:2015 to Improve Sustainability

Tracks make a major change in the organization’s formal stated purpose or mission. •

•

The organization’s formal vision of the future. While the basic mission of the organization may remain the same for long periods, the stated vision can be less static. If basic changes are projected over the next few years, the vision statement probably should be updated to reflect this expectation. The organization’s basic business model. Considering any major changes that are needed, the business model must describe how the organization will achieve adequate financial results. This may be a relatively simple assessment of the projected return on the investment required to make the changes, or it may require a basic revision to an organization’s business model.

The issue here is to determine which processes are important to achieving the vision and the needed future results. An action plan also must describe responsibility for development of these processes and integration with other system processes so that the system is re-optimized to meet its new objectives. All of this is difficult work but, if done well, it builds a strong foundation on which a robust, sustainable organization can be constructed and prosper. For more information on the topics discussed in this column, read John E. “Jack” West and Charles A. Cianfrani, "Unlocking the Power of Your QMS: Keys to Business Performance Improvement", ASQ Quality Press, 2004.

Reevaluate Objectives, Alignment To attain and maintain a condition of sustainability, another important activity is to ensure assignment of responsibilities for review of an organization’s objectives. If major changes are needed, there is normally a need to revise the formal organizational objectives and establish new measurements and targets. An organization will need to change its objectives to reflect results that are needed to meet the new future vision. Establishing organizational objectives and ensuring alignment are activities that can be done only by the organization’s top management, but top management cannot do this alone. They must involve the appropriate functional leaders, supervisors and—to an appropriate extent—workers. New Key Processes An action plan and a process must describe how an organization will identify processes most important to making change, meeting a new vision, and achieving the new objectives. This work also should start with top management but, as with determining measurements and targets, it also needs to involve others at appropriate levels. Most organizations already will have determined key processes that are appropriate for the current conditions.

November/December 2015

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ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks

ISO 9001:2015 Addresses Risk. Is Your Organization Ready? By Sandford Liebesman

Originally Published in Quality Progress Magazine, September 2014. Reprinted here with permission. The global economy has provided organizations with many opportunities that didn’t exist even 10 years ago, but it also presents organizations with many risks due to changes, including the internet and extensive outsourcing to countries such as China and Mexico. To handle these changes, organizations must employ riskbased thinking, an approach that includes tools for identifying, managing and mitigating risks. One method consists of defining the organization’s objectives, specifying the risk categories, identifying risks to the objectives and developing methods for managing the risks. Risk in ISO/DIS 9001:2015 There are many elements of risk-based thinking in the draft international standard (DIS) of ISO 9001:2015 (ISO/DIS 9001:2015) that may affect organizations as they work toward compliance to the revised standard. The following excerpts and summaries describe references to risk in ISO/DIS 9001:2015.2 Definition. ISO/DIS 9001:2015 defines risk as the “effect of uncertainty on an expected result.” The DIS does not include requirements for preventive action. Process approach. An important element discussed in clause 4.4 of the DIS is the process approach, which requires an organization to “determine the processes needed for the quality management system (QMS)” and its application of those processes throughout the organization. This includes identifying:

Customer focus. Clause 5.1.2 says top management must “demonstrate leadership and commitment with respect to customer focus by ensuring ... the risks and opportunities that can affect products, services and the ability to enhance customer satisfaction are determined and addressed.” Actions to address risks and opportunities. Clauses 6.1.1 and 6.1.2 say organizations must “determine the risks and opportunities” that must be addressed to ensure the QMS can: •

“Achieve its intended results.

•

Prevent or reduce undesired effects.

•

Achieve continual improvement.”

Actions taken to address risks and opportunities must be proportionate to the potential effects on conformity of goods and services, and customer satisfaction. Furthermore, the organization should implement changes in a “planned and systematic manner,” identifying risks and opportunities, and reviewing the potential consequences of changes. Options for addressing risk can include avoidance, eliminating the source, sharing the risk, and deciding whether to take the risk. Post-delivery activities. According to clause 8.5.5, when applicable, an organization must determine and meet requirements for post-delivery activities associated with the nature and intended lifetime of the goods and services, accounting for: •

Risks associated with the goods and services.

•

Use and lifetime.

•

Inputs, outputs and resources.

•

Customer feedback.

•

Sequence and interaction.

•

Statutory and regulatory requirements.

•

Effective operation.

•

Responsibilities and opportunities for improvement.

•

Risks and the opportunities and actions needed to address them.

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Management review. Clause 9.3 says an organization must consider the effectiveness of the actions taken to address risks and opportunities (also see clause 6.1). This includes: •

Determining what needs to be monitored and measured so the organization can demonstrate conformity of goods and services to requirements. November/December 2015

ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks •

Evaluating the performance of processes (also see clause 4.4).

•

Ensuring conformity and effectiveness of the QMS.

•

Evaluating customer satisfaction.

poor security control, inadequate skilled labor and employee carelessness. If activity-level risks occur across the organization, they will ultimately affect entity-level risks. 2. Strategic Risk

Internal audit. Clause 9.2 says an organization must “plan, establish, implement and maintain an audit program,” and establish the “frequency, methods, responsibilities, planning requirements and reporting.” The audit program must consider the quality objectives, importance of the processes concerned, related risks and results of previous audits. Risk-based approach. Section A4 of Annex A describes a riskbased management approach consisting of: •

Requiring the organization to understand its context consisting of internal and external issues.

•

Understanding that one of the key purposes of a management system is to act as a preventive tool.

•

Determining its risks and opportunities.

•

Addressing the risks and opportunities identified.

A strategic risk is a loss that might result from pursuing an unsuccessful business plan or strategy. This might be due to making poor business decisions, substandard execution of decisions, inadequate resource allocation or failure to respond to changes in the business environment. 3. Compliance Risk Compliance risk is due to legal and regulatory requirements. Environmental, health and safety requirements cause concern because of the risk of fines, shutdowns or criminal prosecution. Conformance to quality and environmental standards and specifications is also included in this category. Environmental risks include liquid spills, gaseous emissions and incorrect disposal of solid waste, and would include events such as: •

The purchasing department’s shift from a domestic to a foreign supplier.

•

Not replacing a key environmental manager.

•

Not developing a data safety sheet for new material.

Applying Risk-Based Thinking The four main types of risks that affect organizations could be characterized as: 1.

Organizational risk, which occurs at the entity and activity levels. Strategic risk, which happens when an organization’s strategy or business plan is inadequate.

Compliance risk, which involves failure to comply with legal and regulatory requirements.

Operational risk, which includes seven subcategories related to an organization’s procedures and actions.

1. Organizational Risk Entity-level risks can be external or internal. External factors include technology, competition and legislation. Internal factors involve security, information systems, lost shipping and receiving, personnel competence and changes in responsibilities. Activity-level risks affect individual units or functions, and include things such as information or materials not entered into the system, lost receiving reports or shipping records,

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4. Operational Risk Operational risk can be thought of as having seven subcategories: 1. Management systems risk. Management systems may be ineffective due to inefficient strategies, practices and tools, data processing, call centers, contract administration, and design and development. A highly outsourced supply chain, for example, can be a major risk. Other management system risks include incorrect revenue recognition, violation of homeland security rules, and noncompliance with environmental requirements and the Sarbanes-Oxley Act (SOX). These may result in fines, shutdowns or criminal prosecution. To reduce these types of risks, an organization’s top management and its board of directors must understand the management system and work to improve its effectiveness.

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ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks If the following activities are ineffective, a management system can be harmed: •

HR practices.

•

Management tools.

•

Data processing.

•

Call centers.

•

Marketing.

•

Contract administration.

•

Customer communication.

•

Design and development.

Top management and the board of directors must understand their management system and improve its effectiveness. 2. Customer satisfaction risk. Customer satisfaction risk is affected by customer communication, problems with delivery, product, design and repair, and poor response to customer feedback. To reduce this risk, data should be input into a process of analysis along with product quality data, product and process monitoring data, and inputs on supplier quality. 3. Supply chain risk. Procurement managers must be concerned with outsourced products and services, sole suppliers, timely delivery, inventory management and documentation. Communication is a key to effective supply chains. Metrics used to manage supply chain risk include delivery times, inventory levels and cost. 4. Revenue recognition risks affect profits. Managing this type of risk consists of tracing products from sales, through production, to delivery and payments receivable. Revenue recognition is affected by accounts payable, accounts receivable, revenues recorded before delivery, quotation to cash errors, spreadsheet errors and incomplete pricing information. The quality manager has a major role in controlling the effectiveness of the revenue recognition process. There is overlap between quality and financial management systems, including product realization, costs, sales, invoices, payments, inventory management and delivery. Data from shipping are a direct input into accounts receivables and revenue recognition. In many organizations, revenue recognition problems have a major effect on earnings and may result in a falling stock price.

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There is also a risk of material misstatements due to fraudulent revenue recognition. An auditor should test the controls established to detect fraud in the revenue recognition processes. 5. Information security risks include viruses, unsecured files, inaccurate financial records and reporting, poor change control, information retrieval errors, overuse of spreadsheets, use of contractors and consultants, the introduction of new technology, industrial espionage and fraud. ISO/IEC 27001:2005—Information technology— Security techniques—Information security management systems— Requirements contains requirements for establishing, implementing, operating, monitoring, reviewing, maintaining and improving information security management. 6. Logistics risks. A major concern for organizations today is the risk caused by the threat to national security. The search for concealed weapons of mass destruction slows the shipping process. One consideration is how containers will be screened, identified and traced from the country of origin to the purchasing organization. The following factors affect logistics risk: •

Transportation of raw materials and completed products.

•

Damage during shipping.

•

Delays resulting in missing on-time delivery requirements.

•

Delays causing understocking of materials.

•

Homeland security information requirements.

New tools must be developed for screening and tracing without supply line disruption. After the product is produced, you must overcome these logistics related challenges to ship it to the customer. 7. Natural disaster risk. In the past few years, the world has experienced a number of natural disasters. Businesses continuity (BC) requires safekeeping of information in protected storage and planning for disaster recovery. IT plays an important role in the BC process. IT procedures should be specifically defined to assure that BC will operate in a timely and effective manner. The organization’s members of IT should be part of the BC development team. IT must provide safekeeping and protective storage of information and must manage, secure and provide safety against November/December 2015

ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks all disasters. The method is to regularly copy information and store it in a backup system at a secure, off-site location. Data at this location should be tested for accuracy regularly. ISO/IEC 27001 provides controls for BC management. The following are components of a BC plan (BCP): •

Business risk and impact analysis.

•

Initial response activities for a disaster event.

•

Procedures for managing emergencies and business recovery processes.

•

Plans for training at multiple levels.

•

Procedures for keeping the BCP up-to-date.

BCPs should be exercised periodically. Some questions an organization should ask about its BCP are: •

Does a written plan exist to ensure continuation of information processes?

•

Is the plan updated and tested annually? When do significant modifications to computer hardware, software or application systems occur?

•

Is the back-up media tested regularly?

•

Are application programs, application data and operating system software backed up periodically?

•

Are copies of the plan and the back-up information retained off-site? Risk Analysis Methods

Risk analysis starts with the organization determining its risk appetite and risk tolerance so all members of the organization can understand the risk philosophy. After these are decided, there are tools to determine the risk levels and manage the identified risks. One key tool is the organization’s controls. These are especially important for compliance to SOX. Compliance includes financial controls at the entity and activity levels. Risk Appetite and Risk Tolerance Risk appetite is the amount of risk on a broad level an entity is willing to accept. It is the measure of the risk reward trade-off within the business. In terms of SOX compliance, risk appetite reflects the tone at the top. It is a major consideration in shaping the control environment, as outlined by the Committee of Sponsoring Organizations of the Treadway Commission. Risk 44

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assessments beyond the boundaries of the risk appetite should result in preventive actions being implemented. Risk appetite acts as a driver for allocation of capital to identified risks. Improving the understanding of risk appetite leads to a more efficient allocation of capital across the organization. It should be a function of the capacity to bear risk. Constraints on risk appetite include the capital needed to maintain the organization’s credit rating and meet regulatory capital requirements. On the other hand, risk tolerance relates to the entity’s specific objectives. It is the amount of variation relative to the objectives an entity is willing to accept. Risk tolerance varies within an organization. While risk appetite is a broad, entity-wide concept, risk tolerance has a narrower focus. An organization may have different risk tolerances for its various operating units. When the individual risk tolerances are combined, however, they should fall within the overall risk appetite set by top management and the board. Using Controls One important tool for managing risk is the organization’s set of controls. Controls are especially important for compliance to SOX. Auditors test the controls as a key part of the compliance process. The financial and quality controls are at two levels, entity and activity, while the quality controls also appear as “shall” statements in ISO 9001 and ISO 14001. Shall statements are often accompanied by requirements to submit data. Some process performances requirements also include records of results, which can be used to identify impending risks. Examples of entity-level controls include: •

HR policies.

•

Code of conduct.

•

Communication strategy.

•

Accounting policies.

•

Management’s risk assessment process, organizational structure and contract review. Contract review requirements are related to quality requirements in ISO/DIS 9001:2015, Clause 8.2.3—Review of requirements related to goods and services.

Activity-level controls include reconciliation of the general ledger to a subsidiary ledger, automated data validation and edit www.NATM.com

ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks checks, limited access to confidential information, numbered transactions prior to entry, and review and approval of paperbased information prior to input. Quality controls at the activity level include control of production (clause 8.6.1), documented information—correction of nonconforming products and services (clause 8.8) and identification of significant environmental aspects (ISO 14001:2004, clause 4.3.1). Risk and Preventive Action Effective risk assessment activities include:

After the level of concern is determined for each risk, actions can be implemented for the extreme and high risks. ISO/DIS 9001:2015 requires a procedure that implements the following: •

Take action to control and correct the nonconformity.

•

Evaluate the need for action to eliminate causes.

•

Implement corrective actions.

•

Review effectiveness of actions.

•

Make changes to the QMS, if necessary.

ORCA

•

Defining the organization’s measurable objectives.

•

Assuring the compatibility of the objectives.

•

Identifying risks to achieving objectives.

•

Judging which risks are critical. A risk analysis matrix can be used to determine criticality of the risk.

•

Using risk management tools to mitigate risks, such as the objectives, risk, controls and alignment (ORCA) process, the ISO 9001 improvement process, failure mode and effects analysis (FMEA) and risk control matrix.

Risk Analysis Matrix A key tool is the risk analysis matrix. For each identified risk, the consequences and likelihood of occurrence of the risk are estimated. These are then input into a risk analysis matrix, shown in Figure 1.

Risk expert Greg Hutchins suggests considering using ORCA as an organizational risk assessment method. “It is well accepted and adopted. It incorporates elements of other types of assessments including process, internal control and system audits.” he wrote. “Also, it fits into today’s corporate governance focus on risk management and operational effectiveness.” ORCA requires organizations to: •

Articulate organizational objectives.

•

Identify and assess risks across the entire spectrum.

•

Build in balanced controls to manage organizational risks.

•

Ensure alignment of objectives, risks and controls across the entire enterprise.

After the risk assessment is conducted, senior and operational management can develop strategies to manage risks and

Consequences Likelihood Insignificant Minor Moderate Major Catastrophic High High Extreme Extreme Almost Certain Moderate Moderate Moderate High High Extreme Likely Low Moderate Moderate High Extreme Possible Low Moderate Moderate Moderate High Unlikely Low Low Moderate Moderate Moderate Rare Figure 1: Risk Analysis Matrix

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ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks execute business decisions. Risk management strategies include avoidance, mitigation, acceptance, diversification and control.

of occurrence of each failure. The ability of controls to detect failures also is determined.

ISO 9001 Improvement Process

Actions that could eliminate or reduce the occurrence of failures or improve the ability to detect the risks are identified. Finally, the FMEA helps institute changes to processes and products, which are incorporated to avoid potential failures.

The accounting manager reviews all journal entries.

J.H. Doe A.3

Figure 2: Risk Control Matrix.

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Design Assessment Adequate

1.2

J.H. Doe A.2

Inadequate

Various review activities are performed throughout the close process to verify financial data. These activities include the finance department's review of Financial 1 intercompany account balances for Statements do discrepancies, review of currency Financial statements not contain translation adjustments, and review of may contain material material or prior and current year accumulated 1 or immaterial immaterial deficit balances. misstatements or misstatements ommisions. or ommissions.

Control Frequency

Control Description

Monthly

Close the Books

Control Objective

A risk control matrix is a tool to manage the risk of a specific process. Controls are set up to determine the status of the individual risks to the process. A risk control matrix gives management a picture of the most recent results of the control assessment.

Twice weekly

1.1

Risk

Control Number

Process

Risk Number

Key Process Number

FMEA starts with a description of the parts of a system. Next, the consequences of each part failure are determined. A risk analysis matrix is used to evaluate the severity and likelihood

Risk Control Matrix

Primary/Secondary

FMEA is a method for risk prioritization and taking preventive action aimed at risk reduction. FMEA is used to examine potential failures in products or processes and helps select remedial actions that reduce risks.

Secondary

FMEA

Primary

New opportunities.

Control Type

•

Manual

Changes in identified risk (clause 6.1).

Manual

•

Carl S. Carlson of ReliaSoft Corp. describes an 11- step process for developing an effective FMEA process. He starts with the development of strategic and resource plans and describes generic programs included in design management reviews, quality audits, supplier FMEAs, and methods of execution and follow-up of recommended actions. His final steps are to include software support, links to other processes and testing, and followup of field failures.

Control Category

Changes in the context of the organization.

Detective

•

Detective

Results of analysis of data.

Process Narrative

•

Control Owner

Clause 10.2 of ISO/DIS 9001:2015 says an organization should improve its QMS by responding to:

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ISO 9001:2015 Addresses Risk. Is Your Organization Ready?

Tracks The example in Figure 2 shows an analysis of the process of closing the books. Adopt a Risk-Based Approach ISO/DIS 9001:2015 is strongly risk oriented. Risk-based thinking within an organization must start by defining its measurable objectives. Risks are obstacles that impede progress toward achieving these objectives. Organizations must determine their risk appetite and risk tolerance so they will have a consistent risk philosophy. They then determine risk levels by combining the likelihood of an event and its consequences in a risk analysis matrix. In a SOX-compliant process, controls should be selected using a top-down, risk-based approach and tested to identify deficiencies and possible material misstatements. Based on the revision to date, the new versions of ISO 9001 and ISO 14001 seem poised to provide valuable tools to organizations working to improve their risk management strategies. While this article covers the basics of a risk-based thinking method, visit this article’s webpage at www.qualityprogress.com to view Online Figures 1-7, which are templates you can fill out as exercises to enhance your organization’s risk approach. References and Notes 1. ISO 9001:2008 did not include the word “risk.” ISO/DIS 9001:2015 specifically addresses risk-related processes. 2. International Organization for Standardization, ISO 9001:2015 Draft International Standard—Quality management systems— Requirements. 3. SOX is a U.S. federal law that identifies standards for U.S. public company boards, management and public accounting firms, requiring top management to certify the accuracy of financial information. The law made penalties for fraudulent financial activity more severe and increased oversight of boards of directors and the independence of the outside auditors who review the accuracy of corporate financial statements. For more information, visit Wikipedia, “Sarbanes-Oxley Act,” http://en.wikipedia.org/wiki/ Sarbanes_Oxley_Act. 4. International Organization for Standardization and the International Electrotechnical Commission, ISO/IEC 27001: 2005, Information technology— security techniques— Information Security Management Systems—Requirements.

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5. Committee of Sponsoring Organizations of the Treadway Commission (COSO), Enterprise Risk Management—Integrated Framework; Executive Summary Framework, 2004. COSO is a joint initiative of five private-sector organizations designed to provide thought leadership through the development of frameworks and guidance on enterprise risk management, internal control and fraud deterrence. For more information, visit www.coso.org. 6. Lloyd’s, “Why Is Risk Appetite Important?” www.lloyds.com. 7. International Organization for Standardization, ISO 9001:2015 Draft International Standard—Clause 10.1—Nonconformity and corrective action. 8. Greg Hutchins, “Value-Added Auditing,” Quality Plus Engineering, 2003, p. 62. 9. Carl S. Carlson, “FMEA Success Factors: An Effective FMEA Process,” Reliability Edge, Vol. 6, No. 1, 2005. 10. Protiviti Inc., “How to Standardize Documentation for Internal Controls,” www.protiviti.com. Bibliography Green, Scott, Manager’s Guide to the Sarbanes-Oxley Act, John Wiley & Sons Inc., 2004. Guide to Sarbanes-Oxley: IT Risks and Controls, Protivity, December 2003. Liebesman, Sandford, “Quality in the Mix, Risk Watch,” Internal Auditor, October 2005, pp. 73, 75 and 77. Liebesman, Sandford, Paul Palmes and John Walz, “Use Management Tools to Mitigate Risk from SOX,” Informed Outlook, January 2004, pp. 13-22. U.S. Congress, H.R. 3763, the Sarbanes-Oxley Act of 2002, July 24, 2002. Welborn, Cliff, “Using FMEA to Assess Outsourcing Risk,” Quality Progress, August 2007, pp. 17-21. About the Author Sandford Liebesman, president of Sandford Quality Consulting in Morristown, NJ, has more than 30 years of experience in quality at Bell Laboratories, Lucent Technologies and Bellcore (Telcordia). He is an ASQ fellow and past chair of the Electronics and Communications Division. Liebesman has been a member of the U.S. Technical Advisory Group to ISO Technical Committee 176 from 1984 to the present. He participated in the development of all versions of the standard during that period.

November/December 2015

NATM Membership Renewals

Tracks

NATM Membership Renewals By Kendra Fritz, NATM Assistant Director

Membership renewals will be hitting mailboxes soon and as the Association wraps up this year and begins anew in 2016, NATM is looking back at all that has been accomplished in 2015. What strikes staff most is that none of these accomplishments would have been possible without the continued support of the membership. Dues provide the foundation of the Association’s budget, allowing for programming and administrative work to continue. Combine dues with convention attendance, decal purchases, responding to surveys, communicating with the Board or staff about issues, and the Association has been able to forge a more collaborative relationship with NHTSA, increase Tracks circulation, have ST tires excluded from a tire tariff, and bring in convention speakers like General Motors' Shawn Ryan, among other things. In NATM’s relatively short history, the Association has made incredible strides in improving trailer safety. It started with five members who saw a need in the industry and determined that the way to fill that void was to join together. Since then, NATM has grown to nearly 800 members who have made this same commitment to safety and industry improvement. With the support of all of you, NATM committees, the Board, and staff have been able to achieve goals that would have been unimaginable in 1987. In 2002, NATM was able to create a Compliance Verification Program to ensure manufacturers have the knowledge and processes in place to build trailers in accordance with Federal Motor Vehicle Safety Standards and industry best practices. In 2012, the members showed yet again their commitment to safety in voting unanimously to make participation in the program a mandatory component of membership. Through decal purchases that program has been completely funded and NATM consultants visit nearly 400 members in a two year period. In 2015, the program became an ISO 17020:2012 accredited program. ISO 17020:2012 accreditation lends great credibility to the program and to the members who have successfully completed the program, in addition to reducing liability for NATM and its members.

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June of 2015 NATM saw the fruits of its labors – years of Capitol Hill visits and meetings with elected officials – begin to pay off when doubles towaway legislation allowing for tandem delivery of trailers was introduced as a single issue bill on both the House and Senate floors. Legislators have become increasingly aware of the detriment to the industry the current state by state, patchwork system causes. Though the bills will likely be included in a comprehensive transportation bill, Congress is confident such a bill will be passed by the end of this year and NATM is optimistic that the language allowing tandem delivery will be included. But it is perhaps the soon to be released Early Warning Reporting (EWR) and Recall Guidance document NATM is creating with K&L Gates, that the Association is most excited to offer as a new benefit of membership. With more than $45 million in fines levied against trailer manufacturers in the last year, NATM is working to ensure its members understand their obligations so that they can comply. The release of this document will include Tracks articles and a workshop at the 2016 Convention & Trade Show. NATM members are committed to doing what is required of them and it is NATM's hope to facilitate EWR and Recall compliance through this guidance document. In the last year, NATM has run more Associate member company and product profiles than ever before, and at no charge. NATM is excited to add a speed networking opportunity to the convention to facilitate meetings for supplier members with the right people. The NATM website was overhauled this year in the hopes that member products and services would be more easily accessible and that the site itself would be more user friendly. The continuation of a collaborative relationship with NHTSA is of prime importance as is finding new ways to connect with members such as regional events and webinars among others. But these things are only possible with your support. NATM looks forward to your continued membership. If you have any questions, comments, or concerns NATM staff and the board welcomes your feedback. Cheers to the next year of success and growth!

November/December 2015

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Building a Championship Sales Team

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Building a Championship Sales Team By Marc Wayshak, author of Game Plan Selling Joe runs a mid-sized manufacturing company with nineteen salespeople. The sales team is a mix of long-time veterans and newcomers. Sales have been flat for the past eighteen months, even though the economy has improved. Joe is constantly frustrated with his ineffective attempts to get his team to prospect more. He tries to show them how to sell more effectively, but they continue to fall back into the same old habits.

new recruits. Both online data-driven assessments and on-site evaluations help to drive this activity. 3.

Joe knows that his team can and should be selling at least an additional $5 million in revenues. He feels stuck.

part of developing a championship sales team! It’s time to create a formal process that involves assessments, phone screens, consistent interview questions and roleplays. Right now, Joe has no hiring process and hires people based on his gut in interviews. As a result, he has struggled with a number of miss-hires over the years. He needs to formalize this process and remove his gut from the equation as much as possible.

Does this sound familiar? Joe’s is one of the most common situations encountered. Companies often underperform because they have not systematically built a sales team. Follow these five steps to develop a championship sales team of your own: 1.

Re-evaluate the strategy: There are three key ways to increase sales: find more customers, make larger sales and sell more frequently to existing customers. Do you have a strategy that addresses these three areas? More important, are you focused on selling to your ideal customer? Companies are often trying to sell to everyone, but all of the serious rewards come when they focus on selling to their sweet spot. In Joe’s case, his salespeople are calling on any and every prospect they come across, indiscriminately. He needs to clarify for his team exactly where they should be focusing their time and efforts in order to increase all areas of sales growth. Assess the existing team: It’s critical that you know your sales team, inside and out. How many A-players, B-players and C-players do you have? How does your existing team feel about your organization? How should you manage each salesperson according to his strengths and weaknesses? For example, Joe knows that he has only three A-players, eight B-players, and the rest are C-players or worse. He is spending most of his time trying to improve the latter with little to show for the effort. Rather, he must more deeply understand the strengths and weaknesses of each team member and be willing to replace some of his under-performers with

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Develop a hiring process: Mid-sized companies rarely have a formal hiring process. Most of these companies are waiting until they desperately need a new salesperson. Then they will cull through some resumes and set up a few face-to-face interviews, only to hire the most acceptable of the lot. But hiring is the most critical

Train consistently: A suggestion here and there does not count as consistent training. In order to develop a championship sales team, it’s critical that you invest a lot into training that team. This means conducting regular trainings to reinforce the most critical selling concepts. Every salesperson needs to be on the same page in selling technique. In Joe’s organization, each salesperson sells in his or her own way. They are all over the map in terms of effectiveness. Joe must either develop or bring in an outside selling system for everyone in the organization to follow.

Create accountability: Most mid-sized organizations are only tracking their salespeople’s sales numbers. But what about their day-to-day prospecting activities? How many calls are made, referrals asked for and meetings set up? By holding your salespeople accountable to their daily prospecting activities, you can track what their pipeline will be in the future, which is the most important indicator of future sales. Up until now, Joe has only reviewed sales numbers at the end of each month in order to hold his salespeople accountable. This leads to his sales team feeling frustrated and without a November/December 2015

Building a Championship Sales Team

Tracks clear plan to find success. By laying out what he expects his salespeople to do each day, Joe can more effectively manage his team. Following these five simple steps can take mid-sized organizations from haphazardly managing their people to developing a championship sales team. About the Author: Marc Wayshak [http://www.marcwayshak.com/] is a sales strategist who created the Game Plan Selling System. He is the author of two books on sales and leadership including his latest book, Game Plan Selling [http://amzn.to/15MdhA9]. Get his free eBook on 25 Tips to Crush Your Sales Goal at http:// gameplanselling.com/. (Twitter: @MarcWayshak)

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Tracks Tony Stewart and Donny Schatz visit Featherlite manufacturing plant Cresco, Iowa — NASCAR driver Tony Stewart and World of Outlaws sprint car driver Donny Schatz toured the Featherlite Trailers manufacturing plant and met with employees on Tuesday, Aug. 11, 2015. The drivers took pictures and signed autographs for any interested employees. Both Stewart and Schatz have been long-time Featherlite trailer owners and own multiple Featherlite trailers and transporters. Schatz just purchased a new custom Featherlite vending trailer earlier this month. Both drivers were in Iowa for the Knoxville Nationals. Stewart has won racing titles in many series, including three times in the NASCAR Sprint Cup Series. Schatz, who races for Tony Stewart Racing, is the reigning series champion of the World of Outlaws Sprint Car Series and will be going for his 9th Knoxville Nationals title. Featherlite is based in Cresco, Iowa, and is the official trailer of NASCAR. Its product line includes horse, livestock, car, recreational, commercial, utility, living quarters and specialty trailers. For more information on Featherlite trailers, visit www.fthr.com. About Featherlite Featherlite Trailers, located in Cresco, Iowa, is the nation’s leading aluminum specialty trailer manufacturer. Featherlite has highly diversified product lines offering horse, livestock, car, utility and recreational trailers through an extensive dealer network in the U.S. and Canada. Featherlite is a sponsor of many organizations, including NASCAR. Featherlite is part of the Universal Trailer Corporation’s family of brands.

Missing Link Provides the Ideal Solution for Vac System Transport Sauk Centre, Minn. — New product development is a never-ending cycle, and at times, a manufacturer needs to look outside its realm of expertise to find the solution. That was the case in the collaboration and creation of the FT-14 I Vac trailer. A need arose for a transport unit for a manufacturer of Vacuum Excavation Unit Systems 60

November/December 2015

that did not have such a product in its offerings. The brand dealer contacted its Felling Trailers’ Sales Rep. to assist in filling this void, as Felling is noted in the trailer industry for its expert ability to create customized configurations for such needs. The brand manufacturer had the Vac System components but did not have a model available with the transport configuration its customers wanted. So the journey began with the brand dealer and brand manufacturer working closely with Felling Trailers’ Sales Rep. and Felling’s Engineering Department to develop the FT-14 I Vac model as its transport solution. The model was engineered to provide the necessary capacity and placement of component mounts to ensure proper load distribution. Some of the noted features include: specific cross member locations to match component foot print; steel decking with precut mounting hole locations; cross members with matching mounting hole locations; recessed tailboard and deck area for the spoils tank to clear when dumping yet maintaining; and rear bumper for under ride protection. Many of the customized modifications that were utilized in the design of the FT-14 I Vac trailer are common to Felling Trailers Generator trailer models. The design of this model has since been put into production and has received positive feedback from the brand manufacturer. As the initial units have been put into service, multiple Felling Trailers dealers that sell this manufacturer’s brand are expressing interest in this model. About Felling Trailers Felling Trailers is a family owned and operated Full Line Trailer Manufacturer located in Central Minnesota. Started in 1974 by Mr. Merle J. Felling, Felling Trailers, Inc. has grown from a small shop to a factory and office complex that today covers over 250,000 square feet. Felling Trailers currently manufactures over 4,000 trailers a year ranging from a 3,000 lb utility trailer to a 120,000 lb hydraulic gooseneck trailer, and its standard trailer line includes over 220 models. Felling’s pride and differentiation is its customized trailer

division. Its engineers utilize the latest industry leading design techniques, and its experienced metal craftsmen use cutting edge technology to turn its customers’ conceptual trailer needs into a tangible product. Felling Trailers continually researches and implements new technologies to reduce lead-time and increase production in the manufacturing plant. Felling Trailers provides a high quality product that is distributed across North America and internationally. For more information, please contact (800) 245-2809, sales@felling.com or visit them on the web at www.felling.com. You can also follow them on Twitter (@ FellingTrailers) and Facebook (Felling Trailers, Inc.).

Felling Trailers Online Auction of Purple Trailer to Benefit Alzheimer’s Disease Organization

Sauk Centre, Minn. — Felling Trailers is conducting its third online auction of a FT-3 drop deck utility trailer to benefit a non-profit organization. Felling Trailers wants to bring awareness of and support to Alzheimer’s Disease and individuals affected by the disease. Thus, Felling Trailers manufactured and painted one

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NATM Member News

Tracks of its most popular trailers Alzheimer’s purple to be auctioned online for 10 days during the month of October. Tredit Tire generously donated the wheels and Midwest Industrial Coatings, Inc. donated the custom metallic purple paint for this trailer and cause. One hundred percent of the winning bid will benefit Act on Alzheimer’s! The online auction via Ebay (listing # 221892683996) will be “live” from Monday, Oct. 12th at 12:00 PM CST until Thursday, Oct. 22nd at 12:00 PM CST. Arrangements to be made for pick up at Felling Trailers’ manufacturing facility or delivery (freight extra). Paynesville Area Living at Home Block Nurse Program and Reaching Out to Seniors Effectively (ROSE) Center is a nonprofit organization that facilitates Act on Alzheimer’s, a volunteer driven, statewide collaboration preparing Minnesota for the impacts of Alzheimer’s disease and related dementia. Together, we can increase detection and improve care; sustain caregivers; equip communities; identify & invest in promising approaches; and raise awareness & reduce stigma. For more information, visit actonalz.org/paynesville. About Felling Trailers Felling Trailers is a family owned and operated Full Line Trailer Manufacturer located in Central Minnesota. Started in 1974 by Mr. Merle J. Felling, Felling Trailers, Inc. has grown from a small shop to a factory and office complex that today covers over 250,000 square feet. Felling Trailers currently manufactures over 4,000 trailers a year ranging from a 3,000 lb utility trailer to a 120,000 lb hydraulic gooseneck trailer, and its standard trailer line includes over 220 models. Felling’s pride and differentiation is its customized trailer division. Its engineers utilize the latest industry leading design techniques, and its experienced metal craftsmen use cutting edge technology to turn its customers’ conceptual trailer needs into a tangible product. Felling Trailers continually researches and implements new technologies to reduce lead-time and increase production in the manufacturing plant. Felling Trailers provides a high quality product that is distributed across North America and internationally. For more information, contact (800) 2452809, www.NATM.com

sales@felling.com or visit them on the web at www.felling.com. You can also follow them on Twitter (@ FellingTrailers), Facebook (Felling Trailers, Inc.), Instagram, and Pinterest.

MidWest Materials Honored with Family Business Achievement and Women Who Excel Awards Perry, Ohio — MidWest Materials’ Brian D. Robbins, CEO, Noreen KoppelmanGoldstein, President and Bradley Robbins, Vice President, have been honored by Smart Business Cleveland with the Family Business Achievement Award. MidWest Materials, founded 63 years ago by Joseph Koppelman and his brother Harry, is now a third generation premier steel service center serving customers across North America. In accepting the award, Noreen Koppelman-Goldstein stated that in addition to being very humbled, she remembers coming into the company offices at 105th Street and Superior Avenue in 1952 to stuff envelopes. After graduating law school in 1989 and her parents attending a seminar on “Daughters in Business” she entered the company. She is most proud of MidWest Materials’ giving back to the community and maintaining open communications with both company management and the union. Brian D. Robbins, who joined the company after a successful law career in New York City nineteen years ago, has led MidiWest Materials to record profits in 10 out of the last 11 years since being named CEO. Brian, while accepting the award with his mother and brother, stated that he “never stops being a student.” Bradley D. Robbins rejoined the company nearly four years ago, moving back from Florida. He has assumed many responsibilities from sales to production in addition to representing the company at many trade groups. Brian D. Robbins summed the award up best as he is looking to welcome the fourth generation to MidWest Materials one day.

professional achievements. She received the Progressive Woman award given to executives who have risen through the ranks in their career and overcome significant challenges along the way. Noreen has encouraged women to become active in both their communities and companies. This has led many women holding management positions at MidWest Materials.

TBEI Lake Crystal Facility Renews ISO 9001:2008 Certification Lake Crystal, Minn. — Truck Bodies & Equipment International, Inc. (TBEI) is pleased to announce that their Lake Crystal facility has successfully renewed their ISO 9001:2008 Certification. The Lake Crystal facility is home to TBEI’s corporate offices, and manufactures Crysteel®, J-Craft® and Ox® SuperDump products. “This certification renewal shows our commitment to retaining an internationally recognized quality management system that benefits both our company and our customers.” said Joe Paulsen, TBEI-Lake Crystal General Manager. “We could not have achieved this accomplishment without the focus and dedication of our hard working employees.” ISO 9001:2008 is a Quality Management certification program, and certifies companies in over 170 countries. Since 2013, TBEI-Lake Crystal has been certified with a Quality Management system for the design, manufacture, delivery and servicing of dump truck bodies and hoists. This certification also includes the installation of truck bodies onto chassis for military, state & local governments, and private companies. About TBEI, Inc. TBEI is a Minnesota based corporation that encompasses five leading manufacturers of dump truck bodies, hoists and truck & trailer equipment. TBEI brands include Crysteel, Rugby®, DuraClass®, J-Craft and Ox Bodies®.

This year, 2015, has been a banner year for Noreen Koppelman-Goldstein who is also the recipient of the Smart Business Women Who Excel Award. This award recognizes individual women for their November/December 2015

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Tracks TexTrail Helps Operation HomeFront with a Donation at Trade Show Mount Pleasant, TX — TexTrail Trailer Parts, the fastest growing trailer parts distributor in the country, is giving back to military families and wounded warriors with a donation of $9,000 to Operation Homefront, which offers shortterm assistance, long-term stability, and periodic support programs to assist the families of service members, veterans, and wounded warriors. To support this nonprofit organization, TexTrail along with American made manufacturers Avery Dennison, Blaylock, B&W, East Penn, and Dexter has raised money in an effort to assist Operation Homefront and its emergency assistance programs for those who serve our country. Operation Homefront provides direct assistance to alleviate a military family’s or individual’s emergency financial burden, as well as programs to support their long-term stability. The organization has provided assistance to thousands of military families since it began in 2002, and has been recognized for its superior performance by leading charity watchdogs. The organization provides emergency financial assistance in the forms of checks paid directly to mortgage lenders, auto mechanics, contractors, hospitals, doctors, dentists, and other providers. Through these programs, Operation Homefront is able to help military families overcome many of the complexities and challenges inherent in military life.

For more information about Operation Homefront, and all that they do, you can visit their website at www.operationhomefront.net For more information on TexTrail Trailer Parts visit www.TexTrail.com.

Trail Ox® Series Scrap Trailer from Ox Bodies® Fayette, Ala.— Ox Bodies® offers a rugged Scrap Trailer as part of its Trail Ox® Series end dump trailers. The new Scrap Trailer is especially efficient in residential and commercial demolition projects with large debris, such as concrete, brick, asphalt or stone. The Scrap Trailer features Hardox® steel construction, and a capacity of up to 60-cubic-yards. This frameless design is available in lengths up to 40 feet, side / end heights up to 72 inches, a standard front mount hoist, and a swing gate style tailgate. A variety of configurations and options are offered to meet specific hauling needs. All Trail Ox Series trailers are backed by a two-year warranty. Since 1972, Ox Bodies, Inc., has been a leading designer, manufacturer and installer of medium- and heavy-duty dump bodies and trailers, platforms, trash bodies and related accessories. Ox Bodies is part of the Truck Bodies and Equipment International, Inc. (TBEI) family of companies. TBEI brands include Crysteel®, Rugby®, DuraClass®, J-Craft® and Ox Bodies

Voyager Industries Completes Acquisition of Bear Track Products Brandon, Minn. — Voyager Industries of Brandon, Minn., an ISO 9001:2008 certified company, is pleased to announce they have completed the acquisition of Evansville, Minn. based Bear Track Products. A staple in the aluminum trailer and ramp industry since 2000, Bear Track has proven itself by consistently manufacturing a quality product along with providing outstanding customer service. Bear Track trailers and loading ramps are sold through a network of knowledgeable and friendly dealers across the United States and Canada. The acquisition covers all product lines and manufacturing facilities. Voyager Industries, in business since 1997, is the manufacturer of Voyager Dock, Titan Deck and Yetti Fish Houses. The company also does long term contract manufacturing and is a distributor/warehouse of aluminum raw material for customers large and small. “Bear Track and Voyager are extremely similar. This is a very strategic move for us and fits into our capabilities perfectly.” Said Gary Suckow, CEO of Voyager Industries. “They have built a great business and a quality product. We have the ability to grow the product line and the space to increase production to meet current and future dealer demand. Plus, we will be able to put our engineering team behind the product line to make improvements as needed. We also plan to introduce new products to the marketplace. It is our goal to retain a majority of current Bear Track employees and as sales increase we will need to grow our production staff.” About Voyager Industries Voyager Industries is a privately held company located in Brandon, MN with over 85 employees and 90,000 square feet of warehousing, manufacturing and product development space. Current brands of Voyager Industries include Voyager Aluminum, Voyager Dock, Titan Deck, Yetti Fish Houses and Bear Track Trailers. To learn more about Voyager Industries and their full line of products and services visit them on the web at www.voyager-industries.com.

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November/December 2015

NATM New Member Update

Tracks

Associate AARC-US 605 Project Dr Elmwood, WI 54740 www.aarc-us.com • Tools/Equipment

Burlington Graphics Systems, Inc. 2600 Chicory Rd Racine, WI 53403 www.burlingtongraphics.com • Labels/Decals/Nameplate

Cargo Equipment Corporation 13700 George Bush Ct Huntley, IL 60142 www.cargoequipmentcorp.com • Cargo Control

Corestone Tire 2120 W Mission Rd #150 Escondido, CA 92029 www.corestonetire.com • Tires

Nutron Nameplate, Inc.

Kanamak Hydraulics, Inc.

PO Box 487 North Olmsted, OH 44070 • Adhesives/Tapes, Fabricated Parts, Labels/Decals/Nameplates, Metal Stamping, Metal/Plywood Laminates

2218 W Mary St Garden City, KS 67846 www.kanamak.com • Custom Design, Equipment, Utility/Flatbed

Lomar Industry Protex Fasteners Limited 34 Benton Pl St Louis, MO 63104 www.protex.com • Fasteners, Hardware

Norstar Trailers, LLC WHRZT!

14665 Midway Rd Ste 220 Farmers Branch, TX 75001 www.whrzt.com • Batteries/Accessories, Computer Software, Hardware, Safety Devices

Regular Forest River Cargo Division #66 1204 Mill St Silverton, OR 97381 www.forestriverinc.com • Cargo

Fenghang America, Inc.

Fusion Production Systems, Inc.

42705 Grand River Ave Ste 201 Novi, MI 48375 www.shanxifenghang.com • Castings, Gaskets/Seals, Rubber Products

48 Belich Crescent Red Deer, AB T45 2K5 Canada www.fusionpro.ca • Custom Design, Pole/Pipe/ Cable Reel, Portable Equipment

Global O-Ring and Seal, LLC 4250 N Sam Houston Pkwy E Suite 100 Houston, TX 77032 www.GlobalOring.com • Gaskets/Seals

G. L. Nause Co., Inc. 1971 Phoenix Dr Loveland, OH 45140 www.glnause.com • Agricultural/Farm, Gooseneck

Green Hop'r, LLC Hayes Brake Controller Co. PO Box 427 Arab, AL 35016 www.hayesbc.com • Towing Accessories

9155 Billy The Kid St El Paso, TX 79907 www.lomarindustry.com • Dump, Livestock

903 Buckingham St Fort Collins, CO 80524 • Dump, Equipment, Landscape, Portable Equipment, Utility/Flatbed

5500 FM 38 N Brookston, TX 75421 • Agricultural/Farm, Auto Hauler, Dump, Equipment, Gooseneck, Landscape, Pole/Pipe/Cable Reel, Snowmobile/ATV, Utility/Flatbed

S & V Fabrication 1306 Pleasant Valley Rd Owensboro, KY 42303 www.svfabrication.com • Portable Equipment

SelecTrailers / Versa Trailer Systems 505 Paul Morris Dr Englewood, FL 34223 • Cargo, Custom Design, Equipment

Spartan Cargo 140 Business Blvd Alma, GA 31520 • Auto Hauler, Cargo, Concession, Custom Design, Gooseneck, Mobile BBQ/Smoker

Stagecoach Trailers 511 County Road 3095 Naples, TX 75568 www.stagecoachtrailers.com • Agricultural/Farm, Custom Design, Dump, Equipment, Gooseneck, Horse, Landscape, Mobile BBQ/Smoker, Motorcycle, Pole/Pipe/Cable Reel, Utility/ Flatbed

H & H Farm Supply PO Box 440 Pink Hill, NC 28572 www.hhfarmsupply.com • Cargo, Equipment, Gooseneck, Horse, Landscape, Livestock, Living Quarters, Utility/Flatbed

November/December 2015

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