Population shift will soon drive trucking tidal wave, an expert says

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Population shift will soon drive trucking tidal wave, an expert says

This week, we present an article by another trucking industry expert and colleague of Bob Rutherford: Jason Cannon. Jason reports here on a keynote speech given by Ken Gronbach on the shifts of industry in “Population shift will soon drive trucking tidal wave, an expert says.”

Author, demographer, and generational marketer Ken Gronbach delivered the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

A freight trough that has plagued trucking since emerging from the COVID-19 pandemic is temporary, and recovery will be spurred by the largest housing, construction and consuming market in U.S. history, said author, demographer and generational marketer Ken Gronbach in his delivery of the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

There are currently 170 million people under the age of forty in the U.S.

“This is a record for our country,” Gronbach said, adding that trucking is a business of moving stuff, and the need to move stuff “is coming your way, and you better prepare for it.” 

Generation X is nine million people smaller than the Baby Boomer generation, pulling a tide of would-be workers and consumers out of the pool and helping cripple the housing market and the automotive market in the early 2000s. As those 170 million mature and participate in the economy, “what is going to happen to the United States is unprecedented,” Gronbach said.

“The bad news is, you have to change,” Gronbach added, noting that legacy business practices are unlikely to win over a consumer base that makes decisions based on three key factors: “Make my life easy. Save me some time. Don’t rip me off.” 

Staring down the barrel of a hotly and, at times ugly, presidential election cycle, Gronbach said math suggests liberals will win the political wrestling matches in the immediate future simply because there are more of them by several million, adding that people generally move from liberal to conservative as they age. 

“We’re losing a conservative every eight seconds,” he said, “and we’re gaining a liberal every eight seconds.”

Not only is the population base skewing younger, its racial and cultural makeup is shifting. 

The generational population gap between Baby Boomers and Generation X was filled by Latinos, and Latinos are currently driving the U.S. labor force, Gronbach said, adding Caucasians are now a minority in the U.S., and the level of immigration into the U.S. is as high as it was in the early 1900s.

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

Learning Without Scars is pleased to introduce our new guest writers, Dan Shipley and Dan Kinsman. Today brings their first blog post for us here at LWS, with “Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency.” 

The Flatbed Safety & Securement Group (FSSG) envisions just that. Our mission is to revolutionize the flatbed industry by making safety the priority. We aim to support industry leaders in navigating the complex landscape of cargo securement including regulations education and best practices; while also giving drivers the tools they need to perform their jobs safely and education they need to be safe on the road while transporting a load.

Picture a team well-versed in the latest FMCSR and CVSA guidelines, working exclusively with you and your drivers, ensuring your operations meet and exceed regulatory standards. Envision thorough on-the-job training and online resources, including the FSSG ITF (Introduction to Flatbed) Handbook, covering general knowledge in the flatbed industry, best securement practices, and specialized transportation education. This would empower your team with the knowledge they need to secure and transport your loads safely and effectively.

Imagine brokers being knowledgeable about flatbed transportation, understanding the intricacies of securement, compliance, and weight management. This would lead to more efficient and safer operations, benefiting everyone involved in the logistics chain.

Additionally, picture a dedicated team that works with shippers nationwide, ensuring that transportation companies are equipped with proper securement guidelines for even the most intricate loads. This collaboration ensures that every shipment, regardless of its complexity, is handled with the utmost care and expertise. Saving everyone money.

To further our mission, we have partnered with Learning Without Scars to bring something special to the industry, enhancing our educational offerings and providing unparalleled resources to our members.

While FSSG is still in its formative stages, we are committed to becoming a leading force in flatbed safety and securement. We aim to partner with industry leaders to ensure fleets operate with the highest standards of safety, compliance, and efficiency.

Connect with us to learn more ✉️ sales@flatbed-safety.com

Daniel Kinsman Ron Slee Learning Without Scars LLC

As we work with the “two Dan’s” we are excited to be involved in developing learning programs for the Flat-Bed Drivers and in general the Flat-Bed Industry. Our platform of sharing information helps everyone to achieve their personal and professional potential. We aim to provide tools for everyone to continue their path to being all that they can be. These two men are the type of people that this country was built on and we are proud to be working with them.

Dan Kinsman biography:

I was introduced to the transportation industry at 7 years old, when I climbed into the cab of a setback axle Freightliner FLB, and 11 years later I would climb out of a truck, eventually joining the Marine Corps. Following four years of service, I returned to the industry, thinking it would only be for a short time. 

I specifically chose to pursue flatbed, as it was extremely complex and something that would physically and mentally challenge me, as the amount to consider with securing every load was a challenge I looked forward to facing. I received expert training in 2012 at TMC, had even more knowledge poured into me by Big Mike at Hunt Transportation, and then all that knowledge was put to the test at AIM Integrated, doing local LTL flatbed, where a normal load would be 20,000 pounds, require 14 chains and a handful of straps to keep it all on the trailer. 

I spent a lot of time further growing my knowledge of the rules and regulations to do my job better. In 2018 I moved from that account to driving a heavy haul truck for AIM, grossing 102,000 on a light 5 axle flatbed with multiple coils, I had to become an expert at weight management and securement, coils are unforgiving, and load securement has no room for error. 

In 2021 I got married, and following some encouragement from my wife, in 2022 I chose to return to OTR, going to Miller Transfer, and further growing my knowledge and skill set. Over the years, I have been fortunate to assist in designing a specialty trailer for the transport of carbon black, pull a set of C-doubles, and pull kingpin steered trailers, grossing over 350,000 pounds over my driving career.

In 2022 I was pulled onto a scale in Hubbard, OH, they asked if I would be able to help do spot training of a driver, as he had no idea what he was doing, and this scale knew I was a trainer for my employer (AIM). I walked away from that and immediately looked for anywhere on social media where there might be people that would help this driver, and I found Flatbed Safety and Securement Group. I found a group that was looking to mentor and train new drivers, something I am passionate about, as all my former students would still reach out to me at times for advice or help. My new job taught me even more, lessons I shared with others, it also exposed me to how many drivers receive little to no training to pull flatbed, and that did not sit well with me. After some discussion with the group’s founder, we started to look at possibly moving it into being a business and service for the industry, with our eventual goal being to see a day when the only times a load leaves a trailer is when it is unloaded. 

One fateful call resulted in meeting Ron Slee and Learning Without Scars, and we started moving from a dream to a plan.

Dan Shipley biography:

I started my career in the trucking industry in 2015 after graduating from Roadmaster Driving School in Columbus, OH. My journey to this point has been anything but conventional. Growing up without much structure, I dropped out of school at the end of the 9th grade but earned my GED the following year. Determined to make something of myself, I enrolled in Job Corps, where I studied Homeland Security: Security & Protective Services and became certified in corrections. 

However, finding a career in that field proved challenging, likely due to my educational background. After the birth of my first child, I realized that working at a gas station wouldn’t be sufficient to support my family. It was then that I decided to pursue a career in trucking. After obtaining my CDL, my life took a wonderful turn when I met my wife. I fell in love with her on the first day we met, and we’ve been together for 9 years. I quit my first trucking job to move in with her, and together, we’ve built a home and welcomed our daughter in 2017. 

Throughout my trucking career, I’ve had the opportunity to explore various functions within the industry, including dry van, reefer, end dump, dump truck, tanker, frameless end dump, flatbed, step deck, and open top trailers. This diverse experience has given me a well-rounded understanding of the industry. 

When I began my career in flatbed, I quickly realized there was a lack of formal training available. Concerned about safety and the potential risks on the road, I decided to take action. Two years ago, I founded the Flatbed Safety & Securement Group (FSSG) to provide accessible training resources and ensure that drivers are well-prepared to operate safely and effectively. Today, FSSG boasts a following of over 8,400 members and continues to grow each day. 

The group has received numerous compliments and praises for its structure and the support it offers. FSSG is recognized by several law enforcement agencies and numerous trucking companies of various sizes. My commitment to improving industry standards and my proactive approach to problem-solving have driven me to make meaningful contributions to the field. 

I am passionate about continuous learning and dedicated to making a positive impact in the industry. My core values include safety, excellence, and innovation, which I strive to uphold in all my endeavors. My vision is to continue driving change and improving safety standards, ensuring that every driver has the knowledge and resources needed to succeed.

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Bob on Sales

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Bob on Sales

Bob Rutherford returns for his weekly blog post with “Bob on Sales.” It may be a self-explanatory title, but readers don’t want to miss out on the rich information here.

I have a problem. Over the years I have not kept my work very well organized and just can’t push a button and find something, even with all the search functions. However, this is what I am going to use as my introduction to the Learning Without Scars followers.

Are you born to be a salesperson? Do you need to have the gift of gab? Can you be trained to be a professional salesperson? How’s your sense of humor? Can you tell a good joke without screwing it up? Can you really succeed in sales without really trying? Please share your answers in the comments section.

 #LearningWithoutScars

Let’s Start with Sales. Selling.

I grew up in the trucking industry, the machine shop industry, and the “Hell No we Won’t Go” anti-war industry, and discovered there really is a Military-industrial Complex. Just the other day I was explaining to a business associate why military equipment cost so much. I used my real-life example as a young man who had a draft card in his wallet that listed me as 1-A and 2-S most of the time.

I attended college during the day and worked swing shift at a defense plant making aircraft fasteners. We made exploding bolts among other things. These were used to literally blow the canopy of a jet fighter when pilots decide to eject.

I was an exploding bolt inspector some of the time. Here’s what I remember to the best of my ability. We would build exploding bolts in batches of 300. For 150 bolts to pass inspection, we would blow up 150 bolts. That right there, doubles the price, right? IF ONE BOLT fails, we blow up the other 150 bolts. As far as I remember, on my watch, never ever did a bolt in the second round of testing fail. It could take manufacturing 600 bolts to get 150 good ones. What’s that cost? So, assuming pilots’ lives are worth saving and we don’t want fighter jets falling out of the sky, things can get expensive fast.

This introduction brings us to the subjects of the day and what I have been told is my unique perspective on business, selling in business, education, and the politics of logistics.

I saw a recent survey on LinkedIn that asked the questions:

“Did You Intend on Being in Sales?” or “Did You Just Fall into Sales?” I got into sales because the old axiom is true, “Nothing happens until someone sells something.” I was an Industrial Engineer and had to “sell” an appropriations committee on purchasing a package of equipment. I had heard through the grapevine that the committee thought it was their duty to shred young engineers into tiny bits and try to make them cry. So, I prepared. I insisted that I attend a trade show so I could meet potential vendors one on one. Buying and selling are different sides of the same coin. I took copious notes.

I found two kinds of salespeople at that show. Those that tried to sell me, like I was the actual buyer, and the ones I ended up doing business with, the ones that asked me the probing questions and found out that I was going to be their stand-in salesperson. I was going to sell the committee that that they would never get to address in person. The smart salespeople taught me about their product and how to sell it. Smartest tip from that tradeshow: Deal with objects in your presentation, never as an objection.

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Are You Thinking About Clowning Around with Six Sigma?

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Are You Thinking About Clowning Around with Six Sigma?

Guest writer and Industry Expert Bob Rutherford walks us through the industry example of “The Emperor’s New Clothes” with this article: Are You Thinking About Clowning Around with Six Sigma? This is a repost of his blog from May 21st on our site.

The other day, I had a Zoom meeting with a befuddled CEO in India who was interested in me giving him the lowdown on Six Sigma since I have been writing extensively about leadership and Doctor Deming on LinkedIn.

So, with a heavy heart and a light sense of irony, here’s the breakdown of this so-called revolutionary quality management system that I shared with him:

The Great Statisticians.

Ah, the legends of modern Quality, the statistical superheroes—Dr. Shewhart, Professor Deming, Professor Chambers, Dr. Taguchi, and Dr. Wheeler. They laid down the law of quality like bosses. Deming even came up with his “14 points for management,” a kind of list of quality commandments for bewildered executives. Who doesn’t love a good commandment from on high, especially when it’s dressed up in statistical jargon?

The Dropout Disaster. 

Enter stage left, an obscure dropout from Uni and a Motorola employee, Mr. Bill Smith. He took Deming’s pearls of wisdom and, like a toddler with Play-Doh, molded them into something unrecognizable. His little experiment resulted in a quality apocalypse, with a mean shift of 1.5 sigma. Bravo, Mr. Smith! Because nothing says “quality” like a dropout with a wild idea and a dab of statistical ignorance.

The High School Huckster. 

Then there’s Harry, Mr. Smith’s partner in statistical crime. A high school teacher with the ethics of a used car salesman, Harry smelled opportunity. He concocted a theory so convoluted that even Einstein would scratch his head. His stroke of genius? Turning Smith’s catastrophe into the cornerstone of Six Sigma, complete with colored belts and logic filters. A true visionary, or maybe just a master of bamboozlement, because what’s a good scam without a touch of intentional obfuscation and some colorful accessories?

The Gullible CEO. 

But wait, there’s more! None of this would’ve taken flight if it weren’t for Neutron Jack, the CEO with a penchant for blindly throwing money at anything that sounded vaguely smart. Despite not understanding a word Harry said, Jack coughed up a cool billion like it was pocket change. Ah, corporate brilliance at its finest. In other words, who needs comprehension when you’ve got deep pockets and a desire to appear cutting-edge?

The Consultant Crawl. 

And lo and behold, with the birth of Six Sigma came a swarm of consultants, emerging from their hiding places like rats in a cheese factory. Eager to sink their teeth into the juicy pie of corporate ignorance, they led countless companies down the garden path, promising miracles and delivering mediocrity because what’s a scam without an entourage of opportunistic consultants, right?

The Fallout. 

Unsurprisingly, the Six Sigma saga ended about as well as a Shakespearean tragedy. According to the gospel of Qualpro, a whopping 91% of Six Sigma companies ended up belly-up. And let’s not forget the shining examples of success—like Ford, proudly boasting a 1 in 5 defective parts average, or Boeing, cutting costs and casualties with equal fervor. Why settle for success when you can have mediocrity and tragedy wrapped in a shiny Six Sigma bow?

The Emperor’s New Clothes.

In conclusion, dear CEOs of the world, Six Sigma isn’t just a quality management system—it’s a masterpiece of deception, a comedy of errors, and a tragedy of epic proportions. So, let’s raise our colored belts to Mr. Smith, Harry, Neutron Jack, and the legion of consultants who turned a simple idea into a billion-dollar farce. 

Bravo, indeed.

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From Steam to Schemes: The Whimsical March to Industry 5.0.

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From Steam to Schemes: The Whimsical March to Industry 5.0.

“From Steam to Schemes: The Whimsical March to Industry 5.0” is our first article from our new guest writer, Bob Rutherford. He is contributing as an Industry Expert from the Trucking Industry.

Bob Rutherford is a 50-year veteran of the trucking industry. Thirty of those years were as a member of the TMC where he earned both the Silver Spark Plug and Recognized Associate awards for his contributions to the industry. He is also an Ambassador for the EnergyandMobility.org Conference.

The powerful brand of CCJ reaches 96,500 subscribers within the freight transport business. Many of these are the fleet executives and managers that have the buying power to grow your business. This multi-channel brand allows for repeated impressions in effective formats.

As the echoes of hammers on steel beams fade into the sepulchral quiet of abandoned factories, and the whirr of assembly lines in distant lands hums with robotic efficiency, we find ourselves at the threshold of yet another revolution. The transition from Industry 4.0 to Industry 5.0 feels less like a leap into the future and more like an errant child wandering into a minefield, oblivious to the perils that lurk beneath.

Industry 4.0, for the uninitiated, is our current epoch—a grand circus of automation, data exchange, and cloud computing, where machines talk to each other, and algorithms plot the overthrow of their human overlords. It’s a world where factories have more sensors than the average conspiracy theorist’s bunker, and everything from your toaster to your toilet is smarter than the average politician.

But as we bask in the glow of our interconnected gizmos, a new dawn approaches. Industry 5.0 is rearing its handsome, silicon-sculpted head, promising to inject a dose of humanity back into the sterile, soulless realm of production. This isn’t just a pivot, folks; it’s a pirouette on the edge of a precipice.

Imagine a world where robots don’t just assemble your next smartphone but do so with a flourish, a nod, and perhaps a cheeky wink. Where AI isn’t just cold calculations but infused with empathy, designed to cater not only to your needs but to anticipate your whims. If Industry 4.0 is the meticulous accountant balancing the books, Industry 5.0 is the avant-garde artist, splattering the canvas of commerce with bold strokes of innovation.

This isn’t mere hyperbole. Industry 5.0 envisions a harmonious coexistence between human creativity and machine efficiency. It’s a delicate ballet where humans and robots hold hands and pirouette through the factory floor, each playing to their strengths. Think of it as Fred Astaire and Ginger Rogers if Ginger were a hydraulic press and Fred a coder in a hoodie.

The proponents of Industry 5.0 herald this as a new era of personalization and sustainability. Factories will no longer be the impersonal behemoths of old but tailored workshops churning out bespoke products with the finesse of a master craftsman. Your sneakers won’t just fit—they’ll caress your feet with the intimacy of a lover. Your car won’t just drive—it’ll whisper sweet nothings in your ear as it navigates the urban jungle.

But let’s not kid ourselves. This grand vision is built on the assumption that humans and robots will seamlessly integrate, that AI will evolve from its current role as an overzealous assistant to a benevolent co-creator. In reality, the road to Industry 5.0 is likely to be paved with the carcasses of failed startups and the tears of disillusioned technophiles.

We must ask ourselves: Are we ready for this brave new world? Can we, as a species, embrace this symbiotic relationship with our silicon counterparts without losing our essence? Or will we become so enamored with our digital doppelgangers that we forget what it means to be human?

The skeptics, those dour souls who see the glass as not just half-empty but contaminated, warn of the dangers. They envision a dystopian future where human workers are relegated to the sidelines, replaced by tireless automatons. They see a world where creativity is commoditized, and innovation stifled by the relentless march of machine logic.

But perhaps, in true O’Rourke fashion, we should approach this transition with a healthy dose of skepticism and a heaping spoonful of irreverence. After all, the future is a capricious beast, and our attempts to predict its course are as futile as trying to teach a cat to fetch.

As we stand on the precipice of Industry 5.0, let us embrace the chaos, the uncertainty, and the absurdity of it all. Let us march forward with a twinkle in our eye and a spring in our step, knowing full well that the journey will be as unpredictable as it is exhilarating. And if we stumble along the way, let us pick ourselves up, dust ourselves off, and laugh at the absurdity of it all. Because in the end, isn’t that what being human is all about?

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Solving the Truck Driver Shortage, Whether It Exists or Not.

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Solving the Truck Driver Shortage, Whether It Exists or Not.

Guest writer Bob Rutherford brings us to a new vision with “Solving the Truck Driver Shortage, Whether It Exists or Not.” 

Solving the truck driver shortage, whether it exists or not.

A Paper by Bob Rutherford

The truck driver shortage is the Loch Ness Monster of the logistics world. Some swear it exists. Others think it’s a myth. The rest are just trying to make a dollar off the spectacle.

On one side is the American Trucking Association (ATA), which represents big trucking companies and claim there’s a shortage of 79,893 drivers in the U.S. Conversely, we have the Owner-Operator Independent Drivers Association (OOIDA), who says not only do we have all the drivers we need, but we might also have too many.

My plan to solve this so-called driver shortage? It’s as simple as it is fantastic. Let’s start with Dwight D. Eisenhower, who warned us about the military-industrial complex. You remember Ike, right? The president told us to beware of the monster under the bed, only for us to respond, “What bed?”

Here’s the deal.

America has always been a military-industrial complex. It’s in our DNA. We churn out war machines and warriors like McDonald’s churns out Big Macs, and anyone who says “Make America Great Again” needs a history lesson and a reality check. Even on our worst day we’re still the best house in a bad neighborhood.

The machine needs to be fed. And what does it need? People. Healthy, educated, patriotic people. One key ingredient for this human smoothie? 18-year-olds.

Back in my day, when we turned eighteen it was straight into the meat grinder of Vietnam. June 1966: Career Day in the gymnasium, where defense contractors, community colleges, private enterprises and military recruiters outnumbered the kids. The Marines sweet talked us into becoming Marine recruits with promises of camaraderie and delayed entry buddy programs. My friends and I signed up faster than you can say, “Semper Fi.”

That formative experience gave me a lightbulb moment: why not solve the truck driver shortage and the immigration conundrum in one fell swoop?

Brace yourselves for my ingenious plan.

Let’s set up permanent career day centers at strategic locations. Think of them as the DMV, but with less soul-crushing bureaucracy. Eighteen-year-olds and immigrants seeking asylum walk in and they don’t leave until they’re a cog in the great American machine. Dr. W. Edwards Deming said, “It is not enough to do your best; you must know what to do and then do your best.” So, we’ll train them to do precisely what the machine needs: Warfighters. And what do Warfighters need? Supplies.

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Are You Thinking About Clowning Around with Six Sigma?

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Are You Thinking About Clowning Around with Six Sigma?

Guest writer Bob Rutherford expands upon the writings he has shared on his LinkedIn as of late with “Are You Thinking About Clowning Around with Six Sigma?”

The other day, I had a Zoom meeting with a befuddled CEO in India who was interested in me giving him the lowdown on Six Sigma since I have been writing extensively about leadership and Doctor Deming on LinkedIn.

So, with a heavy heart and a light sense of irony, here’s the breakdown of this so-called revolutionary quality management system that I shared with him:

The Great Statisticians.

Ah, the legends of modern Quality, the statistical superheroes—Dr. Shewhart, Professor Deming, Professor Chambers, Dr. Taguchi, and Dr. Wheeler. They laid down the law of quality like bosses. Deming even came up with his “14 points for management,” a kind of list of quality commandments for bewildered executives. Who doesn’t love a good commandment from on high, especially when it’s dressed up in statistical jargon?

The Dropout Disaster. 

Enter stage left, an obscure dropout from Uni and a Motorola employee, Mr. Bill Smith. He took Deming’s pearls of wisdom and, like a toddler with Play-Doh, molded them into something unrecognizable. His little experiment resulted in a quality apocalypse, with a mean shift of 1.5 sigma. Bravo, Mr. Smith! Because nothing says “quality” like a dropout with a wild idea and a dab of statistical ignorance.

The High School Huckster. 

Then there’s Harry, Mr. Smith’s partner in statistical crime. A high school teacher with the ethics of a used car salesman, Harry smelled opportunity. He concocted a theory so convoluted that even Einstein would scratch his head. His stroke of genius? Turning Smith’s catastrophe into the cornerstone of Six Sigma, complete with colored belts and logic filters. A true visionary, or maybe just a master of bamboozlement, because what’s a good scam without a touch of intentional obfuscation and some colorful accessories?

The Gullible CEO. 

But wait, there’s more! None of this would’ve taken flight if it weren’t for Neutron Jack, the CEO with a penchant for blindly throwing money at anything that sounded vaguely smart. Despite not understanding a word Harry said, Jack coughed up a cool billion like it was pocket change. Ah, corporate brilliance at its finest. In other words, who needs comprehension when you’ve got deep pockets and a desire to appear cutting-edge?

The Consultant Crawl. 

And lo and behold, with the birth of Six Sigma came a swarm of consultants, emerging from their hiding places like rats in a cheese factory. Eager to sink their teeth into the juicy pie of corporate ignorance, they led countless companies down the garden path, promising miracles and delivering mediocrity because what’s a scam without an entourage of opportunistic consultants, right?

The Fallout. 

Unsurprisingly, the Six Sigma saga ended about as well as a Shakespearean tragedy. According to the gospel of Qualpro, a whopping 91% of Six Sigma companies ended up belly-up. And let’s not forget the shining examples of success—like Ford, proudly boasting a 1 in 5 defective parts average, or Boeing, cutting costs and casualties with equal fervor. Why settle for success when you can have mediocrity and tragedy wrapped in a shiny Six Sigma bow?

The Emperor’s New Clothes.

In conclusion, dear CEOs of the world, Six Sigma isn’t just a quality management system—it’s a masterpiece of deception, a comedy of errors, and a tragedy of epic proportions. So, let’s raise our colored belts to Mr. Smith, Harry, Neutron Jack, and the legion of consultants who turned a simple idea into a billion-dollar farce. 

Bravo, indeed.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

The CSIs in the Tire Shop #technogeek

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The CSIs in the Tire Shop #technogeek

Our guest writer Bob Rutherford is back this week, along with a new hashtag (#technogeek), to talk technical about the CSIs in the Tire Shop.

At the last TMC meeting there was a lively discussion about the shock absorber and the role it plays in vehicle safety. As with most things trucking related, correct answers can be hard to come by. This is one example. The answer is totally dependent on what type of suspension system the shock has been incorporated into. 

From the textbook* on the subject, here are the various categories of suspensions: 

  Leaf spring 

  Equalizer beam:  leaf spring and solid rubber spring 

  Rubber block and torsion bar 

  Air spring:  pneumatic – only or the combination of pneumatic/leaf spring 

*Above from page 814 fifth edition Heavy Duty Truck Systems by Sean Bennett 

This white paper is concerned with only the air spring only system at this time (in bold above). The reason for this is explained in detail on page 826 about the air spring only system: 

“The primary disadvantage of the air spring is a ZERO ability to dampen suspension oscillations. For this reason, they use auxiliary dampening mechanisms such as shock absorbers.” 

Further research needs to be conducted to draw conclusions about the role of the shock in the other suspension systems listed above. One thing that is known for sure, a monoleaf spring design is very dependent on a working shock absorber as opposed to the multi-leaf spring packs have a self-damping capacity. It looks like the monoleaf design is gaining in popularity for the advertised weight savings of up to eighty-five pounds in some applications.

The more leaf springs in a spring pack the more self-damping against suspension oscillation the system will have. This reduces the need for a working shock absorber in this type of system.  

My conclusion is that on the air spring (AKA air ride) system the lowly shock has been crowned the King of Safety and needs to be recognized as such by all concerned with safety. A properly functioning shock can make the difference between a tire having the proper footprint or merely only having the equivalent of a toe print on the pavement. 

From a braking standpoint, how good is the braking system if the tires are rebounding off the pavement because the shock is worn-out? The shock is the key to keeping the tires on the road. 

Based on comments received on my prior published works I know many in the trucking industry think a shock, even on an air ride system, is not a key safety component. I am sure this is because in their mind’s eye they see an 80,000 GVW just bouncing down the interstate without a care in the world. I don’t look at that scenario; I see the last thirty seconds of an accident where a distracted driver cuts off the big rig and the driver is jamming on the brakes and turning the steering wheel with all the might the driver can muster. At that exact moment, the shocks had better be keeping the biggest and baddest tire footprint on the highway. 

So why would a truck driver drive on bad shocks? As stated, when I quoted the list of suspension systems, if the truck driver and mechanics were used to a vehicle with a leaf spring suspension, maybe worn shocks were never an issue; and that could be a very big “were never an issue.” 

In my research I have found that many tire dealers are not in the shock business and actually benefit in more tire sales when a customer brings back a cupping tire that is not covered under warranty because of a bad shock, other suspension problem, or an out-of-balance wheel end assembly. 

I have found those tire shops that see the future are using the ABC’S system (explained below) for wheel end management and so are fighting an uphill battle. 

Many drivers see a conversation in a tire shop with a CSI tone as the tire shop attempting to pull off a dreaded up sell of an unnecessary shock absorber just to pad the bill. 

Explaining the ABC’S and the CSI conversational tone with the truck owner 

It should be no mystery to anyone who has watched TV during this decade that CSI is short for Crime Scene Investigators. The ABC’S will be explained next. 

Michelin Tire Company has been distributing tire wear analysis charts to tire shops for years. The charts are titled “The Usual Suspects.”  I assume (and hope to verify someday) that someone in the Michelin marketing department saw the relationship between a tire that is dead on arrival (DOA) that like the TV show, there are always certain suspects that the death of the tire can be pinned on. 

The premise of the movie is that every time there was a crime they would round up the usual suspects, perform a crime scene investigation and figure out who done it. 

It is to the advantage of tire manufacturers to showcase the usual suspects as a troubleshooting tool for several reasons. First, they don’t have to warrant the tire and second, they might solve the mystery and have a happy customer in the future. 

I named the usual suspects the ABC’S gang. It is up to someone in the tire shop to look at the tire corpse and figure out who done it. The simple version of the gang members: 

  • Air pressure is not correct. 
    • Alignment issues 
    • Balance issues 
    • Bearing issues 
  • Centering/mounting issues 
    • Shocks & suspension issues 

It is my belief that every tire shop should have a whiteboard near the usual suspects’ chart and use it to explain what happened to the tire. 

I think every tire shop should have a whiteboard to help communicate with the driver about the wheel end system. The whiteboard could start out like the illustration, then be erased, to explain the Usual Suspects chart as it relates to the tire that arrived dead on arrival (DOA). 

As far as explaining that a shock needs to be replaced for safety reasons, the following steps need to be considered. 

First – Know how to identify an air ride suspension that needs good shocks. 

Second – Every new tire that was replaced because it was worn-out should have a new shock, again, depending on the suspension system.

Third – Further research into the cupping issue needs to be done. I think this can be a big tipoff that the shock was not replaced or there is some other unsafe condition, such as an out-of-balance wheel end that is not allowing the tire to have the proper footprint as it rotates down the highway. 

Fourth – I believe once the word is out, most tire shops will be interested in implementing the ABC’S and CSI system for their customers; the problem will solve itself.

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Navigating the complexities of the truck driver shortage

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Navigating the complexities of the truck driver shortage

Bob Rutherford is a 50-year veteran of the trucking industry. Thirty of those years were as a member of the TMC where he earned both the Silver Spark Plug and Recognized Associate awards for his contributions to the industry. He is also an Ambassador for the EnergyandMobility.org Conference. Today he shares a paper by John E. Dorer, “Navigating the complexities of the truck driver shortage.”

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Navigating the complexities of the truck driver shortage

A Paper by John E. Dorer

Courtesy of Bob Rutherford of CCJ.

The trucking industry, an essential backbone of the U.S. economy, faces an ongoing critical challenge: a significant shortage of drivers.

This shortage — 60,000 as estimated by the American Trucking Associations — is not just a transient issue. It has profound implications on the supply chain, affecting everything from the availability of everyday consumer goods to the stability of national economic growth.

The industry, alongside government entities, is implementing or exploring a variety of strategies to fill the gap, from recruiting a more diverse range of employees and offering specialized training to technological advancements such as autonomous trucks and government policy changes like more flexible hours of service.

Why the shortage?

The trucking industry’s labor challenge is multifaceted, stemming from a combination of demographic, economic and regulatory factors.

Aging workforce
One of the primary reasons for the driver shortage is the aging demographic of current drivers. Many are nearing retirement age, and there aren’t enough younger drivers entering the profession to replace them. At 46, according to the American Trucking Associations, or as high as 60 in CCJ’s 2023 “What Drivers Want” survey, the average age of a commercial truck driver in the U.S. is significantly higher than that of the overall workforce, 42, indicating a generational gap in the industry.

Challenges in attracting younger drivers
A variety of factors have made it a challenge for the industry to attract younger drivers. The demanding nature of the job, long hours away from home, and the perception of truck driving as a less desirable career path contribute to the issue. Moreover, federal regulations require commercial truck drivers to be at least 21 years old to drive interstate, which limits the pool of younger drivers who can enter the field immediately after high school.

Impact of COVID-19
The COVID-19 pandemic had a significant impact on the trucking industry. Many drivers were laid off or chose to leave due to health concerns or to care for family members. The pandemic also disrupted training and licensing processes, creating a backlog of new drivers trying to enter the industry.

Regulatory changes and implications
Over the years, regulatory changes have also affected the trucking industry. Hours-of-service regulations, designed to ensure drivers get adequate rest, also limit the number of hours a driver can work, impacting earnings and job appeal. Compliance with these and other regulations like the electronic logging device mandate add to the operational complexities for drivers and companies.

Economic factors
Economic factors play a significant role in the labor shortage. While truck driving can be lucrative, the pay structure (often based on miles driven or hours worked) and the lack of regular home time can be deterrents. The rising cost of living and stagnant wages in certain segments of the industry also contribute to the difficulty in attracting and retaining drivers.

Impact of the shortage

The truck driver shortage has wide-reaching implications that affect not just the industry, but the entire supply chain and U.S. economy.

Supply chain disruptions
The shortage directly affects the efficiency of the supply chain. With fewer drivers available, there’s a delay in the transportation of goods. This leads to longer delivery times and can cause shortages of products in various sectors, from retail to manufacturing. The just-in-time delivery model, which many businesses rely on, is particularly vulnerable to such disruptions.

Increased costs for consumers
The inefficiencies in the supply chain inevitably lead to increased costs, which are often passed on to consumers. The shortage of drivers can lead to higher shipping rates, and these increased costs can result in higher prices for goods. This inflationary effect can have a significant impact on consumer spending and the overall economy.

Challenges for trucking companies
Trucking companies are under immense pressure due to the driver shortage. They face increased operational costs, including higher wages to attract drivers, costs associated with driver turnover, and investments in recruitment and training. The competition for qualified drivers can also be intense, leading to a bidding war between companies.

Economic impact
Disruptions in trucking reverberate throughout the U.S. economic system. The driver shortage can hamper economic growth, affecting industries that rely on trucking for transportation of raw materials and finished products. It also impacts the labor market, with ripple effects in related sectors like logistics, warehousing and distribution.

Responses and solutions:

Recruitment strategies
Trucking companies are intensifying efforts to attract a diverse range of candidates, including younger individuals, retirees from other fields, military veterans and foreign nationals. These campaigns often highlight the benefits of truck driving, such as competitive pay, the opportunity for travel and, for immigrants, the chance at permanent residency and stable work in America. 

Training and licensing
Specialized training programs are being offered to efficiently prepare new drivers. There is also advocacy for lowering the interstate commercial driving age to 18 to expand the potential driver pool.

Technological innovations
Technological advancements, including the development of autonomous trucks, are seen as a long-term solution to the labor shortage. Meanwhile, improvements in truck technology are making the profession more attractive and less physically demanding.

Policy changes
Revising regulations, such as hours-of-service, and providing funding for training initiatives are ways the government is contributing. Furthermore, improving the efficiency of utilizing immigration programs, which allow skilled and unskilled workers, including truck drivers, to immigrate to the U.S., would benefit the industry.

A complex web of challenges makes potential solutions to the commercial truck driver shortage equally complex. Trucking companies and government agencies must be just as diverse in strategies to put more drivers on the road, ensuring stability in the supply chain and economy.

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