A gathering of key stories and photos that capture some of the action at the U.S. Army's manufacturing center at Watervliet, N.Y. This is a low resolution edition and so, if you wish a higher resolution copy please send a note to: usarmy.watervliet.tacom.list.wvapublicaffairs@mail.mil The Watervliet Arsenal (pronounced water-vleet) is an Army-owned and -operated manufacturing facility located in Watervliet, New York. The Arsenal is the oldest, continuously active arsenal in the United States having begun operations during the War of 1812.

1. SALVOU.S. Army Watervliet Arsenal – Since 1813 Sept. 2018
Change of
Command
Arsenal Welcomes a
New Commander
Page 4
Arsenal Team Awarded
2018 Value Engineering
Achievement Awards
Page 3
Something Big is
Happening
New Machines are Expanding
Capabilities and Capacity
Page 6

2. Page 2 The Salvo
Commander’s Corner
Colonel Milton G. Kelly
However, I want to remind us that we are still a
nation at war. Men and women are deployed around
the world in support of the Global War on Terrorism. The
work we do here is vital; Department of Defense and
Joint Warfighters depend on us to deliver materiel on
time, all the time. We must meet Performance to Prom-
ise standards.
There are four areas I want our leaders and work-
force to focus on: Safety, TEAM, treating people with
dignity and respect, and accomplishing our mission.
Safety is the cornerstone to everything we do. I
cannot afford to lose a team member due to slips, trips,
falls, lacerations/cuts, loss of limb or life. Wear your
Personal Protective Equipment (PPE) as prescribed and
always follow manuals and Standard Operating Pro-
cedures (SOPs) to ensure you accomplish the mission.
Every team member is a safety officer. This means if a
person sees a safety violation, make the correction by
informing the individual. If you can prevent an accident,
I expect you to do so. I need everyone’s help in this area.
Successful organizations work in teams. TEAM
means – Together Everyone Achieves More. Everyone
must know his or her role in the workplace. I need peo-
ple who are committed to achieving success. Do your
part and help others, and together, we truly can achieve
more. Leaders must train personnel and provide ample
opportunities for growth. Our detail oriented work de-
mands we have the right person, with the right skill-set,
working to ensure we deliver materiel to the Warfighter
on time, all the time. Leaders will continue to teach,
coach and mentor. This action will allow us to meet
senior leaders’intent and help prepare our workforce for
the future.
Treating people with dignity and respect. Let’s not
tarnish all the good we have accomplished. I need each
team member to help eliminate inappropriate behavior.
We are a professional organization comprised of pro-
fessional people. Respect each person – senior leaders,
directors, supervisors, peers, family and friends. I expect
all team members to conduct themselves professionally,
both at work and home.
Meeting our performance goals is our mission; no
exception! This is why we exist. It is paramount for us to
meet our monthly goals in all we do. As I mentioned ear-
lier, our nation depends on us – failure is not an option.
Working as a TEAM and holding people accountable will
help us achieve our mission. We must set realistic ex-
pectations, meet our customer’s demand and produce
materiel on time, all the time.
Proud to serve!
First of all, I am humbled and thankful to serve as the 60th
Commander of the Watervliet Arsenal. My family and I are very
thankful for the warm reception and hospitality shown to us
and we look forward to being a part of the community and all
it has to offer.
Commander: Colonel Milton G. Kelly
Public Affairs Officer: Matthew I. Day
www.facebook.com/WatervlietArsenal
The Arsenal Salvo is an authorized monthly publication for
members of the Department of Defense. Contents of the Salvo are
not necessarily the official views of, or an endorsement by the U.S.
Government, the Department of Defense, the Department of the
Army, or the Watervliet Arsenal.
News may be submitted for publication by sending articles to
Public Affairs Officer, 1 Buffington Street, Bldg. 10, Watervliet, NY
12180, or stop by office #102, Bldg. 10, Watervliet Arsenal. The editor
may also be reached at (518) 266.5055 or by email: matthew.i.day.
civ@mail.mil. The editor reserves the right to edit all information
submitted for publication.
SALVOU.S. Army Watervliet Arsenal – Since 1813
COL Milton G. Kelly
60th Commander, Watervliet Arsenal

3. Page 3September 2018
The Arsenal has a history of
problem solving, typically that in-
volves partnering with ARDEC-Benet
Labs – and that was exactly the case
when the Arsenal tackled a recent
issue involving rifling. As cannon
technology becomes more complex
and precise, so to do the processes
that produce them.
Recent changes in requirements
pushed the limits of our conventional
rifling process. This change severely
shortened the life of current broach-
es and increased tool time and costs,
creating additional challenges. Some-
thing needed to change.
A team was assembled with
experts from both the Arsenal and
ARDEC-Benet Labs. Their goal, im-
prove the life of broaches and tackle
new requirements. The team ended
up developing new manufacturing
processes that met customer require-
ments and extended the life of the
broaches in between servicing allow-
ing nearly five times as many tubes
to be rifled. This remarkable improve-
ment saved the Arsenal a significant
amount of money and will continue
to help reduce costs for future work.
The innovative problem solving, time
and cost savings are what earned the
Arsenal recognition during this year’s
Value Engineering awards.
The IPT team’s success was an-
other instance of the Arsenal leverag-
ing its relationship with ARDEC-Benet
Labs to search for continuous im-
provement in our ability to meet cus-
tomer needs and deliver products to
our warfighters. This formal recogni-
tion is one of just seven awards given
to the entire U.S. Army and speaks
volumes to that synergy.
The Watervliet Arsenal was recognized during the 2018 Department of Defense Value
Engineering Achievement Awards ceremony at the Pentagon on June 28, 2018 for its efforts
in reducing time and costs through a project to improve the broach rifling process.
Arsenal Team Awarded
2018 Value Engineering Achievement Awards
Acting Deputy Assistant Secretary of Defense Systems Engineering Kristen J. Baldwin hosts the 2018 Department of Defense Value Engineering
Achievement Awards in the auditorium of the Pentagon, in Arlington, Va., June 28, 2018. (U.S. Army photo by Zane Ecklund)
Arsenal employees Ryan Scrum and John Maloney accepted the Value Engineering Achieve-
ment Award on behalf of the Arsenal on June 28, 2018.
Story by: Matthew Day

4. Page 4 The Salvo
Typically, a change of command ceremony is con-
ducted with both the incoming and outgoing command-
er present. Due to timing, there was a gap between COL
Morrow’s departure and COL Kelly’s arrival. The result was
a first in Arsenal history. The administrative duties of the
Arsenal were relinquished by COL Morrow and assumed
by Deputy Commander Joseph Turcotte during a relin-
quishment of command ceremony on July 24, 2018.
During the relinquishment ceremony, COL Mor-
row reflected on the past successes the Arsenal enjoyed
during his tenure as commander and the contributions
of the workforce. He noted that,“Every single one of you
should feel a sense of pride in knowing that your service
makes a difference and is appreciated by the men and
women who use our products every day.”
Nearly a month later the arsenal held a second
ceremony, this time billed an assumption of command.
COL Kelly was finally here to step in as the Arsenal’s 60th
commander.
COL Kelly, originally from Orlando, FL, first joined
the Army as an enlisted soldier in February 1987 serving
over 4 years and achieving the rank of Sergeant. COL Kelly
graduated from the University of Central Florida in 1993
and received a commission in the Armor Corps, branch
detailed Ordnance. Prior to taking command of the
Arsenal, COL Kelly served as the Chief of Staff of the Joint
Munitions Command at Rock Island, IL.
On August 21, 2018, the Arsenal officially welcomed
COL Kelly and his wife Romona during a formal ceremo-
ny celebrating his assumption of command. The event,
officiated by TACOM Commanding General, MG Daniel G.
Mitchell, signified the transfer of authority and command
to COL Kelly.
COL Kelly arrived at the Arsenal with an eagerness to
get his hands dirty and get to work. COL Kelly comes with
an interesting and valuable perspective bringing not only
years of command experience but also time as an enlisted
soldier.
A change of command ceremony is nothing new to an arsenal that has been around for
205 years – in fact, we’ve had 60 of them. However, this year the Arsenal experienced some-
thing different; the Arsenal had two ceremonies marking our change of command.
Change of Command
Watervliet Welcomes our 60th Commander
Story by: Matthew Day
COL Kelly receives the Watervliet Arsenal colors from MG Mitchell during the passing of the colors at the assumption of command ceremony on
August 21, 2018.
MG Daniel G. Mitchell looks over to COL Kelly during his remarks at
the assumption of command ceremony of COL Kelly.

5. Page 5September 2018
During his assumption of command, COL Kelly out-
lined his command priorities to the workforce. Those be-
ing readiness, future force and taking care of the people.
When you work in manufacturing, fulfilling orders
and pushing product out the door on time is always a
complicated task. Our ability to fulfill customer orders on
time is directly tied to our military readiness. Our inability
to meet a deadline can have grave consequences to our
service members on the battlefield. That is why readiness
is at the top of COL Kelly’s priorities.
“Readiness is essential to our mission, we support
the men and women of our armed forces by providing
them the very best equipment we can produce,”COL
Kelly said.
The Future force involves not only keeping our
military the strongest and most technologically
advanced fighting force in the world, it is how the Arse-
nal will remain relevant in the future. The Arsenal’s bread
and butter used to be leather goods – the Army ceased
needing those when the days of horse cavalry became
obsolete. The Arsenal shifted manufacturing priorities
to meet current and future needs. While there is seem-
ingly no end to the need for cannon on the horizon, the
Arsenal must remain poised to meet future requirements
which will undoubtedly push the limits of manufacturing
requiring greater abilities.
Speaking of the Arsenal’s legacy, COL Kelly stated,
“The Arsenal’s history is commendable, but we need to
not only be the Arsenal of yesteryear but the Arsenal of
tomorrow.”
Our most important asset is our people – without
our talented artisans and support staff we are little more
than a warehouse of mills and lathes. That means we
need to continue developing our workforce through
hiring efforts, training and skills development and
protecting our current workforce by ensuring our work-
place remains safe and professional.
“I have a personal responsibility to the safety and
well-being of each and every one of you under my
command,”COL Kelly said,“Every person under this
command should come to work knowing that they are a
valued member who will be treated with the dignity and
respect owed regardless of who they are or where they
come from.”
COL Kelly is slated to lead the Arsenal for the next
two years. During his command he will have the chal-
lenge of leading the Arsenal to perform better at deliver-
ing our products to our warfighters on time.
Artisan Joseph Neale stamps the initials“MGK”into the breechface
of a M776 howitzer signifying the first cannon produced under COL
Kelly’s command at the Arsenal.
COL Kelly is interviewed by Spectrum News reporter Erin Altman
following his assumption of command ceremony on August 21, 2018.
COL Kelly and his wife Romona greeted and received warm welcomes
from members of the workforce and community following the cere-
mony – shown in the photo is longtime crane operator Dave Orourke
congratulating and welcoming the Kelly’s.

6. Page 6 The Salvo
Something Big is Happening
New Machines are Expanding Capabilities and Capacity
The Watervliet Arsenal has a history of responding to and answering the nation’s call, so
when the Army told the Arsenal they want guns, big guns, the Arsenal jumped into action
and is doing just that.
Story by: Matthew Day
In recent months, the Army announced its top pri-
orities for the service through the year 2024. On the top
of that list is long range precision firepower – the main-
stay of what we produce. The Arsenal is in the position to
respond to this task but, how did we get there?
In 2015, the groundwork of what would become the
Arsenal’s biggest modernization effort since the Reno-
vation of Armament Manufacturing (REARM) program
in the late 1970s and early 1980s took place. A team
from the Operations Directorate developed a lean event
that ranked machines and equipment based off of age,
maintenance needs and cost. This ranking prioritized
when machines should be replaced. The only problem
was there wasn’t the funding in place to set this plan in
motion.
The next few years proved crucial in executing this
plan. Through the tireless efforts of Arsenal leadership,
advocates within the Department of Defense and simply
put, good luck, the Arsenal finally secured the needed
capital to improve our equipment.
The Army began a push towards developing a new
cannon system that would boost effective ranges of cur-
rent artillery. Nearly at the same time arose the need to
enhance current howitzer systems. On top of all this, ad-
ditional workload began pouring in. The timing couldn’t
have been more perfect.
The arsenal was given the goal of not only purchas-
ing machines that can increase our capabilities and pro-
duce longer range guns, we also had to shoot for a target
of being able to significantly increase our output. That is
quite a welcome undertaking for an arsenal that has seen
a steady decline in production suddenly reverse.
The process of ordering a new machine can take
several months depending on a number of factors – this
is not a quick process. Given that long lead time, it is vital
that each replacement and order is done so carefully and
in coordination with customers as orders continue to
come in.
Foundations have been going up across the Arsenal,
and machines are being put in place, from large lathes
to milling machines for minor components. These new
machines are accomplishing three goals. First, they are
replacing an aging fleet that will reduce maintenance
costs and machine downtime. Secondly, they increase
the output of cannon that can be produced each month.
Lastly, these new machines are capable of producing larg-
er cannon than previous to meet new and future require-
ments.
Over the next several years, new machines will
continue to populate our once aging workshops bringing
additional gains to our capabilities and capacity allowing
us to more readily respond to future needs.A new machine sits ready to be installed on the newly finished founda-
tion that was laid as part of recent modernization efforts.

7. Page 7September 2018
Shutdown Week:
Arsenal Focuses on Maintenance, Repairs and Safety
Every year, members from the Operations Directorate and Public Works engage in a week-
long maintenance shutdown to focus on much needed work to sustain and enhance the
Arsenal’s readiness.
Story by: Matthew Day
Having a planned shutdown allows critical mainte-
nance of machines and facilities to occur over a relatively
short amount of time while incurring minimal impact on
mission support.
This year, major projects were tackled in every man-
ufacturing building leaving few spaces untouched. The
size and scope of shutdown has increased in response to
our increase in workload. Preventative maintenance of
machines is typically based on hours of operating time
– increased production means increased maintenance.
With more maintenance needing to be completed it’s a
good thing that there was an increase in available hands.
Over 200 employees performed over 9,000 hours
of labor to ensure that equipment remains running and
work environments stay safe. This is more people than
is typically available during shutdown week and that is
in part due to having more employees as well as newer
employees who may not have been able to use leave for
an entire week.
One of the first things you may notice are the freshly
painted floors in several shop areas and the completion
of lighting upgrades. While minor in comparison to other
projects, these on the surface enhancements do serve an
important purpose. Clean floors, fresh lines and brighter
lighting can play a crucial part in helping to curb acci-
dents caused by slips, trips and falls.
Much of the shutdown maintenance was focused
on preparing the Arsenal for future increased production;
that includes machines, floor space for future machines
and cranes and lifting devices.
Major work was done on upgrading some of the
busiest cranes in the Arsenal. With well over 12,000 lifts
performed each year it is critical to ensure that our cranes
receive the care they need during shutdown - mainte-
nance was performed and controls were upgraded which
will keep our cranes running smoothly and more effi-
ciently.
Often overlooked are the mitigations to safety haz-
ards. Something as simple as clearing debris and remov-
ing dust goes a long way at reducing fire and tripping
hazards. More obvious is the addition of new fall protec-
tion in the forge area. These new rigs are a proactive step
at addressing safety concerns before an accident occurs
by engineering it out.
This year’s shutdown was a major undertaking that
required a lot of hard work and stepping up by many indi-
viduals. Their efforts will help the Arsenal fulfill its mission
in the coming years.
Employees Samuel E. Hinton Jr., left, and Dan Hyatt install improved
controls on an overhead door – the new controls improve the safety
and functionality of the doors.

8. Page 8 The Salvo
Town Hall Wrap-up
Takeaways from September’s Command Town Hall
From September 10 through the 13, 2018, COL Kelly held a series of town halls to mark his
first face-to-face communication to the workforce. COL Kelly outlined the challenges the
Arsenal faces as well as his expectations.
Story by: Matthew Day
The format of past town halls at the Arsenal typically
involved a combination of supervisors and employees
and have evolved over the years. For his first town hall,
COL Kelly did something a little different – he split the
town halls up to specifically engage supervisors and em-
ployees separate from each other. The purpose of which
was to create an atmosphere where employees may feel
more free to engage the commander without the pres-
sure of supervisors and leadership in the room.
COL Kelly frankly laid out to the workforce the state
of production and the tough challenges we face in the fu-
ture and his expectations. Essentially what was delivered
was a gut check and a dose of reality that not all is rosy
–there is plenty of room for us to step up and perform to
the level we need to.
Performance to Promise is a term that is being spo-
ken about more and more at the Arsenal. COL Kelly spoke
in great depth about the importance of Performance to
Promise.
“Our whole purpose is to provide cannons and mor-
tars to our warfighters,”COL Kelly said,“and if we aren’t
delivering that product when we said we would, we are
failing that purpose.”
COL Kelly concluded by encouraging the members
of the workforce to continue searching and suggesting
better processes,“I know where good ideas come from,
they come from you!”
Also on the town hall agenda was the reminder of
federal guidelines and obligations regarding political ac-
tivities federal employees must follow, especially during
election season. MAJ Boone cited federal law, known as
the Hatch Act, and boiled down the key points to the
workforce. In addition to activities in person, MAJ Boone
cautioned about the increasing use of social media as a
form of political expression.
“If you’re going to use social media to make a polit-
ical comment, make sure it is not during duty hours and
not on federal property,”MAJ Boone instructed.
The key take-away from COL Kelly’s first town hall
is that the Arsenal has received everything we have
requested from higher headquarters and the Army. Now
it is time for us to meet their expectations and fulfill our
promises and that is going to take all of us working to-
gether as a team.
MAJ Boone, legal, delivers information regarding the Hatch Act and
federal guidelines on political activities of Federal employees during
the Town Hall on September 11, 2018.

9. Page 9September 2018
Production planning supervisor Dan Moran was
presented with the Patriot Award by Regional Chair and
Director of Military Outreach for New York State Emil
Baker during the commander’s town hall to employees
on September 11, 2018. The Patriot Award is given to
individual employers or bosses who have shown excep-
tional support to members of the Guard and Reserves.
The award reflects efforts made by employers such as
flexible schedules, time off prior to and after deployment,
caring for families and the granting of leave. Mr. Moran
was nominated for the award by Arsenal employee Kevin
Jackson following Moran’s exceptional support of his
military duties while an employee at the Arsenal.
Baker relayed that when Jackson was faced with a
month long deployment, Moran approved Jackson’s leave
and simply asked that he,“Just come home safe.”
In his nomination to ESGR, Jackson recalled the
above and beyond support he received from Moran and
others at the Arsenal. It can be difficult to juggle the
responsibilities of work, family and reserve obligations;
Jackson’s supervisors and coworkers helped ease that
burden. Their support made it possible for Jackson to
fulfill his duties with less worries at home.
“I was just doing the right thing,”Moran said,“You
never know what impact your words will have on some-
one.”
Baker noted that to his knowledge the Watervliet
Arsenal is the first military base to receive the Patriot
Award from ESGR. This is an honor not only for Moran, but
signals that the Watervliet Arsenal is a supporter of our
citizen warriors and reflects highly on the work environ-
ment and quality of leaders at the Arsenal.
ESGR is a Department of Defense program founded
in 1972 to promote cooperation between Reserve com-
ponent service members and their civilian employers. The
Patriot award is the first in a series of progressive awards
that acknowledge the support of employers to members
of the Guard and Reserves.
Jackson also nominated fellow co-worker Don
Olszowy for the Patriot Award. Olszowy was not present
to receive his award.
ESGR Patriot Award
Arsenal Employee Receives DoD Award
Watervliet Arsenal employee and supervisor, Dan Moran, received the Employer Support of
the Guard and Reserve (ESGR) Patriot Award during an award presentation at the Command-
er’s town hall on September 11, 2018.
Story by: Matthew Day
Emil Baker, center, presents Dan Moran with the ESGR Patriot Award
during the Arsenal Town Hall on September 12, 2018 alongside, left
to right, COL Milton Kelly, Admiral (ret.) Harold Goldman and Kevin
Jackson.

10. Page 10 The Salvo
During the first week of September, employees comprised of assigned Special Emphasis
Program Managers (SEPM’s), EEO counselors from three other Department of Defense
entities and local senior leaders attended a SEPM course hosted at the Arsenal. This first of
its kind training event at the Arsenal teaches participants the history of and why we have
special emphasis programs and the role of a program manager.
In order to understand what a SEPM does, we first
need to understand what a special emphasis program
is. Special emphasis programs are groups of people the
government has identified as being historically un-
derrepresented in the workforce. Unfortunately, these
historical trends still persist today.
The goal of the special emphasis program is to
end discriminatory practices and to ensure full par-
ticipation by all peoples across the spectrum. Special
Emphasis Program Managers are the facilitators of that
process and work with management to ensure that all
qualified individuals are given equal consideration for
employment and advancement in the workplace.
Watervliet Arsenal currently has SEPM’s for people
with disabilities, LGBT, Women, Hispanic, African-Amer-
ican and Native American employees (though the
Arsenal recognizes and supports all special emphasis
programs mandated by the Federal Government).
Students of the SEPM course included both Arse-
nal employees as well as employees from other Depart-
ment of Defense installations including Camp Legeune,
N.C., Army Corps of Engineers out of Memphis, TN, and
Anniston and Redstone Army Depots.
During the three day course, students learned
how hiring practices can have the affect of excluding
certain groups of people. An example given to stu-
dents was a long-standing practice of requiring police
officers to be at least 6 foot tall. This was successfully
challenged as it excluded members of groups that are
on average shorter than 6 foot from serving as police
officers, including women.
The students learned how to identify hiring
practices that can have an adverse impact and how
to mitigate those in the future. When it comes to job
requirements, employers should ask if whether or not a
requirement is actually needed for the ideal candidate
to perform the duties.
Students were also encouraged to challenge the
belief of the‘right person for the job’and instead to
view candidates that apply as qualified or not qualified
for the position. That is to say that everyone who makes
the best qualified list has the potential to be the right
person for the job. Too often the‘right’person may
be influenced by factors other than their merit and
qualifications. The goal of the SEPM is to identify those
barriers that may prevent all from having a fair opportu-
nity and help agencies make better hiring practices that
ultimately help the organization.
This course is the foundation of a renewed special
emphasis program at the Arsenal. It is the first step in
local command efforts to ensure that the Arsenal is
keeping with the best hiring and personnel practices in
the Department of Defense.
Special Emphasis Program Manager Course
Equal Employment Opportunity Office
Story by: Matthew Day

11. Page 11September 2018
Quality Control Vs. Quality Management
Continuous Improvement Office
You also want to do this in the most efficient way, according to what you promised, to maximize value to your
customers and keep them happy with your efforts. A pretty simple business, right?
Yes! We have been given the road map and tools to excel in all of the above… ISO 9001. The Pentagon knows
this. That is why AR 702-11 (Army Quality Program) has been pushed down to the Organic Industrial Base. AR 702-11
advocates all of the elements of the ISO 9001 standard.
So, why is this Quality standard treated, at worst, like the boogeyman and enemy, or at best, a nuisance and ag-
gravation when compliance issues arise?
In the typical manufacturing facility there
is always the struggle to wrap your arms
around costs, meeting schedules and
making your products correctly. You want
to control everything you can to maximize
your probability of success.
Story by: Ed Stewart
Consider this:
ISO 9001…
• Requires top management into a SWOT analysis to
properly plan a vision and strategy (element 4).
• Requires top management to establish and lead
a customer focused quality management system
(element 5).
• Requires management to plan for success,
reduce failures, achieve goals and continually
improve (element 6).
• Requires management to provide all the re-
sources necessary for everyone to be successful
(element 7).
• Requires operations to plan, control, and deliver
quality products and communicate with custom-
ers (element 8).
• Requires the organization to monitor, measure,
control and self-audit to ensure all plans are
followed (element 9).
• Requires the organization to timely document
and fix what’s wrong to continually get better
(element 10).
• Also, contained in the above high level areas are
the following mandates, in part:
• We must conduct root cause analysis so we
treat the illnesses and not just the symptoms
of non-conformances
• We must mitigate known recurring situa-
tions that prevent quality product delivery
through risk-based planning
As you can see, ISO 9001 only makes an organization plan for success with a good business model. The longer an orga-
nization (truly) practices ISO 9001, the easier delivering quality products on time should be.
Call it a template to“be all we can be”. If we embrace the challenge and train ourselves to go through all the exercises
in the standard like soldiers do marches and drills, then we can come out the other side as a lean, mean manufacturing
machine. As in physical fitness, so too in business… no pain, no gain. Hoorah!

12. THINK SAFETYStay Safe!
Top 5 Forklift Safety Points:
1. Prepare to Drive
Always wear your seat belt and proper personal protective equipment (PPE). Keep
all limbs inside the driver’s compartment. Make sure dock plates are secure before
driving over them. Be licensed.
2. Operate Smoothly
Avoid sharp turns, travel safe and slow. Be extra careful on wet, or uneven,
surfaces.
3. Carry Correctly
Make sure the load is within rated limits. Carry the load low and tilted back. Carry
load backwards when view is obstructed.
4. Watch for Pedestrians
Give pedestrians the right of way. Use horn around blind spots and when entering or
exiting buildings.
5. Park Properly
To park your forklift, lower the forks and put controls in neutral. Then turn off the
engine, check the parking brake and remove the key.