refrigeration magazine sept 15

SEPTEMBER 2015

Employees

Convention Season Arrives

Hiring And Retaining

ALSO INSIDE

2 REFRIGERATION Magazine │ September 2015

September 2015 │ REFRIGERATION Magazine 3

September 2015Vol. 198 │ No. 9ISSN #0034-3137

EDITORIAL STAFF

Mary Y. CronleyEditor/[email protected](404) 819-5446

Joe CronleySenior Staff [email protected](404) 295-5712

Markurious Marketing Group, LLCArt [email protected](678) 439-6534

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Mary Y. CronleyEditor/[email protected](404) 819-5446

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Table ofCONTENTS

DEPARTMENTSspICE Keeping It Together 4AD INDEX A list of our advertisers 26CLASSIFIED ADS Classified advertisements by region 26

HOW DO YOU RETAIN EMPLOYEES IN A SMALL COMPANY?You don't have to stay in a hiring cycle

12

226

258

RETAINING YOUR BEST HOURLY WORKERSWhy is it important to manage turnover of hourly employees?

IPIA 98TH ANNUAL CONVENTION AND TRADE SHOWPlan your next IPIA

RECOGNIZING YOUR IMPACT ON YOUR COMMUNITYAshley Furniture Leads Arcadia, WI with business and involvement.

OTHER UPCOMING ICE INDUSTRY MEETINGSPlan to attend at least one meeting soon

FEATURES

12

6

22


spICE

Keeping It TogetherWhat is it about your company that keeps your employees from leaving? Do you supply an open, creative environment in which they can perform in their best capacity? Is your pay better than their last job? Most business owners or managers will tell you that by the time employees finally get that raise from you, it’s too late. You have to get compensation right, as best you can, all the time. These days, anyone good is going to get a raise to move--and maybe a signing bonus on top of that. Yes, even in our tiny but stable industry.

It’s difficult and awkward to counter. Anyway, it’s too late by that point. Once they tell you they have another offer they’re already out the door. A raise won’t do it at this point, at least not for the good ones.

Then there’s the issue of creative environment. If you are able to let someone make the job their own, it often pays off in huge ways. They bring fresh perspective if they’re really good. Likewise, if you’re a good leader, you’ll provide them with a growth path in order to learn, to do and to grow the company.

You’ve spoken to plenty of people who joined a company for money, then came to realize that they were dying a little bit each day. The best reward is a job that feels like an extension of the individual. By nature, most of us in the packaged ice industry have a solid work ethic. Many of you have shared with me that when trying to hire their own children into the business, they are met with, “No Dad, no Mom, I don’t think I can work that hard. At least I don’t think I want to!”

Therefore, try and help your key employees, within the boundaries of reality, to achieve what they want, and what YOU want as well.

I was a lucky one. I may not have come into this industry as serious as my father would have liked, and often we had long discussions about what he wanted, and how he wanted things to be run. As our years in business together rolled on, and he witnessed me getting to work before him, and leaving after him, I think I began to earn his respect, and as a result, a little more say in how things could grow, or could evolve a little differently.

I could probably write a monthly column full of these anecdotes, but let’s just say that often in business it’s about the money, no doubt. But just as often, at least in a family business, it’s usually not.

Happy Reading!

Mary Yopp CronleyEditor, Refrigeration Magazine

"If you are able to let someone make the job their own, it often pays off in huge ways. They bring fresh perspective if they’re really good. Likewise, if you’re a good leader, you’ll provide them with a growth path in order to learn, to do and to grow the company."

Last month, after engaging the Goldman Sachs to help them assess the issue, the Wanek family announced that they had decided against selling their business, Ashley Furniture. A Wall Street Journal report on their decision illustrates the impact that a family business can have on the community. In the Waneks’ case, that impact is huge.

As the Journal reported, Ashley Furniture has its headquarters in Arcadia, Wis., which has a population of just 3,000. Ashley is “by far the biggest employer” in Arcadia, the article noted. (The company also has plants and distribution centers in other Mississippi, Pennsylvania, North Carolina and California, in addition to importing furniture from Asia.)

So connected is the town to the Waneks and their business that a statue of the company founder and chairman, Ron Wanek, stands Arcadia National Park, the Journal noted. Ron Wanek’s son, Todd, is Ashley Furniture’s CEO.

When Ron and Todd Wanek announced -- at a meeting held at the local high school -- that their family would be holding on to Ashley Furniture, a standing ovation erupted, the Journal article said.

Even if your company is based in a metropolis like Chicago rather than a small town like Arcadia, there are people who rely on your business for their livelihoods -- not only your employees, but also those who work for your suppliers. The good news is that these people are rooting for you to keep your business in your family.

The downside is that community members will notice any signs that you might be looking to sell or that a generational transition might go awry. Your children’s ill-advised Facebook posts or other misbehavior, your public arguments with your spouse or a reduction in your contributions to local charities could be seen as red flags.

In a bigger hometown, your family won’t stand out as much. But every business family should be aware of the positive as well as the negative aspects of their community ties. The bottom line is that communities want -- and need -- their family businesses to succeed.

Family Business

The packaged

ice business has long been

known for their hometown roots in the towns they were born. Back when ice was a commodity, the ice wagon with the family name was as recognizable as the postman, the mayor or the preachers and rabbis. Here is an article on another industry’s family business impact within the town this family lives and works in.

Edi

tor’s Note


How Do You Retain Employees In A Small CompanyBy Anita Campbell, Small Business Trends

You’re excited because your business has grown. It’s no longer just you running everything. Things are cranking along. Your sales are now predictable enough that you start hiring employees.

After a couple of months of searching and hours of reviewing resumes and interviewing, you really stretch your budget and hire a manager for a key role. Let’s call him Joe.

You spend many hours getting Joe up to speed on your business. You pay good money out of pocket to send him off for specialized training to learn the systems and software your business uses, and to develop stronger management skills.

After a year or two, Joe has really caught on. He is engaged and contributes everyday. He is reliable and a team player.

Joe is so good that he develops deep know-how about your business and how to run it. You’re very pleased with Joe.

One day a horrible thought hits you: What if Joe leaves?

It will be difficult to replace him without disruption. Your business could be in for a world of hurt, at least in the short term. And that gets you thinking: what do I have to do to make sure Joe doesn’t leave?

And it’s not just Joe. You think about the rest of your employees and how they work as a team and keep the business operating. The larger question becomes: How do I retain

all my valuable employees?

Great employees are the lifeblood of any small business. However, as the job market accelerates, even happy workers may be tempted to explore whether

the grass is greener at another company. Losing employees is a concern for most small businesses, not least because of the cost: a study from the

Center for American Progress estimated that replacing an employee costs, on average, 20 percent of the employee’s annual salary.

So if a worker making $50,000 a year quits, you’ll pay roughly $10,000 to cover the lost productivity costs and then recruit and train someone new.

“At a small business, everyone is that much more important; you’re a bigger piece of the pie,” says Dawn Fay, New York-based district president for staffing firm Robert Half. “There’s the cost of losing someone, but you also run the risk of losing other employees or burning people out as they carry a larger workload, which can affect your client service and product and ultimately impact your revenue.”

For small companies, keeping the right people in the right seats is paramount.

Hiring and Retaining


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Take the time and effort to hire right. In a small business you can’t afford to make even a single bad hire, because one person may be a large part of your staff. If you have 10 employees, by picking the wrong person for just one position you’ve now negatively impacted 10 percent of your workforce.

Get creative. You’re competing with a lot of other companies out there – some of which may be able to offer higher pay than you can. Consider adding non-

monetary benefits such as flexible work schedule, and non-medical benefits such as vision and dental coverage. Most employees will look at the total overall package.

Recognize good work. Employees want to be appreciated. Atta-boys and plain old thank yous for going above and beyond, are important. Recognition programs such as employee of the month help, too. Don’t let all or even a majority of your feedback be negative or “constructive” — show appreciation for a job well done.

Create connections. Relationships matter. Take the time to develop

relationships with employees such as by mingling during lunch breaks and holding internal celebrations. One thing I learned a long time ago is that employees like to work in a place where they like their boss and their coworkers.

Listen. No one likes to feel powerless or like they don’t matter. By listening to suggestions and input, you show that the employee is important. They matter.

Here are five ways to improve your employee retention and ensure your best and brightest stick around:


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In a high-pressure, time-sensitive business like the ice industry, we’ve learned that keeping employees is as valuable and sometimes maddening as

finding them. We find some talent, get them in the door, show them the ropes of a full season with an ice plant, and hopefully they stick around. Even better, hopefully they’ll learn to love the business and help it grow.

I’ve spoken to many of you with children of working age, who tell me the kids say our business is, “too much work,” and that they “don’t want to have to work that hard.”

Understandable. You do work incredibly hard. You always have. As did your father, and your grandfather as well. Finding our talent, whether it’s from our gene pool, high school, grad school, or the wide open business world, has always been a near hobby for us. We stay grateful for who we have running our offices, driving our trucks, competing for sales and new accounts, and staying sharp with trends.

Once we have our company in place, it would be nice to enjoy it as is for some time and be able to rely on a team. We don’t want to go through a learning curve again. Especially not during an ice season. Let’s take steps to not have to.

RM has taken a look at labor resources and hiring and retaining employees. Send us your secrets of how you have found and kept the folks who have helped make you who and what you are today. We won’t name names unless you say so, and we’ll even share a few of our own.

Retaining Your Best Hourly WorkersWHY IS IT IMPORTANT TO MANAGE THE TURNOVER OF HOURLY EMPLOYEES?

By Joe Cronley


According to the U. S. Department of Labor, hourly workers have an average turnover rate four times higher than that of their salaried or exempt counterparts. Do you know what the turnover is among your hourly workers? It’s important to manage the turnover of hourly employees because of the costs and risks associated with excessive turnover. Let’s take a closer look at both the costs and the risks.

CostsThe population of hourly workers in the US tops 75 million employees. It’s expensive to keep hiring and replacing any employee, even low-wage earners. Replacement costs will vary depending on the industry, the person’s wage, and the scarcity of the skill set that you are trying to backfill.

Here are some recent estimates: • The Hay Group study pegged the

cost of replacing hourly workers at six months’ salary; the replacement cost for a full time employee earning $8 per hour would be $8,000.

• For a call center, the most conservative direct-cost estimate of replacing an employee was 50% of the annual salary. This includes costs associated with recruitment, orientation, training, and ramp-up.

• According to the U.S. Department of Labor, it costs one-third of a new hire’s annual salary to replace him or her. For an $8 per hour employee, the costs would total over $5,000.

The costs associated with turnover can be attributed to: • Cost of advertising the vacant

position • Cost of screening and pre-

employment tests • Lost productivity • Cost of orienting and training the

new employee

• Manager’s time to interview, screen and test candidates

• Management time to train new employees

• A study by Coca-Cola Retailing Research estimated total direct and indirect costs of replacing a supermarket cashier earning $6.50/hour was at least $3,630. This is about 28% of a yearly full time salary.

• The American Hotel and Motel Association cites $2,500 for direct costs and $1,600 for indirect costs, to total $4,100 to replace a worker making $8.00 per hour. This is about 26% of a yearly full time salary.

• Cornell University’s Hotel School estimates that replacing a front desk employee in a Miami hotel would cost over $5,600.

These costs may seem insignificant until you realize how frequently you incur them, especially if you’re in an industry plagued with high turnover rates like hospitality and retail. According to AberdeenGroup, average turnover can range from over 50% for line-level hotel and motel employees, to 104% for specialty stores, to more than 200% annually in fast food chains.

RisksAny turnover causes disruption to internal processes. Very high turnover can also result in poor morale, which in turn leads to decreased motivation from the employees that remain. Service companies with high turnover are at risk for poor customer service. In manufacturing facilities with high turnover, efficiencies, productivity, and output will all suffer.

In addition, high turnover can give your company a reputation that you don’t want; it can reflect poorly on your brand. Your store managers won’t respond well to several new drivers per year, and in the CDL community your reputation as a company people don’t

Retention... The Hard PartOnce your new employees are in the door you need to keep them. Remember, the economy is good, so don't give them a reason to look elsewhere.

RECOGNITION – When something is done well, ANYONE loves being recognized for hard work. We don’t miss a beat here.

LISTEN – I take a group of employees (not my direct reports) out to lunch once a month to get the pulse of the company and their feedback. It’s where they spend a good chunk of their day so they need to be heard.

MONEY – I don’t mean to give extra money to someone who does his job -- you already pay him for that. But if someone goes way above and beyond to call of duty, tell him you’re giving him money and tell him why. You want to reward great behavior.

BENEFITS – I had to buy an inhaler the other day outside of insurance and instead of $20 it was $177. Medical is huge and costs about a few hundred a month for a full-time employee.

HIRING THE RIGHT PEOPLE – Your great employees know RIGHT AWAY when someone isn’t working out, probably more quickly than you do. If you keep employees on that aren’t up to snuff, you’ll send a message that says you regard them the same as your great employees. Keep within the law and do what’s right.

The ice industry has learned that we need to constantly update and implement and never take for granted. Too many companies in the early stage (including ours) do. We count on our children in the business to stick with us, and the employees we’ve had for so long, to never leave. We don’t want to go through a learning curve again. Let’s take steps to not have to.


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stay at will travel quickly. It can cost you in recruitment and customer retention.

Why fix it? There’s a big bottom line impactSeveral studies have shown that being a great place to work is linked to outstanding business results. According to Franklin Research and Development, the 100 Best Companies consistently outperform major stock indices. HR management firm Hewitt researched the best employers in Australia and found that they have stronger three and five year growth (as measured in revenues and profits) than other participants in the study and they out-perform their industry sector.

Any discussion on this subject inevitably leads to the question, why don’t people stay at my company? In “The Human Capital Edge,” authors Bruce Pfau and Ira Kay definitively proved that good retention practices lead to good business performance, not the other way around.

Let’s Get Started! How to build a retention strategy

Start at the topThe organization’s retention strategy doesn’t exist in a vacuum – it springs from overall company strategy. So the first step in creating a retention strategy is to define the company strategy, then design workforce strategies and initiatives to support the overall strategy. Carry this even further and create HR tactics to support the workforce strategy and, finally, establish supervisor practices that will support the tactics.

For example, Southwest Airlines is dedicated to “the highest quality of customer service, delivered with a sense of warmth, friendliness, individual pride, and company spirit. … [They offer]

employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines.”

Whole Foods Market, a leader in the quality food business, aims to take food retailing to a higher standard. The retailer guarantees 100% product satisfaction and strives for outstanding customer service. They seek employees who are energetic, intelligent and enthusiastic about serving customers. They also provide continuous learning opportunities about company values, food, nutrition, and job skills as part of their commitment to promote from within the company.

These two leading and nationally-known companies have envisioned a specific customer experience that they strive to deliver, and they attract, develop, and retain the type of employee who can deliver this experience. Obviously, your retention strategy won’t be the same as Southwest or Whole Foods because your corporate goals and your corporate culture are different, but your values are probably the same.

In support of your corporate strategy, your key workforce initiatives might be to build the workforce of the future, remain a union-free workplace, improve utilization, improve bench strength, or lower labor costs. As you further develop cascading goals related to employee retention in particular, the list might include:

• Improve hiring and screening practices to ensure better job fit

• Speed time to hire • Decrease time to train and mobilize

new hires • Reduce turnover costs • Reduce hiring expenses

• Improve retention of high performers

• Improve the skill level of the employees that we already have

• Identify and get rid of poor performers faster

• Move supervisors with poor people-management skills out of those positions

Studies show that hourly workers are typically on the job market for an average of five days. Most of the applicants are walk-ins, so it’s important to be able to act quickly or the applicant will move on to the next potential employer.

Steps to build the retention strategyA retention strategy can move you from status quo to your goal. When defining your goals, be as specific as possible: answer the questions who, what, when, where, and how much.

Here are the steps in building the strategy: • Define company strategy • Use this strategy to define workforce

initiatives, then hiring and retention strategies

• Create a meaningful model in which to classify your hourly employees, whether it is based on job description, skill level, full time vs. part time, seasonal workers vs. year round.

• Describe the retention landscape as it exists now. For each employee population, what are your current patterns of turnover and retention? What hiring, on-boarding, training, supervisory, and compensation practices do you have in place now? What are the current costs associated with turnover?

• If turnover is higher than desired, determine root causes.


continued on page 18 ►


• Picture your desired goals, as determined by the company strategy and culture and as limited by your sales as well as your labor market. Don’t be overly ambitious - your target for Year One might be simply to get turnover measurements in place and to start to “move the needle” perceptibly. Ultimately, you want to achieve the “right” turnover target that achieves the optimal balance of productivity and ROI for the organization.

• Examine the gap between the status quo and the goal. Define what is required to get from where you are now to across the goal line.

• Brainstorm how can you improve results at each step (source, attract, select, hire, on-board, engage, train/develop, deploy, and reward) to incrementally improve overall retention. Develop tactics for each employee population based on best practices and on what each population values.

• Consider the financials – what will it cost to deploy the new steps that you’re proposing, and what are the benefits of improving retention?

• Get buy-in from all affected parties, including current employees and others who interact with them, before implementing changes. Get help if your group is not adept at managing change. Determine what tools the front line managers will need to better manage the hourly population.

• Quantify your goals and motivators, and be prepared to measure results.

• Repeat and refine process, tactics and measurements.

Start with a model of your hourly employeesAs mentioned previously, to have a meaningful discussion about the retention of hourly workers, managers

need a solid handle on exactly who fills each category. You may pay drivers or helpers hourly, and these are critical functions with direct store interaction. Warehouse or packaging workers may perform entry level jobs which require very little training, experience, or even English language skills. These workers might be seen as interchangeable and the competition for them is less intense.

One way to assess job categories is to define them based on their public interaction and skill level. Here’s a model used by Dr. Steven Hunt, founder of SuccessFactors, a division of enterprise software giant SAP. This version is based on jobs typical to a packaged ice producer:

Creating such a table for your own workforce may help you identify critical needs, availability and cost of replacing a worker based on his or her level of skills and interaction with your customers.

What is the best turnover rate?Most managers acknowledge that the turnover rate can be too high because it causes disruption to internal processes and to customer service, and it’s expensive to churn employees. However, there can be negative implications to low turnover as well. Good managers know intuitively that very low turnover might pre-dispose an organization to stagnation.

Very low turnover might be a warning sign that you’re spending too much

on pay and benefits, especially if the pay has outstripped the value provided by entry-level workers. Or, if involuntary turnover is very low, it may be an indication that your managers are not weeding out poor performers. If company owners take a “hands-off” approach and rely exclusively on salaried managers, a long term entrenched team could mean a lack of transparency, inefficient practices, or even employee dishonesty.

The optimal turnover rate is the one that maximizes productivity. The optimal turnover rate is different for different industries, companies, jobs and locations.

What is your current turnover rate?To really understand turnover, break out voluntary from involuntary. To calculate your own turnover rate, take the number of voluntary separations over the past year (don’t include retirements) and divide by the total number of employees. You might want to calculate full time employees separately from part-time employees, or convert the count of part-time employees into FTEs. Some people prefer to divide by the average number of employees for the year as opposed to the total number of employees at year end.

It’s tempting to derive a formula that captures aspects of turnover that are unique to your situation (seasonality,

Task Based Work Interactive Work

Skilled

CDL DriverRefrigeration TechPlant Engineer

SalesCustomer Service

Less Skilled

Packaging LineWarehouse/Loading/ForkliftEnglish Skills Less Important

Truck HelperFront Office StaffEnglish Community Critical


◄ continued from page 15


for example), but we recommend that you use the same formula that your peer group or your industry uses, so that you can make meaningful comparisons to them.

Packaged Ice is an industry that is difficult to compare to other direct store delivered and food industries, due to both seasonality and the relatively small number of producers. If you used a table like that illustrated, it could be helpful to compare job categories to larger industry standards: CDL drivers relative to CDL drivers in your market; food warehouse workers relative to your market; and so on. Also, ask yourself who you compete with for labor, not for customers. You might be competing with a fast food franchise, a hotel, or a drug store chain for hourly workers. Your local Chamber of Commerce might be able to provide statistics to help you compete and succeed in your local market.

Your target turnover rateTo determine your target rate, you might find information from publications or websites that compile the popular “Best Places To Work” rankings to learn about practices that have been successful at reducing turnover. Great Place to Work Institute, Inc., supplies the

data for Fortune’s “100 Best Places to Work” list, and their list demonstrates the retention gaps between top companies and the industry averages.

If your turnover rate starts to soar, perhaps the economy is improving and employees are quitting in order to make a bit more money, try a different type of job, or shorten their commute.

If your turnover rate is much higher than industry standards or local competitors, then you can’t blame it on the economy. Figure out the root causes by conducting interviews and looking for trends in your data. Consider external as well as internal factors that might explain the patterns that you see.

Here are some questions to research: • When did the rates start to climb?

Was there something else external to the company that occurred at the same time, for example, did the public transportation schedules change? Did a new employer arrive on the scene offering higher wages? Is this a seasonal pattern?

• Do new hires quit or are the people with more service quitting?

• Are employees of a certain age quitting? For example, are your Generation Y hires quitting but your Gen X hires are settling in fine? Maybe your company culture is a better fit for the latter.

• Is there a correlation between quit rates and the training and on-boarding that employees received?

Once you identify the root causes, you can formulate strategies for conquering the problem.

How to find best practices for reducing turnover

Watch your assumptionsMany surveys such roll the results from hourly and salaried employees together, so it’s hard for supervisors to research retention tactics for the subset of hourly employees. Since hourly worker are more likely to be young, entry-level, and possibly not English-speaking, the retention tactics that you use for them may differ than the tactics that you’d apply to increase the retention of older, more established workers.

However, be careful about your assumptions with regard to hourly workers. Surely, some of them have opted for part time or hourly jobs so that they can pursue other interests and obligations outside of work. For them, the job is a means of putting food on the table and paying bills. But don’t assume that all hourly workers fall into this category.

How to find out where you should invest

Here are steps you can take to discover what tactics would work. • Look at what successful companies

do, especially those in your industry • Ask what motivates your workers o Use exit interviews and

compile reasons for voluntary terminations

o Use pre-exit interviews to find

BEST PRACTICE PRESCRIPTION

CURRENT STATE FUTURE STATE

• What is your optimal turnover rate?

• Optimal turnover rate controlled

• What is your turnover risk?• Unplanned turnover

mitigated

• What does unplanned turover cost your organization?

• Unplanned turnover costs reduced

• Impact of best practice interventions can be measured

Flexibility

Training

Childcare

Wages

Etc....



out why employees stay o Compile a list of tactics that

your company might consider and ask your employees to rank them

What metrics should you examine?When you build your retention strategy, specify the metrics you’ll track. Over time, you’ll be able to establish a range of acceptable and unacceptable results. Remember that results will be influenced by local unemployment rates and industry turnover rates.

Examples of metrics related to retention might include: • Reduce turnover among desired

populations by x% by year end • Reduce number of quits within the

first 30/60/90 days of service by x • Reduce costs associated with re-

filling positions by x% or $y • Reduce time spent by managers in

re-filling positions by x hours • Employee length of service increases

from x weeks to y weeks by year end • Number of managers who reduce

their turnover rises by x%

What is the investment required and what is the expected return?If you know the value of retaining an employee for an extra month or pay period, you will be able to weigh that value against the costs of the interventions that might improve retention. But it’s hard to make direct linkages between implementing a new retention tactic and financial results because there are so many intervening factors. Another issue is that many of the benefits of increased retention are “soft,” and they will be difficult to quantify. For example, how do you put a value on an employee’s increased knowledge, experience, or engagement? These are all factors that are likely to improve as turnover is reduced.

SummaryImproving retention of hourly workers is very possible, and the benefits of doing so have far-reaching effects. The Workforce Institute recommends building a retention strategy for hourly workers in order to control the costs and risks associated with turnover. There are many interventions that you can deploy that can reduce turnover, but it’s important to understand your unique situation – the economic environment, the corporate strategy, the types of positions that you have, and the demographics of your hourly employee population – before you design your strategy.

AppendixHere is a list of factors that should be considered when you evaluate your company’s turnover risk. Apart from the first few items, the list can also be viewed as tactics for improving retention. The most effective tactics, would, however, vary for each population, age group, industry, and job (refer back to the four-square model). Ask your employees to share additional ideas with you.

Questions to ask to determine your company’s turnover risk: • What is the local overall

unemployment rate for hourly workers?

• What is the unemployment rate for similar positions in your market?

• What is the company’s retention policy?

• Are you in close proximity to other companies with whom you compete for workers?

• Are you known as a great place to work?

• Is there a union? • Are you near public transportation? • Do you conduct stay and exit

interviews? • Do you examine retention by

manager?

• Do you track trends over time and reward managers who achieve retention goals?

• Do you identify top performers and have retention plans that encourage top performers to stay?

Do you offer: • Competitive compensation • Good benefits (and do you know

which benefits your employees value most?)

• Retention bonuses or anniversary bonuses

• Flexible work hours/schedules • Training • A realistic picture of the job before

people start work • A low-stress environment • Special non-monetary rewards and

recognition • Cash bonuses • Opportunity to earn more money • Unpaid leaves of absence (for

instance, guaranteed rehire after winter shutdown)

• Jobs for friends and relatives • Good relationships with co-workers • Meals at work • Open communication • Methods of involving the

employee’s family, for example, having on-site family picnics and outings, offering donations to the local schools, buying graduation gifts for employees’ children, etc.


MERCHANDISERS

PARTS

AARON COSTIC ICE CARVING WORKSHOPS

A aron Costic will be joining us again in Las Vegas to showcase the art of ice carving as well as conduct Simple Tools Carving Workshops in the Exhibit Hall.

Aaron is the owner of Elegant Ice Creations and a master ice sculptor. He has been sculpting over 20 years and has an 8,000 square foot studio located in Broadview Heights, Ohio. He prides himself on sharing his talent and knowledge and helping to train and inspire future ice sculptors.

2nd Annual Signature Cocktail Contest

B ack by popular demand is our contest during the Opening Night in the Exhibit Hall. This year our Gold Sponsors will serve as the specialty cocktail creating team members aiming to please the judges for that top prize.

Do not miss all the fun and excitement in the Exhibit Hall on Opening Night, Thursday, November 19!

EXHIBIT HALL HIGHLIGHTS

REDDY ICE PLANT TOUR

A fter 6 years we are excited to welcome back the Plant Tour. We are so appreciative that Reddy Ice Corporation is opening up the doors of their Las Vegas production facility to our attendees for a tour and lunch.

The Las Vegas Plant is currently operating a Turbo Plant rated at 240 tons per day in a 104,000 square foot cold storage facility with:■ Manual bagging lines■ 2,000 Pallet spaces allocated for ice storage

The New Plant Remodel starts December 1, 2015:■ Installing 6 Vogt machines rated at 240 tons per day■ Ice Drying system■ New high efficiency Frick Screw compressors■ Fully Automated robotic bagging line■ Automated control system to operate plant


Register online at www.packagedice.com/2015convention

FULL REGISTRATION EXHIBIT HALL PASS(Supplier’s must first have (1) full registration)

SPOUSE PACKAGE (only accompanied by a full registration)

$650 Early Bird (on or before 10/1/15)$715 Late Registration (after 10/1/15)



Includes: n Access to all Convention and Trade

Show events, except for golfn (1) Welcome Reception, (2) Breakfasts,

(2) Dinners – Chairman’s Party and FinalNight in Vegas Party, Reddy Ice PlantTour and Lunch

n Access to all Education sessions and all events in the Exhibit Hall

Includes:n Access to all events in the Exhibit Halln (1) Welcome Reception, (2) Breakfasts,

Reddy Ice Plant Tour and Lunch

Includes:n Evening Functions in Exhibit Hall

(does not include breakfast or access in the am)

n (1) Welcome Reception, (2) Dinners – Chairman’s Party and Final Night inVegas Party

n Ladies Breakfast

WHAT IS INCLUDED IN YOUR REGISTRATION?

CANCELLATION POLICY: Refunds for registration fees will be granted if they are received 30 days prior to arrival date. There is no charge for substitutions/name changes. A $40.00 processing fee will apply to all refunds requested more than 30 days prior to arrival date.

Cancellations prior to 7 days (but within a month) will be subject to a $100 processing fee. There will not be any refunds within 7 days of arrival although substitutions/name changes from same company will be at no charge. Refunds for golf and optional tours require 14 days notice.

If you need assistance with your registration or need a hard copy of the registration form please contact Suncoast Meetings at [email protected] or (813) 852-1977

n ATTENDEE BADGES – All paid registration categories, i.e., exhibit hall pass vs. full registration will be identified by the attendee’s badge holder color. Badges are monitored at all events. Badges are nontransferable and Event no-shows are not allowed to transfer the rights of their paid ‘seat’ to a non-paid attendee.

n REGISTRATION PACKAGES – Attendees are allowed into the events for which they have paid for as outlined under ‘What’s included in your Registration’.

n Individual event tickets are not sold on site or in advance except to IPIA members.

n Golf tournament refunds are allowed up to 14 days prior to the convention. After this date you may do a name change but there will not be any refunds.

n PAYMENT – You have the option to pay by check or credit card. There is a 3% handling fee added to your invoice for those choosing to pay by credit cards. If you do not want to pay this fee, please be sure to send in check payment within (30) days of submitting your registration and no later than October 1, 2015.

n CHECKS – All checks should be made payable to IPIA and mailed to the IPIA office at 238 East Davis Blvd, Suite 213, Tampa, FL 33606.

REGISTRATION POLICIES

PATKOL

GOLD SILVER BRONZE

HOTEL INFORMATION/RESERVATIONS

The Venetian is offering IPIA attendees a rate of $179 per night single or double occupancy plus applicable taxes and $25 Resort Fee per day.

Hotel resort fee – Includes unlimited local and toll free calls, unlimted in-suite internet access (WiFI or Ethernet), a complimentary daily newspaper per suite, daily access for two adults to the fitness facility within Canyon Ranch SpaClub, a total of one (1) regular coffee or tea at Cafe Presse per stay, and one (1) 2-for-1 coupon for well drinks - domestic beer or wine, at any casino bar excluding The Bourbon Room (must be twenty-one (21) years of age or older, and Management reserves all rights).

Host Hotel policy – Due to hotel commitments, the Association requests that members and guests stay at our host hotel and book through the online link provided by IPIA/Suncoast Meetings on the IPIA website.

If you opt to stay at an alternative hotel please be aware that a $100 supplemental fee will apply per person to Full registrations and $50 per person for Exhibit Hall Passes.

The hotel has agreed to pre-block our group in the Venetian tower. This will mean that you may need to wait for your room at check in but this tower is much closer to the meeting space and our Exhibit area.

HOTEL RESERVATION INSTRUCTIONS■ Online registration link is located at

www.packagedice.com in the 2015 Conventionand Tradeshow section.

■ If you choose to call the hotel directly pleaseidentify yourself as part of International PackagedIce Association (IPIA) in order to get our special rate.Toll free (866) 659-9643 or (702) 414-1000.

■ Deposit – A deposit forthe first night’s suite andtax will be charged to thecredit card provided as aguarantee approximately3 weeks prior to arrival onNovember 1, 2015.

■ Hotel Sleeping Room cancellation policy– The cancellation policy for your hotelreservation is 72 hoursprior to arrival. If thereservation is canceledwithin 72 hours ofarrival, your one-night deposit will beforfeited.

THANK YOU TO OUR SPONSORS

September 2015 │ REFRIGERATION Magazine 25 Register online at www.packagedice.com/2015convention

FULL REGISTRATION EXHIBIT HALL PASS(Supplier’s must first have (1) full registration)

SPOUSE PACKAGE (only accompanied by a full registration)




Includes: n Access to all Convention and Trade

Show events, except for golfn (1) Welcome Reception, (2) Breakfasts,

(2) Dinners – Chairman’s Party and FinalNight in Vegas Party, Reddy Ice PlantTour and Lunch

n Access to all Education sessions and all events in the Exhibit Hall

Includes:n Access to all events in the Exhibit Halln (1) Welcome Reception, (2) Breakfasts,

Reddy Ice Plant Tour and Lunch

Includes:n Evening Functions in Exhibit Hall

(does not include breakfast or access in the am)

n (1) Welcome Reception, (2) Dinners – Chairman’s Party and Final Night inVegas Party

n Ladies Breakfast

WHAT IS INCLUDED IN YOUR REGISTRATION?

CANCELLATION POLICY: Refunds for registration fees will be granted if they are received 30 days prior to arrival date. There is no charge for substitutions/name changes. A $40.00 processing fee will apply to all refunds requested more than 30 days prior to arrival date.

Cancellations prior to 7 days (but within a month) will be subject to a $100 processing fee. There will not be any refunds within 7 days of arrival although substitutions/name changes from same company will be at no charge. Refunds for golf and optional tours require 14 days notice.

If you need assistance with your registration or need a hard copy of the registration form please contact Suncoast Meetings at [email protected] or (813) 852-1977

n ATTENDEE BADGES – All paid registration categories, i.e., exhibit hall pass vs. full registration will be identified by the attendee’s badge holder color. Badges are monitored at all events. Badges are nontransferable and Event no-shows are not allowed to transfer the rights of their paid ‘seat’ to a non-paid attendee.

n REGISTRATION PACKAGES – Attendees are allowed into the events for which they have paid for as outlined under ‘What’s included in your Registration’.

n Individual event tickets are not sold on site or in advance except to IPIA members.

n Golf tournament refunds are allowed up to 14 days prior to the convention. After this date you may do a name change but there will not be any refunds.

n PAYMENT – You have the option to pay by check or credit card. There is a 3% handling fee added to your invoice for those choosing to pay by credit cards. If you do not want to pay this fee, please be sure to send in check payment within (30) days of submitting your registration and no later than October 1, 2015.

n CHECKS – All checks should be made payable to IPIA and mailed to the IPIA office at 238 East Davis Blvd, Suite 213, Tampa, FL 33606.

REGISTRATION POLICIES

Northeastern Ice Association 2015 Fall ConventionSeptember 27-30, 2015, Sheraton Portsmouth Harbor, Portsmouth, NHContact Jacquie Wells at [email protected].

Missouri Valley Ice Manufacturers Association 2015 Fall ConventionOctober 11 - 13, 2015Mall of America, Minneapolis, MNContact Tom Howat at 800-235-9088 or [email protected].

IPIA 98th Annual Convention & Trade Show November 19-21, 2015The Venetian Resort Hotel and Casino Contact Jane McEwen at 800-742-0627.

Western Ice Association 2016 ConventionMarch 13-16, 2016Las Vegas, NevadaContact Jacquie Wells at [email protected].

Southern Ice Exchange 126th Annual ConventionMarch 30 – April 2, 2016Westin Cape Coral Resort, Cape Coral, Fla., Contact Dawn Ladd at [email protected].

Upcoming Ice Industry MeetingsPlan to attend at least one meeting soon!

Event Calendar


SOUTHEASTSANCHEZ REFRIGERATION EQUIP

[email protected]: 954-648-2459

Office: 386-597-6381

(1) Turbo Model 240 Block Press in good working cond. No S/N #

(2) Ammonia Accumulators 24’’ X 96’’ and 16’’ x 84’’

(1) New Oil Separator for P-118F

(1) Used JMC Sealer 115/1/60 working condition

(1) USED 30’ X 30’ X 16’ H Walk-in Freezer with 7X7 manual slider door and one standard pass door. Includes (1) 7.5 Kramer Condenser 230/3/60 with two

evaporators w/ heaters

(1) Set Heavy Duty Skates to move machinery

(1) 120 HP rebuilt 460/3/60 electric motor

(1) Used 310 Hamer good working order

(1) Rebuilt Ammonia Alarm complete

(1) Vogt P-118 F-22 (year 2007) with low hours hardy used 230/3/60 excellent condition

Ad IndexAmerican Ice Equipment Exchange, www.aieexchange.com...25 & 27

Automatic Ice Systens, www.automaticice.com ...................................10

Classified Ads ..........................................................................................26-30

Farley's Frigeration, www.farleys-srp.com ..................................................9

Ice Maid, www.icemaid.com ...................................................................22

Ice Max, www.ice-max.com .......................................................................2

Ice Systems & Supplies Inc. (ISSI), www.issionline.com.....................7 & 26

Keet Consulting Services, LLC (KCS), www.kcsgis.com ..........................11

Leer, Inc., www.leerinc.com ......................................................................31

Matthiesen, www.matthiesenequipment.com .......................................21

Modern Ice, www.modernice.com ..........................................................14

Polar Temp, www.polartemp.com ...........................................................32

Polar Temp Express, www.polartemp.com .........................................16-17

Sisco ................................................................................................................5

CLASSIFIED ADVERTISING

Rates are $1.00 per word, with a minimum charge. Any blind ads, with an assigned box number c/o publisher, add $10.00. Deadline for upcoming issue is the 1st of the previous month.

For advertising and listing information, contact Mary at

(404) 819-5446 or [email protected]

Ad index/Classified ads

USED EQUIPMENT FOR SALE• Turbo Tig 33 Ice Maker, 98 model

• Mycom N6WB Compressors w/125 HP motors skid mounted w/oil separators (used with Vogt P34AL ice makers)

• Turbo CB38 Rake

• Screw Conveyor Drive Packages for 9" and 12" conveyors (great condition)

• Hammer RBC with conveyor

• Stainless 9" and 12" screw conveyors

• 21' Hytrol belt conveyor

• Turbo CB87 with plastic chain and sprockets and stainless steel flights

• Morris 18 ton Tube Cube Maker, R22, 2006 model complete with evap condensor 1" ice

• Vogt 218, rebuilt in 2005, complete with cooling tower

"NEW" KAMCO PARTS - Ice Systems & SuppliesRock Hill, SCToll free (800) 662-1273or (803) 324-8791


SOUTHEAST (continued)

Classified ads

AND MUCH MORE!If you have “discontinued” ice bags, or used equipment you would like to sell PLEASE CALL. SEE OUR USED EQUIPMENT WEB PAGE AT WWW.AIEEXCHANGE.COM. Call for surplus ice!

Polar Temp Equipment Mike Landino - Toll free - 1-877-376-0367 E-mail (NEW ADDRESS): [email protected] Don’t forget to call if you have a quality piece of used equipment for sale.

USED EQUIPMENT FOR SALE

ICE EQUIPMENT FOR SALE

• 1-Morris 70 ton nugget ice maker NIM-200 HVS-70 ECR complete system

• 1-Morris 70 ton nugget ice maker NIM-150HV-70 complete system

• 1-Mathiesen 3’x5’ stainless snow reel

• 1-Turbo Ice Sizer SN: 950930

• 1-UVS Snow Shaker Type C-5

• Matthiesen VLS bagger

• Turbo block press

• Various lengths of 12” stainless screw conveyors, troughs, drive motors and gear boxes (new and used).

CALL ME BEFORE YOU BUY NEW.

Bo (757) [email protected]

HARD TO FIND PARTS?Impossible to Get?

CALL FRANK!

If he doesn't have it and he can't get it, it can't be found!

Compressors, Vilters, Eclips, MRI 90, York, Y & G Series HDI Compressors, Frick, York, Vilter ALSO large selection of

Parts for Compressors, Block Plants.

We buy all types of used ice making & refrigeration equipment.

COMER REFRIGERATION(386) 328-1687 | (386) 325-0909 (fax)

[email protected]

• Vogt 118, 7/8, W/C • Vogt 18XT Mid Tube, 10 Ton

Ice Maker • Vogt 218 7/8, W/C 10 Ton

Ice Maker • Vogt 4000 4000lb 7/8 A/C

Ice Maker• Vogt 3000 7/8, W/C Ice Maker• Vogt P24AL’s 7/8 Ice Makers

with Refrigeration • C&R 2006 20 Ton Ice Maker• Morris 70 Ton Nugget Ice Maker• Morris 70 Ton Flake Ice Maker• Morris 18 Ton Ice Maker • Matthiesen VL510 Top Load

Galv. Bagger

• Matthiesen Bagger Take-Off System• 9x10 Screw Galv. Conveyor• 9x14 Galv. Screw Conveyor• 12x16 Galv. Screw Conveyor • RE-Built Hamer 125 Bag Closers

with Stands• Hamer 125 Bag Closers with Stands • Hamer 14G Ring Closer, To Include

Stand and Conveyor• Hamer 310 Form, Fill, & Seal • JMC Baler #IB-1008• Kamco 14 Ton Moving Floor Ice Bin• Magliner Ramp 28” x 13’ 4”• Baltimore Aircoil CXV-184 • Vilter VSM-601 Single Screw

Compressor• Belt Conveyor, Hytrol 10’

• Belt Conveyor, Hytrol 11’• Belt Conveyor, Hytrol 21’• Type B Multi-SystemControl Panel• Ice Shakers• Hog Ring Plier Staples (7 Cases)• Walk-In Freezer 12x20x8• 7lb Wicketed “misprint” Ice Bags • 16lb Wicketed “misprint” Ice Bags• 5lb Wicketed Ice Bags • Turbo CB38 Ice Rake Bin• Ice Merchandisers, All Types• Leer BL-39 Ice Block Maker• Infra-Pak Stretch Wrappers• 9 boxes of 18G Wire ½ Price• Turbo Ice Sizer• 3x5 Matthiesen Snow Reel


MIDWEST

NORTHEAST

USED EQUIPMENT FOR SALE• 35 Ton Keith Walking Floor complete with associated

AIS Screw Conveying and Control Systems, 2004, like new condition

• 12 Ton Kamco Bulk Surge Bin, 2005, very good condition• AIS Remanufactured Hamer 525 FFS Complete with

125 Closing Head• AIS Remanufactured Hamer 310 FFS Complete with

125 Closing Head• Used Hamer 310FFS complete with 125 closing head, 2010

used only two years• Matthiesen VLS Bottom Feed Volumetric Bagger,

stainless steel• Matthiesen VL Top Feed Volumetric Bagger, galvanized• Hamer Ring Bag Closer with Stand• Used JMC Automatic Baler Model 800TG, 1994• Hamer 900-1C, single head Bale-A-Matic• Hytrol Model A Belt Conveyor 4' x 12"• Leer BL-39 Block Maker, approximately 8 years old

1-800-325-3667 www.automaticice.com [email protected]

SNO CAP SALES, INC.St. Louis, MO | 636-225-6011

Carving Blocks For SaleClinebell quality, boxed and palletized. We are centrally

located and ship nationwide. The Choice is Crystal CLEAR.

Equipment For SaleS60 Block Maker

Glass Doors for Merchandisers

FOR SALE• Frick screw (150 hp) with all control board starter etc

• Micom Recip N6 with controls and 40 Hp• Ice crane for 24 block harvest

• 12 cylinder Vilter recip no control or starter• Block crusher (300lb), ice blower

• Vertical screw (old) various block equipment

Contact Union Central Cold Storage Inc:[email protected] or (213) 489-4205

FOR SALEModel C-5 ICE Universal Vibrating Screen3’x5’ Screen with 7/8” Screen Openings

Call Jimmy: (920) 231-7784

FOR SALESmall ice plant business in central Illinois. Good

customer base with lots of growth potential. Owner wants to retire. Call Paul for more information.(217) 374-6500 (office) or (217) 473-2615

Classified ads

ICE FOR SALE A Family Owned Ice Company

Tube Ice7, 10, 20, 22 lb Bags

Over a million bags in stockShipped or Picked up

PIQCS Plus Accredited

Arctic Ice Inc Call Steve Camenzind (314) 989-9090

Email or call for prices.

O’Hara Corporation, Casey O’Hara, Tel: (207) 594-4444 or Cell: (207) 542-1853 Email: [email protected]

Balers• JMC 800 (2)

Hamers• FP5T• FP7T (2)• Wire (each)

Turbos• Turbo 18 Ton S.S. CAR36LR• Turbo 20 Ton S.S. CAR40LR• Turbo 18 Ton S.S. SBAR36LR• Turbo 24 Ton S.S.• Turbo 54 Ton S.S.

Turbo Rake Bins• Turbo CB30• Turbo CB30• Turbo CB49

Matthiesen Baggers• Bagger w/Conveyor VL2S• Including Hamer FP7T

Miscellaneous• Vilter 250 HP Compressor 23,500 Hours• Vilter 350 Ton Condenser

O’HARA ICE EQUIPMENT FOR SALE

www.OHaraCorporation.com


NORTHEAST (continued)

ICE CARVING TOOLSPlastic liners for clear block makers $1.18/ea

Reusable drip pans – from $6.50/eaOver 500 items in stock for Ice Carvers

Merchandiser Parts for all brands at competitive prices.

(877) 984-5945

VOGT ICE FOR SALE5, 7, 16 & 40 lb. bags.

Water is lab tested for purity. Delivery or pick-up.

Six generations of quality.

Long Island Ice & Fuel Corp. Call (631) 727-3010

EQUIPMENT FOR SALESuction Accumulator - Chil-Con

Model # AA24084, 24” x 7’ high, with boil out coil – Like new condition - $6,000.00

Receiver 12’ x 30” with warming loop used with Vogt ice maker- Like new condition -

$6,000.00

Toshiba 125 HP Motor, Premium Efficiency

Contact Kyle at Long Island Ice & Fuel Corp.

631-727-3010 or 516-790-6842

ICE FOR SALEVogt Mini tube ice, 8, 20 & 40 lb. bags. All ice is

screened, palletized & stretch wrapped.

We deliver or you pick up. Our water is treated with ozone for sterilization. No Chlorine Added!

Martin's Ice CompanyPhone (717) 733-7968 or fax (717) 733-1981 PA

Ice Makers• Vogt Ice Maker P418, 20 Ton• Vogt Ice Maker P118 (3)• Vogt Ice Maker P18XT

(remanufactured)• Vogt Ice Maker M9000• Vogt Ice Maker HE30• Vogt Ice Maker HE40 (2)• Vogt Ice Maker CF40SCER

1986, 20 ton• Vogt Ice Maker CF144SC

1980, 60 ton• Vogt Ice Maker CAR120

1980, 60 ton• Morris Ice Maker TCIM, 125

HE, 40, A78 1996 - 40 ton• Ice One Ice Maker – 5 ton

(remanufactured)• Ice One Ice Maker• Manitowoc Ice Makers (3)• Kold Draft Ice Maker 361#

(never used)• Galvanized Catwalk for Vogt P34

Packaging• Hamer Form, Fill & Seal 535

upgraded to 540• Hamer Form, Fill & Seal 310 (3)

USED EQUIPMENT FOR SALE1-800-543-1581

www.modernice.com

FOR SALE• Vogt P 118 R22 Mini Tube

• 4 Star block makers• Kamco bin head w/chain and all

associated hardware• 4 barrels for P118 with pumps and water tanks

Call (203) 376-8567

FOR SALE• 2005 Ford van. Carrier Unit.

179,000 miles. Works great. Asking $9000

• Hamer Ring Closer. 1 year old. Roughly 50 hours on it. Asking $7500

(973) 694-1979 or [email protected]

Packaging (continued)• Hamer 525 with Closer• Matthiesen Heat Seal Bagger

(Demo Unit)• Matthiesen Bulk Bagger• Matthiesen Magic Finger Bagger

VL510 (used 3 weeks as loaner – Hamer 125 not included)

• Matthiesen Automatic Take-Off Bagging System (includes Hamer 125)

• Matthiesen Baler (3)• Matthiesen Galvanized Heat Sealer

(never used)• JMC Baler Model 1660295

(includes Hamer Ring Bag Closer)

Handling• Matthiesen Crusher 500 Galvanized

(never used)• 12 ft. Stainless Auger & Shroud

Cover• 9 x 20 Incline Screw Conveyor

Galvanized w/ shroud cover• Shaker• 16” Z elevators (never used –

designed to fill top load bagger)

Classified ads

www.IceSculptingTools.com or (440) 717-1940


ICE MAKERS• Vogt P34AL w/ high side

refrigeration• Morris 20 ton Nugget Ice Maker,

R22, 460V, w/ stand and cooling tower

• Vogt P118 & 9000• Vogt DX6• (2) 10 ton Frick, LS, low side only

RAKES• LMR 2900 Northstar rake• LMR 4200 Northstar rake

BAGGERS• Hamer 310 FFS (wire tie)

BAG CLOSERS• Hamer 125 & RC• JMC Fuse Air IV• Matthiesen heat seal

BELT CONVEYORS• 6’ - 30’• Space Saver incline conveyor

BLOCK MAKERS• B-56 w/4 HP condenser• Leer BL-39 w/ remote condenser

SNOW REEL/SHAKERS• SS Model 44 w/ 7’ SS stand• 3x8’ SS Snow Reel w/ 13’ stand• 3x5’ GV Snow Reel w/ 10’ stand

REFRIGERATION• 20 HP Krack Condenser• 6.5 HP Bohn w/ evap

BALERS• JMC w/ positive incline• Hamer 3 HD Bale-A-Matic

ITC EQUIPMENT FOR SALE1-800-599-4744 www.itcpack.com

MEXICAN COMPANY IS LOOKING FOR:• Complete block ice plant or just the crane with runways

“12 block crane or more”• Tube ice plant with P34AL from 1990-2000

• A Turbo Tigar 30-40 Tons Ammonia

We disarm and handle all equipment.Federico Johnston

[email protected](011) 52-662-214-23-04

Classified ads

WE SPEAK EN

GLISH

WANTEDPlanning to close? Or know somebody?

WE BUY ALL TYPES ICE MAKING EQUIPMENT.

REBUILT 5, 10, 20 AND 40 TON TUBULAR ICE MAKERS,

NEW TUBULAR ICE MAKERS AND ICE BAGGING MACHINES

(936) 598-2761www.crrefrig.com

USED MERCHANDISERS WANTEDContact: Ice King, Ryan Maasen

at (480) 423-5464

WANTEDVogt 6000 and Vogt 9000

Call Charlie Bolton

(713) 643-0573Houston, TX

FOR SALE(1) Vogt P118 Reconditioned.

Runs on R404 Freon.(1) Mini Tube Vogt, air-cooled 404 Freon(1) Mid Tube Vogt, air-cooled 404 Freon

(1) Rebuilt CB P118

Call Charlie Bolton (Houston, TX) (713) 643-0573

EQUIPMENT WANTEDVOGT´S P24´s and P34´s

used in any conditions only MID or LARGE ice.

Ice RAKE 30 tons or less used

CONTACT US BEFORE YOU SELL! [email protected]

809-350-8297

OCTOBER Pre-IPIA Issue – Convention Speakers and Topics

NOVEMBER Season Wrap Up – Trends and Topics From Across The Country

DECEMBER Fall Convention Updates; The Best of 2015 in Refrigeration

Great issues of RM still to come. Secure your advertising spot today!

SOUTHWEST

ICE EQUIPMENT

LEER Breakthrough Ad_ol_RefigMag.indd 1 6/19/15 2:20 PM

refrigeration magazine sept 15

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