White Systems Announces Availability of StorBOT 2.0

White Systems announced the immediate availability of StorBOT 2.0., StorBOT 2.0 is an automated traversing picking system coupled with a space-saving dense storage solution and a full-featured inventory management system.

“StorBOT 2.0 is the next evolution in the Goods-to-Operator space providing incredible flexibility and almost unlimited SKU count. The system efficiently uses traditionally wasted space both horizontally and vertically while minimizing labor requirements,” said Corey Calla, President at White Systems, a SencorpWhite Company.

Positive Customer Impact

Many customers are currently realizing increased throughput from our original StorBOT solution. This innovative design extends the original functionality allowing a single StorBOT to service up 36 horizontal carousels. StorBOT 2.0 is intelligently coupled with a full-featured software solution that can manage inventory, slotting, and is capable of running an entire manufacturing or distribution center or both simultaneously.

StorBOT 2.0. Availability

StorBOT 2.0. is the next product in White’s long legacy of Automated Storage and Retrieval solutions. White Systems has a talented network of field service engineers across the United States to assist in commissioning, preventative maintenance, and emergency response.

Founded in 1947, White systems is a United States based supplier of specialized automated storage and retrieval systems and full-featured software solutions with manufacturing in Hyannis, MA.

White Systems and StorBOT 2.0. are either registered trademarks or trademarks of White Systems in the United States and/or other countries.

You can learn more about White Systems at www.whitesystems.com

Lessons on the Tenth Anniversary of Our Acquisition of White Systems

I can’t believe it has been ten years already!

Back in October of 2008, our company Sencorp, which included the Sencorp thermoforming product lines, as well as the CeraTek and CeraPak sealing product lines, had a total of 67 employees located in Hyannis, Massachusetts. That November, Sencorp began the integration of White Systems, relocating the company from Kenilworth, New Jersey.

In less than 90 days, the Sencorp facility in Hyannis was reconfigured to accommodate White Systems manufacturing. Fifty-seven truck-loads of machines and materials were shipped from New Jersey and then, unloaded, installed, and serviced. At the same time, 45 employees were hired and trained to manufacture and assemble White carousels. Within six months, full production resumed and White Systems, a brand that had been recognized for over 70 years as the preeminent designer, manufacturer, and service provider for horizontal and vertical carousels, reemerged as a leader in the automated storage and retrieval market.

While the integration of the two companies went smoothly overall, we did have to overcome a few challenges. Here are the four most important lessons we learned along the way:

  1. Appreciate the value of a trusted brand name. Shortly after the integration of White into Sencorp, the combined entity was renamed SencorpWhite—our way of paying homage to the legacy of each company. While the new name made sense to us, the market thought otherwise. Both Sencorp and White each had over 70 years of brand equity as recognized leaders in their respective markets, and the new name confused many customers. “What did a ‘Sencorp’ have to do with White?” and “What did ‘White’ have to do with Sencorp?” We listened, and after recognizing the true value of the original brand names, White is now as it was, in name and logo. What’s old is new again!
  2. You don’t have to manufacture everything. In the late 1990s, White entered the vertical lift module (VLM) market in the United States representing a European manufacturer under the PowerColumn brand. Believing that we needed to manufacture all of our products, utilizing Sencorp engineering, we quickly embarked designing our own VLM, the PowerColumn Three (PC3). While the PC3 is successful for unique applications, it is not a product for the general VLM market. To round out White’s product range, we partnered with an Italian VLM manufacturer, ICAM, to supply automated lift modules for the North American market. Our experience taught us that you don’t always have to manufacture everything yourself in order to be successful.
  3. Offer customers a complete solution. My thinking around the concept of “software for machinery” was the product of years of experience in industry, so when we acquired White, I expected its software to be the same as Sencorp’s, i.e., applications to run the machines. How wrong I was! White carousels need to work together in warehouses filled with disparate machines and technologies, creating a total warehouse solution. As such, we recognized that being a provider of inventory management solutions requires more than just stand-alone hardware. System providers in the warehouse automation market must have integrated solutions that include hardware, software, and service. Recognizing our inexperience in warehouse inventory management software, we have also acquired Intek Integration Technologies and Minerva Associates, leading software companies in warehouse management systems (WMS) and warehouse control systems (WCS).
  4. Be open to new, even unexpected, markets. Today, with White’s complete portfolio of hardware, software, and service, we are positioned as a leading provider of integrated storage and retrieval systems for the hospital pharmacy and emerging click-and-collect grocery markets. In addition, White custom configures hardware and software solutions for diverse markets like aerospace and automotive manufacturing and maintenance, e-commerce distribution, defense, and medical marijuana, to name a few.

Looking back, it’s incredible to see how White has expanded in size and scope over the past ten years. Now with over 240 employees, two manufacturing facilities on both coasts, European partners, three engineering and software development offices, and 23 field-ready service sites located throughout the United States, White is better positioned than ever before to be a leading provider of automated storage and retrieval solutions.


SencorpWhite names Corey Calla president of White Systems

Industry veteran brings more than 23 years of experience in sales, service, product development, and management.

SencorpWhite, a global leader in end-to-end solutions for automated packaging, integrated AS/RS systems, and warehouse automation software, has announced that Corey Calla has assumed the role of president, effective October 1, 2018.

White is a provider of integrated inventory management systems, high-density storage solutions and storage and retrieval systems for the hospital pharmacy space, manufacturing, distribution and fulfillment, aerospace, in-store pickup and military point-of-use solutions.

As the new president, Calla has responsibility for White Systems, including the operations of the InTek and Minerva Software divisions, both recent strategic acquisitions. Calla is also leading the customer service initiatives for SencorpWhite and its product offerings including thermoforming, sealing and automated storage equipment, based in Hyannis, Mass. Calla will report directly to SencorpWhite’s CEO Brian Urban.

“We are excited to enter the next chapter in our evolution and we are most excited about the experience and leadership Corey brings to our organization. His deep knowledge of sales, service and software systems makes him a natural fit to grow both our products and our customer base,” Urban said. “I am confident Corey will leverage his many years of experience in warehouse automation and service to drive exceptional growth for White Systems.”

Calla has held various leadership positions at Honeywell Intelligrated over the past 23 years and has extensive experience in sales, service, product development and management. He has led the introduction of many initiatives to develop new products, enhance customer experience, and streamline business systems. He has also designed and developed a cloud-based suite of applications to expedite service and support and managed a 40-person strategic sales team with exceptional results.

Initially, Calla will focus on growing White Systems’ storage and retrieval hardware and software businesses, while expanding its reach into integrated systems and capitalizing on the company’s recent successful distribution installations across a variety of sectors, including:
● Aerospace at Airbus, Gulfstream and United Airlines
● Manufacturing at Boeing
● Repair facilities for the United States Air Force and Lockheed Martin
● Hospitals at Providence Hospital
● Apparel at ChefWorks

These White Systems installations are automated systems comprising either stand-alone or combinations of White vertical and horizontal carousels, vertical lift modules (VLMs), StorBot robots and inventory management software.

“I am enthusiastic about the future of White Systems and our newly acquired software divisions. New opportunities continue to open in several key vertical markets, including hospital automation and consolidation, home delivery, in-store pickup, and a focus on efficiency as labor markets tighten,” Calla said. “For over 70 years, the White brand has been synonymous with performance and quality. I am truly excited to be leading the next phase of innovation and growth here, focused on driving customer value.”



Our Competitive Spirit Is Real

(From left to right: Brian Urban, Lisa Minerd, Curt Minerd, Frank Doyle)


There’s a competitive spirit at SencorpWhite. Ask anyone who has worked with us, and they’ll tell you: We like to win. But where does that kind of drive come from? What do we, as a company, do to nurture it?

For me, cultivating a competitive spirit isn’t particularly complicated, but it does involve embracing who we are as people—on the good days, when someone’s basking in the glory of a win, and also on the less-than-good days, when someone’s coping with the reality that things didn’t turn out exactly the way they had hoped.

Jack Welch touches on this point in a blog post where he argues that, above all else, winning requires authenticity. As Welch describes it, in order to succeed:

“The most powerful thing you can do is, well, be real. As in not phony. As in grappling, sweating, laughing and caring. As inauthentic.”

That means winning involves owning up to the fact that, inevitably, there will sometimes be losses. But even so, you realize the risk is worth it. What’s important is knowing that you can learn from the occasional setback and make the best of it.

Here’s a recent example that proves my point.

As I am sure you know, the SencorpWhite brand now includes facilities located in southern California, namely Accu-Seal in San Marcos and Minerva Associates in San Diego. This past October, Frank Doyle, CEO of Connell Limited Partnership, SencorpWhite’s owner, and I were at a regularly scheduled meeting with the Minerva team, and our trip happened to fall at precisely the time that the Boston Red Sox and Los Angeles Dodgers were headed into the World Series.

While we were there, Frank, who is a loyal Red Sox fan, discovered that Lisa and Curt Minerd, principals in Minerva Associates, are avid fans of the Dodgers. Naturally, a spirited discussion ensued and that, in turn, led to a friendly wager. Whichever team won the World Series, the fan of the other team would have to wear the jersey of the winning team at work for a day and donate $500 to the charity of choice of the winner.

Five games later, the Boston Red Sox were victorious. And sure enough, a few weeks ago, when Frank and I returned to Minerva for our 2019 planning meeting, Lisa and Curt made good on their bet, sporting bright red Red Sox t-shirts. In addition, Curt made a $500 donation to Frank’s designated charity, Franciscan Children’s Hospital.