“Experiential [learning] is a philosophy and methodology in which educators purposefully engage with students in direct experience and focused reflection in order to increase knowledge, develop skills, and clarify values” (Association for Experiential Education, para. 2).
Experiential learning is also referred to as learning through action, learning by doing, learning through experience, and learning through discovery and exploration, all which are clearly defined by these well-known maxims:
I hear and I forget, I see and I remember, I do and I understand. ~ Confucius, 450 BC
Tell me and I forget, Teach me and I remember, Involve me and I will learn. ~ Benjamin Franklin, 1750
There is an intimate and necessary relation between the process of real experience and education. ~ John Dewey, 1938
In their book, Teaching for Experiential Learning, Wurdinger and Carlson (2010) found that most college faculty teach by lecturing because few of them learned how to teach otherwise. Although good lecturing should be part of an educator’s teaching repertoire, faculty should also actively involve their students “in the learning process through discussion, group work, hands-on participation, and applying information outside the classroom” (p. 2). This process defines experiential learning where students are involved in learning content in which they have a personal interest, need, or want.
Learning through experience is not a new concept for the college classroom. Notable educational psychologists such as John Dewey (1859-1952), Carl Rogers (1902-1987), and David Kolb (b. 1939) have provided the groundwork of learning theories that focus on “learning through experience or “learning by doing.” Dewey popularized the concept of Experiential Education which focuses on problem solving and critical thinking rather than memorization and rote learning. Rogers considered experiential learning “significant” as compared to what he called “meaningless” cognitive learning. Kolb also noted that concrete learning experiences are critical to meaningful learning and is well known for his Learning Style Inventory (LSI) which is widely used in many disciplines today to help identify preferred ways of learning. A key element of experiential learning, therefore, is the student, and that learning takes place (the knowledge gained) as a result of being personally involved in this pedagogical approach.
A key element of experiential learning…is the student, and that learning takes place…
Unlike traditional classroom situations where students may compete with one another or remain uninvolved or unmotivated and where the instruction is highly structured, students in experiential learning situations cooperate and learn from one another in a more semi-structured approach. Instruction is designed to engage students in direct experiences which are tied to real world problems and situations in which the instructor facilitates rather than directs student progress. “The focus of EL is placed on the process of learning and not the product of learning” (UC Davis, 2011, para 6). Proponents of experiential learning assert that students will be more motivated to learn when they have a personal stake in the subject rather than being assigned to review a syllabu or read a textbook chapter. What is essential in EL, however, “that the phases of experiencing (doing), reflection and applying are present. In addition, “the stages of reflection and application are what make experiential learning different and more powerful than the models commonly referred to as ‘learn-by-doing’ or ‘hands-on-learning’" (UC Davis, 2011, para 12 citing Proudman).
The following is a list of experiential learning principles as noted from the (Association for Experiential Education, 2011, para 4):
The instructor and student may experience success, failure, adventure, risk-taking and uncertainty, because the outcomes of the experience cannot totally be predicted.
Experiential learning involves a number of steps that offer student a hands-on, collaborative and reflective learning experience which helps them to “fully learn new skills and knowledge” (Haynes, 2007). Although learning content is important, learning from the process is at the heart of experiential learning. During each step of the experience, students will engage with the content, the instructor, each other as well as self–reflect and apply what they have learned in another situation.
The following describes the steps that comprise experiential learning as noted by (Haynes, 2007, para. 6 and UC Davis, 2011).
Although learning content is important, learning from the process is at the heart of experiential learning.
Students will perform or do a hands-on minds-on experience with little or no help from the instructor. Examples might include: Making products or models, role-playing, giving a presentation, problem-solving, playing a game. A key facet of experiential learning is what the student learns from the experience rather than the quantity or quality of the experience.
Students will share the results, reactions and observations with their peers. Students will also get other peers to talk about their own experience, share their reactions and observations and discuss feelings generated by the experience. The sharing equates to reflecting on what they discovered and relating it to past experiences which can be used for future use.
Students will discuss, analyze and reflect upon the experience. Describing and analyzing their experiences allow students to relate them to future learning experiences. Students will also discuss how the experience was carried out, how themes, problems and issues emerged as a result of the experience. Students will discuss how specific problems or issues were addressed and to identify recurring themes.
Students will connect the experience with real world examples, find trends or common truths in the experience, and identify “real life” principles that emerged.
Students will apply what they learned in the experience (and what they learned from past experiences and practice) to a similar or different situation. Also, students will discuss how the newly learned process can be applied to other situations. Students will discuss how issues raised can be useful in future situations and how more effective behaviors can develop from what they learned. The instructor should help each student feel a sense of ownership for what was learned.
In experiential learning, the instructor guides rather than directs the learning process where students are naturally interested in learning.
In experiential learning, the instructor guides rather than directs the learning process where students are naturally interested in learning. The instructor assumes the role of facilitator and is guided by a number of steps crucial to experiential learning as noted by (Wurdinger & Carlson, 2010, p. 13).
Qualities of experiential learning are those in which students decide themselves to be personally involved in the learning experience (students are actively participating in their own learning and have a personal role in the direction of learning). Students are not completely left to teach themselves; however, the instructor assumes the role of guide and facilitates the learning process. The following list of student roles has been adapted from (UC-Davis, 2011 and Wurdinger & Carlson, 2010).
...students decide themselves to be personally involved in the learning experience...
As previously noted, a primary role for instructors is to identify a situation which challenges students through problem-solving, cooperation, collaboration, self-discovery and self-reflection. At the same time, decide what the students should learn or gain from the learning experience. Below are some primary points to consider when integrating experiential learning in your own teaching.
Once the EL experience has been decided upon, plan the experience by tying it to the course learning objectives and determine what students will need to successfully complete the exercise (resources such as readings and worksheets, research, rubrics, supplies and directions to off-campus locations, etc.). Also, determine the logistics: how much time will be allotted for the students to complete the experience (a complete class session, one week or more)? Will students need to work outside of class? How will the experience end? What forms of assessment will you employ? Will you use ongoing assessments such as observations and journals (called formative assessment), end of experience assessments such as written reports and projects, self and/or peer assessments, or a combination of all three?
After the planning has been completed, prepare materials, rubrics, and assessment tools and ensure that everything is ready before the experience begins.
As with most instructional strategies, the instructor should commence the experience. Once begun, you should refrain from providing students with all of the content and information and complete answers to their questions. Instead, guide students through the process of finding and determining solutions for themselves.
Success of an experiential learning activity can be determined during discussions, reflections and a debriefing session. Debriefing, as a culminating experience, can help to reinforce and extend the learning process. In addition, make use of the assessment strategies previously planned.
There are numerous experiential learning opportunities in higher education that can be found in most disciplines. The following is a list of these experiences as noted by (George Mason University, 2011; Loretto, 2011; Northern Illinois University OTC, 2011).
Apprenticeship Experiences provide students an opportunity to try out a job usually with an experienced professional in the field to act as a mentor. Apprenticeships are a type of on the job training which may lead to certification. Many skilled laborers learn their trade by doing an apprenticeship.
Clinical Experiences are hands-on experiences of a pre-determined duration directly tied to an area of study such as nursing students participating in a hospital-based experience or child development and teacher education students participating in day care and classroom settings.
Cooperative Education Experiences are more extensive than internships and will usually span two or more semesters of work. Co-ops are paid professional work experiences and are tied very closely to the student's academic work. During the co-op experience students will receive ongoing advising and the co-op will be structured to meet the student's academic and/or career goals. Co-op experience usually is included on a student's transcript in addition to being awarded designated credit hours for its completion.
Fellowship Experiences provide tuition or aid to support the training of students for a period of time, usually between 6 months to one year. They are usually made by educational institutions, corporations, or foundations to assist individuals pursuing a course of study or research. Post-graduate fellowships assist students at the graduate level while post-doctorate fellowships provide monies for those who have already achieved their doctorate degree.
Field Work Experiences allow students to explore and apply content learned in the classroom in a specified field experience away from the classroom. Field work experiences bridge educational experiences with an outside community which can range from neighborhoods and schools to anthropological dig sites and laboratory settings.
Internship Experiences are job-related and provide students and job changers with an opportunity to test the waters in a career field and also gain some valuable work experience. Internships can be for credit, not for credit, paid or unpaid.
Practicum Experiences are often a required component of a course of study and place students in a supervised and often paid situation. Students develop competencies and apply previously studied theory and content such as school library media students working in a high school library or marketing majors working in a marketing research firm. Practicum experiences also allow students to design and develop a project in which they apply knowledge and develop skills such as a doctoral student preparing the components of an online course.
Service Learning Experiences are distinguished by being mutually beneficial for both student and community. Service learning is growing rapidly and is considered a part of experiential education by its very nature of learning, performing a job within the community, and serious reflection by the student. Service learning involves solving some of society's issues; such as, homelessness, poverty, lack of quality education, pollution, etc. One of the goals of service learning is to help students become aware of these issues and develop good citizenship in learning how to help solve some of these problems.
Service Learning Experiences are distinguished by being mutually beneficial for both student and community.
Student Teaching Experiences provides student candidates with an opportunity to put into practice the knowledge and skills he or she has been developing in the preparation program. Student teaching typically involves an on-site experience in a partner school and opportunities for formal and informal candidate reflection on their teaching experience.
The on-site teaching portion of this experience can range from ten to sixteen weeks, depending on the program.
Study Abroad Experiences offer students a unique opportunity to learn in another culture, within the security of a host family and a host institution carefully chosen to allow the transfer of credit to a student’s degree program. Students studying a foreign language will perfect the accent and greatly expand their vocabulary--a skill retained for life. Making new friends, and travel and decision making, are also key parts of the study abroad experience.
Volunteer Experiences allow students to serve in a community primarily because they choose to do so. Many serve through a non-profit organization – sometimes referred to as formal volunteering, but a significant number also serve less formally, either individually or as part of a group. Because these informal volunteers are much harder to identify, they may not be included in research and statistics on volunteering.
The Office of Student Engagement and Experiential Learning (OSEEL) provides “opportunities for undergraduates to engage in hands-on learning. Through OSEEL's undergraduate research, service learning, themed learning communities, and other high impact practices, NIU students will develop critical thinking, use creativity, and employ multiple communication strategies while applying their skills to real-world problems. As an outgrowth of the Curricular Innovations strategic plan, OSEEL works collaboratively across university divisions and colleges to create sustainable, relevant, student-centered, research-based programming which utilizes experiential learning, both in and out of the classroom to promote and sustain student academic success. Each of OSEEL’s programs align directly with the eight student learning outcomes of the Baccalaureate Review as NIU seeks to enhance the cognitive, social, and academic skills of its students to prepare them to be life-long students and responsible citizens in our ever-changing, global society” (OSEEL, 2011, para. 1).
Since 2000, the Experiential Learning Center (ELC) in the College of Business has been connecting “teams of NIU students with organizations to tackle real-world business issues. From software evaluation to emerging market analysis projects, students serve as consultants addressing non-mission critical, cross functional business issues. Throughout the 16-week semester, Business ELC teams are guided by a faculty coach and assisted by an organizational sponsor. To each unique project, teams apply the Business ELC project methodology, as well as the knowledge, skills and theories learned in the classroom” (ELC 2001).
Experiential learning experiences help to complete students’ preparation for their chosen careers which reinforce course content and theory. Students learn through student- rather than instructor-centered experiences by doing, discovering, reflecting and applying. Through these experiences students develop communication skills and self-confidence and gain and strengthen decision-making skills by responding to and solving real world problems and processes.
Association for Experiential Education. https://www.aee.org/
George Mason University. Center for Teaching Excellence (2011). About teaching: Experiential learning. http://cte.gmu.edu/Teaching/experiental_learning.html
Haynes, C. (2007). Experiential learning: Learning by doing. http://adulteducation.wikibook.us/index.php?title=Experiential_Learning_-_Learning_by_Doing
Loretto, P. (2011). Learning by experience. https://internships.about.com/od/internships101/p/TypesExperEd.htm
Northern Illinois University, College of Business Experiential Learning Center (2011) (ELC). https://www.cob.niu.edu/experiences/experiential-learning-center/index.shtml
Northern Illinois University, Office of Student Engagement and Experiential Learning OSEEL (2011). About the office of student engagement and experiential learning (2011). https://www.niu.edu/teachercertification/teachercert/tcp_st.shtml
Northern Illinois University, Office of Teacher Certification OTC (2011). Student teaching. https://www.niu.edu/teachercertification/teachercert/tcp_st.shtml
Northern Illinois University, Study Abroad Program SAP (2011). A parent’s guide to study abroad programs. https://www.niu.edu/studyabroad/audiences/parents.shtml
University of California Davis (UC Davis). (2011). 5-step experiential learning cycle definitions. https://www.experientiallearning.ucdavis.edu/module1/el1_40-5step-definitions.pdf
Wurdinger, S. D., & Carlson, J. A. (2010). Teaching for experiential learning: Five approaches that work. Lanham, MD: Rowman & Littlefield Education.
CINCINNATI, August 08, 2022--(BUSINESS WIRE)--LSI Industries Inc. (Nasdaq: LYTS, or the "Company"), a leading U.S. based manufacturer of commercial lighting and display solutions, today announced that members of its executive management team will attend the Canaccord Genuity Annual Growth Conference at the Intercontinental Boston Hotel on August 10, 2022.
In conjunction with the event, LSI executives will be available to participate in one-on-one meetings with investors registered to attend the conference. For more information, please contact your Canaccord Genuity salesperson.
About LSI Industries
Headquartered in Greater Cincinnati, LSI is a publicly held company traded on the NASDAQ Stock Exchange under the symbol LYTS. The Company manufactures non-residential lighting and display solutions. Non-residential lighting consists of high-performance, American-made lighting solutions. The Company’s strength in outdoor lighting applications creates opportunities to introduce additional solutions to its valued customers. Display solutions consist of graphics solutions, digital signage, and technically advanced food display equipment for strategic vertical markets. LSI’s team of internal specialists also provide comprehensive project management services in support of large-scale product rollouts. The Company employs approximately 1,400 people at 11 manufacturing plants in the U.S. and Canada. Additional information about LSI is available at www.lsicorp.com.
For details on the uncertainties that may cause our real results to be materially different than those expressed in our forward-looking statements, visit https://investors.lsicorp.com as well as our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q which contain risk factors.
View source version on businesswire.com: https://www.businesswire.com/news/home/20220808005121/en/
Noel Ryan, IRC
Marketing Communications Manager
Many of the most important developments in the telehandler category have been related to safety and handling loads at height. Load charts, and accompanying safety technologies, have captured the attention of OEMs and are critical for managers to learn about and use.
Top Telehandlers of 2022
This is also true for those who rent equipment, as telehandlers are frequently rented and may be used by multiple operators with different levels of experience.
“Increasing operator confidence and productivity on job sites are the biggest drivers with the introduction of new features and technologies for telehandlers,” says Bob Bartley, senior director of product support/service solutions for Genie.
“There are always jobs to be done, and telehandler OEMs, including JLG, continue to look at ways that these machines can help operators do more work, as well as help operators be more effective and efficient in the work they have to do,” says John Boehme, senior product manager, telehandlers, for JLG. “You can see examples of this in the latest telehandler features introduced in the market, which are specifically designed to Boost equipment productivity, increase operator confidence, and enhance job site safety.”
“Since telehandlers have the unique potential to extend materials away from the vehicle with the telescoping boom, it is best practice for the machine operator to know that the material it’s lifting, placing, or carrying with pallet forks or any attachment, is within the rated capability of the unit,” Boehme says. “Understanding the elements that go into the successful placement of a load are vital to effectively using a telehandler.”
Every telehandler is equipped with a load chart for each of the different attachments it can support, such as a fork carriage, bucket, or truss boom.
“Even if you’re using a machine that’s comparable to another telehandler in terms of maximum capacity and reach, the load charts can vary between machines,” says Mitch Fedie, product manager at Pettibone. “Refer to the boom angle indicator and the boom section indicator on the boom, and line it up with the load chart.
“Consulting the load chart is a must when operating any telehandler, but particularly for units with outriggers, where the specified load capacities will significantly change depending on whether the outriggers are up or down,” Fedie says.
“The load capacity chart highlights two key elements: a telehandler’s operating range and its operating envelope,” Boehme says.
The operating range reflects minimum and maximum boom angles, as well as fully retracted and extended boom positions. The operating envelope is located relative to the load center position of the attachment being used.
“To effectively utilize the load capacity chart, you must initially determine some basic criteria: the weight of the product being elevated; the desired height or reach that needs to be achieved; and the model’s load capabilities,” Boehme says.
“Once you have successfully paired the weight and telehandler model, you can use the load chart to assess the load placement or retrieval position,” Boehme says. “Because boom angles and extensions are an integral part of every load capacity chart, you will use boom angle and extension information to place or retrieve the intended load at the required height and reach.
“As an example, using the nearby load capacity chart for reference, if you need to place a 5,000-pound palletized load, with a load center of 24 inches, at a height of 20 feet and a reach of 10 feet, the rental store would suggest that you opt for utilizing a fork carriage attachment,” Boehme says.
“Knowing this is the attachment you will be using, when you review your telehandler’s load capacity chart, you would determine that the boom angle indicator should read 40 degrees and the boom extension, visible from the side of the boom, will be the black ‘D’ zone to successfully place the load,” Boehme says.
Genie has additional advice by way of its Aerial Pros blogs: Always center the load on the forks and position the load so that it is completely against the back of the fork frame. Fork length should always be at least two-thirds the load length.
Genie says all its telehandler fork carriage load charts are also based on a horizontal load center that is 24 inches from the front vertical surface of the fork arm. For loads with a load center exceeding this value, operators need to determine the reduced load capacity for a specific load zone.
Note that this does not account for a load center that is not centered between the forks or a vertical load center exceeding 24 inches from the top face of the fork tine, according to Genie. Keep the load centered on the fork carriage.
To reiterate, two of the most important aspects of telehandler operation, especially when preparing to lift material into place, is to know 1) how much weight needs to be lifted and 2) how high the load needs to be lifted.
“Like larger models, compact telehandlers are generally categorized by maximum lift capacity and/or maximum lift height, and the equipment is rented or sold based on these key attributes,” JLG’s Boehme says. “But contractors can’t assume a higher lift capacity means the unit has a greater maximum lift height. Some models will be designed to lift heavier loads at lower heights.”
Bartley sums up proper load chart use. “It is important when checking out a telehandler’s load chart to look at weight-lifting capacity, but operators also need to look at where the telehandler can lift that weight.
“And don’t forget that the telehandler attachment like a fork, bucket, carriage, or work platform, will also impact the telehandler’s load capacity, load height, and reach,” Bartley says. “Be sure to look at the telehandler’s load chart that corresponds with the attachment being used before starting work.”
Telehandler makers have also incorporated other related safety technologies.
“While there is no substitute for knowing the weight and center of gravity of the material being lifted, placed, or carried to ensure the movement can be executed, telehandlers equipped with a Load Stability Indication (LSI) system can aid operators by helping them to remain within the forward load capacity of the telehandler,” Boehme says.
JLG’s LSI system has four primary components. The first is a sensor attached to the rear axle, which is able to measure the weight applied to the rear axle of the vehicle.
The sensor on the rear axle provides the rear axle load measurement to the telehandler control system; the second part of the LSI system. The vehicle control system is the brain of the telehandler, collecting and transmitting data and commands to many parts of the machine.
“The vehicle control system sends data to the LSI display in the cabin of the vehicle, which is the third part of the LSI system,” Boehme says. “It is the LSI display that provides the operator a visual indication of the forward stability status of the vehicle.”
Boehme says there are six levels of indication in the display, progressing from green (load within capability) to orange (load capability nearing limit) to red (load capability at the limit).
If the forward load capability of the vehicle is reached, a red lamp is illuminated on the display.
“When this happens, an audible alarm is activated, and the vehicle control system will stop and prevent further activation of many of the vehicle hydraulic implement functions,” Boehme says. “The only implement functions available to the operator to correct the stability of the vehicle are retract boom [in] and lift boom [up]. When stability of the vehicle has been improved, the audible alarm will turn off and the display will return to orange.”
The fourth and final part of the LSI system is the LSI Override Switch, which the operator may choose to use to continue operating the vehicle with the red lamp illuminated and hydraulic implement functions inhibited.
“The LSI system is always active, not just when the telehandler is stationary and placing loads,” Boehme explains. “Lowering the boom from a high angle, for example, is a function that may quickly affect the forward stability of the vehicle. For that reason, the LSI system considers multiple factors for each boom lower request from the operator and determines how best to react to the request.
“Depending on stability level, boom extension, boom angle, and level of activation requested, the vehicle control system determines the appropriate acceleration and speed at which to execute the boom lower request,” Boehme says. “The operator still has full control to stop the action at any moment, but the vehicle control system will determine the appropriate deceleration to terminate the boom lower request.”
Like earthmovers and many trucks, telehandlers have had back-up alarms for more than a decade. They help bystanders and other operators know when a telehandler is about to reverse or reversing.
Mirrors help the telehandler operator see many obstructions or obstacles behind them, but sometimes mirrors aren’t enough
That’s why some manufacturers, including Genie, offer a rear proximity alarm. It can supplement existing indirect visibility aides to help with identifying surrounding obstacles.
“First introduced in the automotive industry, the rear proximity alarm uses sensors to identify any potential obstacles within close radius to the back of a machine and alerts the operator via visual and audio warnings,” Bartley says.
“Improved efficiency is the No. 1 reason you should consider adding a rear proximity alarm to your fleet of telehandlers,” Bartley says. “Even with mirrors, it’s sometimes difficult to see entirely around the machines and thus getting out to verify a clear path or asking someone to guide them can negatively impact productivity. The sensor will help detect objects directly behind the machine at close range and it has an expanded range to include objects behind the unit’s rear tires at greater distances.”
Of course, Genie points out that this system, as well as other systems being used today, has limitations due to maintenance practices, the size and shape of an object, composition, environmental conditions, and operating range, so operators should not rely exclusively on the alarm system to determine personnel or objects are behind the machine.
“You should also be aware that some larger construction companies are beginning to require rear proximity alarms on their equipment and the equipment they rent,” Bartley says.
Liquidity Services, Inc. (NASDAQ:LQDT) Q3 2022 Earnings Conference Call August 4, 2022 10:30 AM ET
Bill Angrick - Chairman and Chief Executive Officer
Jorge Celaya - Executive Vice President and Chief Financial Officer
Conference Call Participants
George Sutton - Craig-Hallum
Gary Prestopino - Barrington Research
Welcome to the Liquidity Services Third Quarter of Fiscal Year 2022 Financial Results Conference Call. My name is Vanessa and I will be your operator for today’s call. On the call today are Bill Angrick, Liquidity Services Chairman and Chief Executive Officer; and Jorge Celaya, its Executive Vice President and Chief Financial Officer. They will be available for questions after the prepared remarks.
The following discussion and responses to your questions reflect Liquidity Services management’s views as of today, August 4, 2022 and will not – it will include forward-looking statements. real results may differ materially. Additional information about factors that could potentially impact the financial results is included in today’s press release and filings with the SEC, including the most latest annual report on Form 10-K. As you listen to today’s call, please have the press release in front of you, which includes Liquidity Services’ financial results as well as metrics and commentary on the quarter.
During this call, Liquidity Services management will discuss certain non-GAAP financial measures in its press release and filings with the SEC, each of which is posted on its website, you will find additional disclosures regarding these non-GAAP measures, including the reconciliations of these measures with the comparable GAAP measures as available. Liquidity Services management also use certain supplemental operating data as a measure of certain components of operating performance, which they also believe is useful for management and investors. This supplemental operating data includes gross merchandise volume and should not be considered a substitute for or superior to GAAP results.
At this time, I will turn the presentation over to Liquidity Services CEO, Bill Angrick.
Good morning and welcome to our Q3 earnings call. I will review our Q3 performance and next, Jorge Celaya will provide more details on the quarter. Our marketplace platform and team continued to deliver important supply chain efficiencies for our customers and help them navigate a volatile inflationary economic environment still fraught with unique supply chain challenges. We are making excellent progress in executing our strategic plan, and we’re very excited about the opportunity that lies ahead to expand our market leadership in the $100 billion circular economy.
A few key highlights from Q3. First, we continue to scale our business towards our objective of $1.5 billion in annualized GMV. During Q3, we grew our GMV by 33% year-over-year to a record $325 million, our eighth consecutive quarter of 20% plus annual GMV growth. The growth and activity on our platform is due to our market leadership as the leading global commerce company powering the circular economy.
Our solutions have never been more relevant and are helping retailers, manufacturers and government agencies to smartly manage and monetize underutilized assets with speed, reliability and excellent recovery. Our solutions are actively used in every major industry vertical in our economy, from retail, energy, transportation, construction and healthcare to save money, free up capital and space and reduce waste. In turn, we provide buyers, most of whom are small businesses and entrepreneurs, the opportunity to save money in an inflationary environment, grow their own businesses and make a positive impact on their communities. In this manner, our business can be best described as a constant cyclical business, one that can prosper both in periods of economic expansion, inflation and even contraction.
Secondly, we continue to grow our network effect. As we expanded the volume and type of assets on our platform during Q3, we saw a 22% year-over-year increase in the number of registered buyers, a 43% year-over-year increase in the number of auction participants and a 37% year-over-year increase in the number of completed transactions on our platform. Buyers know that on Liquidity Services platforms, they can find and buy valuable inventory and equipment in a trusted and transparent manner, which helps them fight inflation and stay competitive. Our buyers range from small businesses to Fortune 1000 corporations and government agencies, who use our platforms to source equipment to meet their operational needs. We enable them to quickly source the needed items at lower cost and more quickly than waiting on newly manufactured items to arrive. Finally, this reinforces our role in the circular economy by obviating the need to manufacture new goods, which saves energy and natural resources for our planet.
Next, we continue to see strong adoption of our consignment model. During Q3, 89% of the GMV transacted on our platforms was under our consignment pricing model up from 85% in the prior year period. We believe strongly in the consignment model because it aligns incentives between Liquidity Services and our sellers to maximize the value of the assets we bring to market. Through our ongoing investments, in an enhanced user experience, marketing technology and growing our buyer base, we are able to increase the value realized by our sellers and in turn, Liquidity Services shareholders.
We have also made strong gains in several high-value asset categories, including real estate, construction and energy equipment. We’ve continued to expand the number and breadth of government-sponsored real estate sales using our platform, including several high-profile sales from California to Florida during Q3. We continue to view online real estate sales as a $1 billion annual GMV growth opportunity. By moving the sales process online, government real estate sellers were able to accelerate the sales cycle, reduced administrative costs, increased transparency, and deliver more money to the taxpayer and their local communities.
In the energy vertical, we recorded one of our strongest quarters in the past 5 years during Q3, as our online model continues to gain traction with large multinational energy companies, and we expect this to continue as demonstrated by several large energy equipment sales we recently announced. In the construction equipment vertical, our online sell and play solution is faster and less expensive than legacy alternatives. It continues to gain share with fleet owners. We expect our commercial construction equipment business to grow organically by over 30% during fiscal year 2022.
Next, we continue to innovate by introducing new products and services. For example, in our Machinio segment, we’ve expanded our advertising solutions in more equipment categories and related services, such as financing, which together helped drive 27% year-over-year organic growth in this segment. We have also developed technology integrations between our Liquidity Services marketplace platforms and major retail, industrial and government sellers to help them list assets directly on our platform with greater speed and accuracy. This allows our selling customers to achieve better business outcomes and for LSI to continue its expansion of asset-light self-directed solutions.
Another example, many clients came to us with their challenges on how best to handle the management and sale of high cube customer returns and shelf-full inventory. In response, we opened a new 100,000 square-foot distribution center facility in Kentucky to allow our retail supply chain clients to reduce their storage, transportation and handling costs for return and shelf hold goods. This will enhance our clients’ financial bottom lines and also meet their sustainability objectives through carbon footprint reductions. Finally, we continue to operate a very capital-efficient business with strong operating cash flow, over $88 million in cash and zero debt. We will continue to deploy our capital and reinvest our profits, organic growth initiatives, share buybacks and tuck-in acquisitions.
In closing, we thank our team members across Liquidity Services for their dedication to our mission to power the circular economy in order to benefit sellers, buyers and the planet.
I’ll now turn it over to Jorge for more details on the quarter.
Good morning. We have continued to advance our strategic initiatives and diversification by growing our client base and product categories we sell, while expanding our low-touch asset-light service offerings. While the current macroeconomic environment may present challenges to some of our clients, we expect that our flexible service offerings will be an advantage to our sellers and buyers as they navigate to this potentially volatile period.
We completed the third quarter of fiscal year 2022 with $325 million in GMV, another new quarterly record. GMV was up 33% from $244.7 million in the same quarter last year. Revenue for the third fiscal quarter was $69.9 million, consistent to the same quarter last year. As previously highlighted, our long-term strategy has involved seeking higher growth in consignment lower-touch sales, while continuing to offer full-service consignment and purchase option and other value-added services to our seller clients. The higher growth and proportion of lower touch consignment is consistent with our long-term strategy and has the overall effect of lowering our ratio of revenue as a percent of GMV over time, despite market and market share increases as reflected in our 8 consecutive quarters of over 20% and year-over-year GMV growth.
Specifically comparing the segment results for this quarter to the same quarter last year, our GovDeals segment was up 52% on GMV and 13% on revenue, with the faster GMV growth reflecting the inclusion of bid for assets this year, which has lower average take rate on its higher value real estate asset sales. The retail RSCG segment was down 1% on GMV and 4% on revenue as we began to see some shift in return goods volumes to faster growing excess inventory volumes. And we also see a greater proportion of consignment GMV, reducing the revenue to GMV ratio.
Our CAG segment was up 13% on GMV and down 8% on revenue, reflecting a year-over-year increase in sales during the quarter, conducted with partner organizations. Machinio was up 27% on revenue, continuing its strength in its subscription business. While we experienced some delays in transaction volumes during the quarter for CAG and bid for assets within GovDeals and vehicle volumes lower than anticipated at GovDeals, we are encouraged by the record GMV quarter and the resilience of our strategy and business segment diversification that continues to generate strong profitability and cash flow.
GAAP net income for this third quarter was $16.4 million, resulting in diluted earnings per share of $0.50 and includes the higher effective tax rate in 2022 than 2021. The cash effect of the higher effective tax rate remains neutral as we maintain a U.S. tax NOL position. The GAAP net income and earnings per share includes an $11.5 million or $0.35 per share non-cash gain from the reduction in fair value of the bid for assets earn-out liability, as additional flows of originally expected auction activity are now expected to fall outside of the earn-out period.
Non-GAAP adjusted EBITDA was $11.9 million, down from the same quarter last year, reflecting increased operating expenses in sales and marketing and in our technology and business operations, which includes retail expansion of their distribution center network to accommodate demand for its more diversified client base. We hold $88.3 million in cash and have zero debt and $25 million of available borrowing capacity under our credit facility. We performed $5.4 million in share repurchases during the quarter. We have generated operating cash flows of $42.2 million on a trailing 12-month basis, which compares to adjusted EBITDA of $41.8 million over the same period. Our GAAP net income for the same period was $64.7 million.
Our GMV guidance for the fourth quarter exceeds the prior year as we are anticipating year-over-year GMV growth across our segments. While GovDeals will be coming off its seasonally high third quarter for its traditional business, the addition of bid for assets and its expected growth of real estate category, along with GovDeals’ expansion in seller accounts, should result in improved GMV volumes. This, despite potential near-term headwind as government agency sellers may delay their vehicle fleet retirement time lines in response to continued supply chain issues impacting new vehicle production, which, in turn, can impact volumes and pricing of used vehicles sold.
Retail remains focused on diversifying its product flows, sales channels and distribution network and also expect to help with clients and solutions for managing excess inventory in response to latest changes in general consumer sentiment. Many of our retail clients last year were handling flows containing more higher value returned products and some through lower touch services.
CAG expects continued strength in the energy sector as the industry assesses asset needs in response to elevated energy pricing. We see potential for growing low touch services in the energy sector that would extend our sell and place offering beyond our heavy equipment sector within CAG. CAG also expects to complete a significant international purchase transaction with an industrial partner, which would result in a higher revenue as a percent of GMV ratio relative to our Q3 results.
Primarily due to our improved profitability and long-term prospects, we released our U.S. deferred tax valuation allowance last year, resulting in a higher effective tax rate this year expected for the total year in the 15% to 20% range. The cash effect of this higher rate is neutral to our – to last year, yet does increase tax expense and hence, reduces GAAP and non-GAAP net income and EPS this year compared to last year. Albeit, our non-GAAP profit guidance ranges are consistent with the prior year as top flight increases are expected to offset the higher tax rate and the growth tailored operating expenses undertaken in business operations, sales, technology, marketing earlier this year.
Management’s guidance for Q4 of fiscal year 2022 is as follows: We expect GMV to range from $300 million to $330 million. GAAP net income is expected in the range of $3.5 million to $6.5 million with a corresponding GAAP diluted earnings per share ranging from $0.10 to $0.19 per share. We estimate non-GAAP adjusted EBITDA to range from $10 million to $13 million.
Non-GAAP adjusted diluted earnings per share, is estimated in the range of $0.18 to $0.27 per share. The GAAP and non-GAAP EPS guidance assumes that we have between 33.5 million and 34 million fully diluted weighted average shares outstanding for the fourth quarter of fiscal year ‘22.
We will now take your questions.
Thank you. [Operator Instructions] And we have our first question from George Sutton with Craig-Hallum.
Thank you, guys. So I wanted to look generically at the market opportunities as they exist today, excluding government vehicle retirements, which I understand impact you a little bit on the supply side. But when we look at rising inflation, we look at increasing retail inventory levels and then, of course, supply chain uncertainties generically, those are all very positive drivers for your business. I just want to make sure I’m putting this exactly in context in terms of the opportunities as you see them.
George, thanks for the question. Certainly, the supply side has grown relative to retail supply chain challenges and issues. So the investments that we have announced are directly correlated to retail supply chain participants asking for assistance, both in terms of fully managed services where we provide the space and the marketplace to manage and sell not only return goods, but shelf-pulled inventory. Additionally, we have been investing in the technology integration between our marketplace through APIs to connect with our clients’ financial inventory management systems because clients have asked for the opportunity to be able to sell goods from their locations directly in our platform. And depending upon the cube size and handling costs, clients might do one or the other. So the macro trend there is very favorable for us. I would point out that in Q3, like everybody in e-commerce, we saw a trade down in the value of goods being purchased at retail, whether online or in-store, yet our business handled this very well because we have a more diversified set of drivers across industry vertical, and we have continued to gain share with new accounts. And my view is that there was a little bit of a reset in how consumer wallet was moving away from, let’s say, shopping, to travel, to out-of-the-home experiences. But I think we feel, again, broadly speaking, as we move through sort of the next few seasons, back-to-school and holiday, that personal and consumer balance sheets are solid. And we’re well positioned because we provided clients with what they have asked for, and they can work with us in multiple ways, and we think that’s the benefit.
Regarding inflation, there is no question that buyers look at Liquidity Services marketplace as a way to save money and stretch their dollar. That’s true for not only micro businesses, entrepreneurs and small businesses, that’s also true for major corporations and government agencies who buy on our platform to access high-value equipment. It’s less expensive. It’s immediately available. They can deploy that in their operations. And so we find that to be very virtuous in terms of the network effect. We have people that sell on our platform. They turn around, they need something, they may buy on the platform. So those, I think, are strong macro trends and reinforce the strength of our business model.
Just a follow-up on the flywheel and flash network effect concept, very impressive 43% increase in auction participants, impressive 37% completed transactions, I’m just curious because you don’t deliver seller numbers, help us understand how you’re investing in bringing on more sellers onto the platform? Obviously, you’re seeing a big increase in the number of buyers. Where are you spending the vast majority of your spend?
Sure. I think this is a combination of human capital and technology. And breaking that down further, on the human capital side, we continue to build our domain expertise to understand the industry context and the specific assets that are being sold in industry verticals like real estate, energy supply chain, construction, transportation and that is your classic enterprise sales organization that’s creating awareness, that’s able to connect our clients’ pain points with our solutions, help nudge people along the sort of digital-first solutions, get people out of, let’s say, an analog solution. And we started that process many years ago, and we’ve added capacity to champion Liquidity Services as a best practice in all of those high-value verticals, along with traditional verticals like retail supply chain. So we have added roughly 20% to our headcount coming into fiscal ‘22 versus the prior year. And the large portion of that is in enterprise sales as well as marketing. And in the marketing side of the house, we’re very adept at using sort of demand generation technology, getting people to learn about Liquidity Services when they are online, when they are looking at their industry association material, looking for best practice, forums, finding out information about us, following a case study that we published back to the lead generation funnel that feeds our enterprise sales organization. We have also been very adept at using account-based marketing technologies to go inside deeper with very large multinational companies and in some cases, government agencies who are already doing business with, but we can further penetrate that account. And so we have techniques to find that latent potential with companies we are already doing business with, but perhaps not in all geographies and not in all business segments. And I think those two are very powerful ways to capture the market opportunity.
Got it. Just one more question, if I could. We have seen some interesting legislation in markets like Oklahoma, Mississippi, Pennsylvania we have seen certain cities and counties taking their entire auction business online. Can you just talk about that trend generally in terms of what kind of velocity you are seeing? How significant can that move be in your opinion?
I think we are at the cusp of virtually every government agency, municipality looking at what defines a smart city or what defines the most sustainable set of best practices to manage the assets within the infrastructure of the city. And we are in the heart of that discussion with the ability to provide a lot of data to contribute to that cost benefit analysis, both in terms of what can be sold, what can you realize value for, what’s the way to accelerate the sales cycle, what’s the way to publish the data on carbon footprint savings, cost savings for freeing up idle space used to store assets. And I think it’s a big opportunity. I think it’s anywhere you live or work has opportunities to be more efficient, and there’s no question that in many parts of the country, people need to find ways to be more efficient. Their tax base might be challenged during this great migration from one area of the country to another. So we are having that conversation with decision makers at the state and local level. We’re also formulating and advancing policy decisions that turn into laws on the books that are creating first-of-their-kind legislation to allow online sales, and that’s obviously something we believe strongly and something that we think we can demonstrate real value for legislators. And we’ve had success there in a number of jurisdictions. And that, I think, is opening up what we see on the public sector side, is a $3 billion to $4 billion GMV opportunity. We are well entrenched to be the best-in-class there and take this to the next level. And I think what that means is, just take a look at real estate, I think we see that as a $1 billion GMV opportunity. When you look at the migration from combustion engine to e-vehicles over time, we’re right in the middle of that, providing services, marketplaces and solutions to reduce that pain of making that transition.
And I think this is also influencing corporate clients who are taking a queue from certain policymakers on how they can get ahead of the curve, and providing things like our assets on service for industrial clients to track and manage all of their underutilized equipment throughout the organizations – throughout the world and feed that into a marketplace like ours is another smart way to manage the business. So we think, combined with sustainability goals, combined with the need to be more efficient and then a desire to modernize infrastructure through the build back better legislation that’s worked its way through Congress, and I think now people are looking at how do I spend money to upgrade roads, bridges, facilities, water treatment facilities, energy, power generation facilities, that clearly will benefit citizens and society, but also require people to help manage the sale of legacy assets. So we look forward to that.
Perfect. Appreciate it.
Thank you. Our next question is from Gary Prestopino with Barrington Research.
Hey, good morning everyone. I have several questions. First of all, on the income statement, Jorge, it looks like your G&A expense was down almost 17% year-over-year, if I am correct on that. Was there some kind of a reversal of an accrual there that caused that to happen?
Yes, Gary, the – as we get here closer to the end of the year, some of our variable comp, there is some reversal for that given what our expectations now are for the year.
Okay. That’s fine. And then, Bill, in general, you put up two warehouses this year, we went through another kind of investment spending cycle. Are you where you need to be as you scale this business to where you wanted to get to in terms of GMV? I guess what I am kind of asking is with the current platform that you have in physical facilities and technology, where can you grow that GMV without going through another big spending cycle?
Well, we are at $1.4 billion run-rate and we think the glide path is on track with what our stated goal was with $1.5 billion. And I don’t see us making massive infrastructure investments around distribution center space. Where we see the growth, and we commented on the call, was consignment model has been embraced. We are doing a lot of tech integration to support self-directed sales, but we are responding to client needs. I think that the infrastructure that we have today certainly could take us another $0.5 billion of sales, so let’s say, up to $2 billion of annual GMV, and that’s a function of us being very asset-light, by continuing to find those high-value asset categories to drive through the platform where we don’t have to take possession of those assets for use physical facilities. Clients have smartly thought about selling directly on our platform from their locations. So we’ve invited that integration. I think that’s a really sticky value-added integration process. So we’re really thinking about making sure that when people think of sustainability, think of asset disposal in the context of the industries we serve, they know about Liquidity Services, they have access to our past performance as displayed in case studies that we’re involved with the industry associations who are making policy, in some cases, the legislative process to formulate open and transparent and market-friendly rules and regulations and that’s what this is about.
Okay. And then just lastly, can you maybe talk a little bit about – it looks like your gross profit in the CAG segment and the Retail segment was down. And I understand that, that’s going down as a percentage of GMV, but as a percentage of revenue, it’s been going down as well. And I am just wondering, is that – you are talking about there is less high value-added items in the retail side, the CAG side, you’re having some issues with supply chain, stuff like that, but is that indicative of that the buyers are pulling back on paying escalated prices for the things that you are selling? Because it would seem that if you’re moving more to a consignment model and continue to do so, that your real costs would come down for auctioning assets. So could you comment on that a little bit, please?
Sure. Well, we like the trend lines in terms of the overall mix shift in our business. And we don’t want to be catalyst in interacting with the marketplace. If clients truly value and will pay for value-added services, such as fully managed distribution center solutions, in some cases, onsite technology integration, we are going to provide that. But what we have seen over time is that the mix shift towards consignment is clear. And in that model, we are really dealing with a very high gross profit margin percentage of GAAP revenue. And you can see that in the segment table in the earnings press release, when you are looking at businesses like GovDeals, the Capital Assets Group, Machinio, that’s very high margin business as a percentage of GAAP revenue. And that’s where I think the world is going, and we’re providing the platform solutions to take clients in that direction. And I mentioned how incentive aligned the consignment pricing model is. If we double the sales value realized for assets in our marketplace, our clients getting the vast majority of that upside. So we’re totally focused on delivering that result. And the retail business does have a mix of both self-directed and purchase model business, but as a percentage of the overall consolidated results that has shrunk over time, – and again, we have certain clients that use both. So we are pragnostic to that. There was commentary industry-wide, and with our own print for Q3 that the mix of goods being sold has changed over the last 12 months. And I think that’s probably a little seasonal as people get into the travel season and get distracted and do other things. So there are some lower-value goods relative to where we were a year ago. I don’t think that’s necessarily permanent. If you were going to bet on where people are going to be in the next 12, 24, 36 months, are they going to go physically into the department store chain in the mall? Are they going to take advantage of and expanded delivery services and availability and convenience of shopping online? We think it’s going to be the latter and we think the share of online to total sales continues to grow. We think it will be up over the next 2 years. So we are well positioned to capture value there.
Okay, thank you.
And thank you. We have no further questions. This concludes our question-and-answer session. Thank you. Ladies and gentlemen, this concludes our conference. We thank you for your participation and you may now disconnect.
DesignCon, the nation’s largest event for chip, board, and systems design engineers, today opened registration for its 2021 conference, August 16 through 18, featuring technical paper sessions, panels, tutorials, and boot camps spanning 14 tracks to provide engineers the information they need to solve design challenges now and plan how to Boost designs in the future. DesignCon’s content will be joined by Drive World and the Embedded Systems Conference (ESC) program, enhancing the event by offering learning and networking in the automotive electronics/intelligence and embedded/IoT spaces. Furthermore, the event will take place at the San Jose McEnery Convention Center, which has received Global Biorisk Advisory Council (GBAC) STAR accreditation, as a facility that knows how to prepare, respond, and recover from infectious disease outbreaks and biohazard situations.
The electronic industry is expected to boost market growth in the forthcoming years. In fact, a latest report by IC Insights, Semiconductor Units Forecast To Exceed 1 Trillion Devices Again in 2021, forecasts semiconductor shipments will grow more than 13% in 2021, setting a new all-time annual record.
“The growing adoption of electronic devices across the globe is prompting the need for engineers and technologists to gain practical insights and knowledge to engineer the next generation of products,” said Suzanne Deffree, Group Event Director, DesignCon. “We’re thrilled to be able to provide our attendees the opportunity to learn from some of the brightest engineers in the industry and connect with the most innovative companies and products.”
Featured DesignCon Speakers Include:
Cathy Liu, Distinguished Engineer, Broadcom
Dr. Cathy Ye Liu, distinguished engineer and director, currently heads up Broadcom SerDes architecture and modeling group. Previously she worked as R&D director and distinguished engineer in Avago/LSI which acquired Broadcom. Since 2002, she has been working on high-speed transceiver solutions. Prior to this, she developed read channel and mobile digital TV receiver solutions. Her technical interests are signal processing, FEC, and modeling in high-speed optical and electrical transceiver solutions. She has published many journal and conference papers and holds 20+ US patents.
DesignCon 2021 Sessions:
Federico Centola, Lead EMC Engineer, Google
Federico Pio Centola spent nine years at Apple as a Senior Electromagnetic Technologist. In the technology group, he developed design methodologies and tools for the Apple EMC and Electromagnetic Design groups. He worked on iPhones, iPads, Apple Watches and different iMac products. In 2017, he has joined the Platform group at Google where he works as the Lead EMC Designer. Federico Centola has authored or co-authored a number of papers and patents. He has been serving for many years as reviewer for the IEEE Transaction on EMC.
DesignCon 2021 Session:
Medhi Mechaik, Sr. Signal Integrity Engineer, Amazon
Mehdi Mechaik has been working on package and board designs in the areas of Signal and Power Integrity applications for over 20 years. He has a BSc., MSc., and Ph.D. degrees in electrical and Computer Engineering, authored and co-authored over forty papers on computational electromagnetics, EMI/EMC, signal, and power integrity.
DesignCon 2021 Session:
Mike Li, Fellow, Intel Technologies
Dr. Peng (Mike) Li is an Intel Fellow and the technologist for high-speed I/O and interconnects at Intel Corporation. He serves as Intel’s technical expert and adviser in high-speed I/O and link technology; standards; SerDes architecture; electrical and optical signaling and interconnects; silicon photonics integration; optical field-programmable gate arrays (OFPGAs); and high-speed simulation, debug and test for jitter, noise, signaling and power integrity, from deign validation, to high-volume manufacturing (HVM). Li joined Intel in 2015 with the acquisition of Altera Corp., where he had held a similar role. Before joining Altera in 2007, Li spent nearly a decade at Wavecrest Corp., culminating in his seven-year tenure as CTO. He began his career in 1991 as a post-doctorate researcher at the Space Sciences Laboratory at the University of California, Berkeley. A distinguished scientist and technologist, Li has contributed extensively to industry standards during his career, including PCI Express, Ethernet, Optical Internetworking Forum (OIF), Fibre Channel, and Serial ATA.
DesignCon 2021 Sessions:
Mike Resso, Signal Integrity Application Scientist, Keysight Technologies
Mike Resso is the Signal Integrity Application Scientist in the Internet Infrastructure Group of Keysight Technologies and has over 25 years of experience in the test and measurement industry. His background includes the design and development of electrooptic test instrumentation for aerospace and commercial applications. His most latest activity has focused on the complete multiport characterization of high-speed digital interconnects using Time Domain Reflectometry and Vector Network Analysis.
DesignCon 2021 Sessions:
The full conference schedule can be viewed here. In addition to an expertly curated conference, the DesignCon expo will run August 17 and 18, featuring leading suppliers displaying the latest in high-speed design tools, technologies, and developments.
Featured DesignCon 2021 exhibitors include:
LSI Industries Inc. (Nasdaq: LYTS, or the “Company&CloseCurlyDoubleQuote;), a leading U.S. based manufacturer of commercial lighting and display solutions, today announced that it will release fourth quarter and full-year fiscal 2022 results before the market opens on Thursday, August 18, 2022. A conference call will be held that same day at 11:00 a.m. ET to review the Company&CloseCurlyQuote;s financial results, discuss latest events and conduct a question-and-answer session.
A webcast of the conference call and accompanying presentation materials will be available in the Investor Relations section of LSI Industries&CloseCurlyQuote; website at www.lsicorp.com. Individuals can also participate by teleconference dial-in. To listen to a live broadcast, go to the site at least 15 minutes prior to the scheduled start time in order to register, download and install any necessary audio software.
Details of the conference call are as follows:
A replay of the conference call will be available between August 18, 2022 and September 1, 2022. To listen to a replay of the teleconference via webcast, please visit the Investor Relations section of LSI Industries&CloseCurlyQuote; website at www.lsicorp.com.
About LSI Industries
Headquartered in Greater Cincinnati, LSI is a publicly held company traded on the NASDAQ Stock Exchange under the symbol LYTS. The Company manufactures non-residential lighting and display solutions. Non-residential lighting consists of high-performance, American-made lighting solutions. The Company&CloseCurlyQuote;s strength in outdoor lighting applications creates opportunities to introduce additional solutions to its valued customers. Display solutions consist of graphics solutions, digital signage, and technically advanced food display equipment for strategic vertical markets. LSI&CloseCurlyQuote;s team of internal specialists also provide comprehensive project management services in support of large-scale product rollouts. The Company employs approximately 1,400 people at 11 manufacturing plants in the U.S. and Canada. Additional information about LSI is available at www.lsicorp.com.
For details on the uncertainties that may cause our real results to be materially different than those expressed in our forward-looking statements, visit https://investors.lsicorp.com as well as our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q which contain risk factors.
Langen/Germany, 17. March, 2020 --- Socionext Inc. has developed a prototype chip that incorporates newly-developed quantized Deep Neural Network (DNN) technology, enabling highly-advanced AI processing for small and low-power edge computing devices.
The prototype is a part of a research project on “Updatable and Low Power AI-Edge LSI Technology Development” commissioned by the New Energy and Industrial Technology Development Organization (NEDO) of Japan. The chip features a "quantized DNN engine" optimized for deep learning inference processing at high speeds with low power consumption.
Today’s edge computing devices are based on conventional, general-purpose GPUs. These processors are not generally capable of supporting the growing demand for AI-based processing requirements, such as image recognition and analysis, which need larger devices at a higher cost due to increases in power consumption and heat generation. Such devices and their limited performance are not desirable for state-of-the-art AI processing.
Quantized DNN Engine
In their place, Socionext has developed a proprietary architecture based on "quantized DNN technology" for reducing the parameter and activation bits required for deep learning. The result is improved performance of AI processing along with lower power consumption. The architecture incorporates bit reduction including 1-bit (binary) and 2-bit (ternary) in addition to the conventional 8-bit, as well as the company’s original parameter compression technology, enabling a large amount of computation with fewer resources and significantly less amounts of data.
In addition, Socionext has developed a novel on-chip memory technology that provides highly efficient data delivery, reducing the need for extensive large capacity on-chip or external memory typically required for deep learning.
Integrating these new technologies, Socionext has prototyped an AI chip with its “DNN engine” and has confirmed its functionality and performance. The prototype chip achieved object detection by “YOLO v3” at 30fps while consuming less than 5W of power. This is 10 times more efficient than conventional, general-purpose GPUs. The chip is also equipped with a high-performance, low-power Arm Cortex-A53 quad-core CPU. Unlike other “accelerator” chips, it can perform the entire AI processing without external processors.
Deep Learning Software Development Environment
Socionext has also built a deep learning software development environment. Incorporating TensorFlow as the base framework, it allows developers to perform original, low-bit "quantization-aware training" or "post-training quantization". When used in combination with the new chip, users can choose and apply the optimal quantization technology to various neural networks and execute highly accurate processing. The new chip will add the most advanced computer vision functionality to small form factor, low-power edge devices. Target applications include advanced driver assistance system (ADAS), security camera, and factory automation among others.
Socionext is currently conducting circuitry fine-tuning and performance optimization through the evaluation of this prototype chip. The company will continue working on research and development with the partner companies towards the completion of the NEDO-commissioned project, to deliver the AI Edge LSI as the final product.
NEDO Project title:
Project for Innovative AI Chips and Next-Generation Computing Technology Development
Development of innovative AI edge computing technologies
Updatable and Low Power AI-Edge LSI Technology Development
Socionext is a global, innovative enterprise that designs, develops and delivers System-on-Chip solutions to customers worldwide. The company is focused on technologies that drive today’s leading-edge applications in consumer, automotive and industrial markets. Socionext combines world-class expertise, experience, and an extensive IP portfolio to provide exceptional solutions and ensure a better quality of experience for customers. Founded in 2015, Socionext Inc. is headquartered in Yokohama and has offices in Japan, Asia, United States and Europe to lead its product development and sales activities. For more information, visit www.socionext.com/
Regular readers will know that we love our dividends at Simply Wall St, which is why it's exciting to see LSI Industries Inc. (NASDAQ:LYTS) is about to trade ex-dividend in the next four days. Ex-dividend means that investors that purchase the stock on or after the 29th of January will not receive this dividend, which will be paid on the 9th of February.
LSI Industries's upcoming dividend is US$0.05 a share, following on from the last 12 months, when the company distributed a total of US$0.20 per share to shareholders. Based on the last year's worth of payments, LSI Industries has a trailing yield of 1.9% on the current stock price of $10.75. Dividends are an important source of income to many shareholders, but the health of the business is crucial to maintaining those dividends. So we need to investigate whether LSI Industries can afford its dividend, and if the dividend could grow.
See our latest analysis for LSI Industries
Dividends are typically paid from company earnings. If a company pays more in dividends than it earned in profit, then the dividend could be unsustainable. LSI Industries is paying out an acceptable 70% of its profit, a common payout level among most companies. Yet cash flows are even more important than profits for assessing a dividend, so we need to see if the company generated enough cash to pay its distribution. The good news is it paid out just 19% of its free cash flow in the last year.
It's encouraging to see that the dividend is covered by both profit and cash flow. This generally suggests the dividend is sustainable, as long as earnings don't drop precipitously.
Click here to see the company's payout ratio, plus analyst estimates of its future dividends.
Companies with consistently growing earnings per share generally make the best dividend stocks, as they usually find it easier to grow dividends per share. If business enters a downturn and the dividend is cut, the company could see its value fall precipitously. This is why it's a relief to see LSI Industries earnings per share are up 6.4% per annum over the last five years. While earnings have been growing at a credible rate, the company is paying out a majority of its earnings to shareholders. If management lifts the payout ratio further, we'd take this as a tacit signal that the company's growth prospects are slowing.
The main way most investors will assess a company's dividend prospects is by checking the historical rate of dividend growth. LSI Industries's dividend payments are broadly unchanged compared to where they were 10 years ago.
From a dividend perspective, should investors buy or avoid LSI Industries? While earnings per share growth has been modest, LSI Industries's dividend payouts are around an average level; without a sharp change in earnings we feel that the dividend is likely somewhat sustainable. Pleasingly the company paid out a conservatively low percentage of its free cash flow. Overall, it's not a bad combination, but we feel that there are likely more attractive dividend prospects out there.
While it's tempting to invest in LSI Industries for the dividends alone, you should always be mindful of the risks involved. To help with this, we've discovered 3 warning signs for LSI Industries that you should be aware of before investing in their shares.
We wouldn't recommend just buying the first dividend stock you see, though. Here's a list of interesting dividend stocks with a greater than 2% yield and an upcoming dividend.
This article by Simply Wall St is general in nature. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.
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