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The heat exchanger industry is recovering – but it’s a peculiar kind of spring

2018-01-03View Original

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This post was last edited by wiseboy on 2018-1-3 at 13:30, version 1. At the end of the 1990s, the chemical industry was experiencing rapid growth, and the demands for expansionistic, rapid development created an unprecedented opportunity for the heat exchanger industry. The heat exchanger manufacturing industry grew like mushrooms after rain, taking root everywhere; it made a significant contribution to the foundation of China’s industrial sector and also enabled those working in this field to accumulate initial capital. During this period, China’s industry was in its infancy; people relied on coarse grains for food, and there were no high demands regarding product quality – as long as something could be manufactured, it would find buyers. The heat exchanger manufacturing industry is mostly based on processing orders received from clients; some of these companies are actually former machine repair shops that were separated from state-owned enterprises. There are hundreds of heat exchanger equipment manufacturers alone in the Wuxi area, and a large proportion of these are repair shops that operate on a \"make-to-order\" basis – many of them don’t even know what a heat exchanger is; they can simply manufacture products as long as they have the blueprints, and that’s how they make money. 2. The situation of universal happiness lasted until 2012; as overcapacity and environmental degradation led to a decline in demand for heat exchangers, those good times came to an end. During this period, companies relied mainly on visiting design institutes, using connections, and seeking drawings, as they were enterprises that carried out processing based on provided designs. By 2014, demand in the heat exchanger industry had reached its lowest point. Some companies went bankrupt ; Some companies manage to hold on out of necessity ; A few companies, on the other hand, are continuing to build their strength and strengthen their foundations in an effort to make a comeback. 3. In 2016, as capacity reduction measures began to bear fruit and industrial projects were scaled back over several years, approvals for new projects increased, leading to a recovery in demand for heat exchangers. However, for many heat exchanger manufacturers, the spring they have long awaited brings no warmth – the spring of old is gone: relying on processing based on provided drawings, bidding low to obtain those drawings, or approaching design institutes anymore doesn’t work. In the past, it was this way: the owner set the requirements – the designer created the original designs – and then the heat exchanger manufacturer bid to produce them; the heat exchanger manufacturer was at the end of the process. And this New Year, a considerable number of property owners follow this approach: the owners set conditions – the heat exchanger manufacturer is responsible for both designing the drawings and carrying out the production, completing everything in one step. Thus, the heat exchanger manufacturers, still immersed in the business of processing orders received, found that the new spring brought no warmth. 4. In 2017, the industry experienced a significant recovery. During this year, a few heat exchanger manufacturers increased their investment in intangible assets; starting from the requirements of their customers, they adopted an integrated approach that combined design and manufacturing. Although their capabilities may not have been comprehensive, they achieved good results and were able to define their own direction for development. However, about 50% of manufacturing plants are still operating on a \"make-to-order\" basis and are struggling to survive. Summarizing the overall situation of heat exchanger manufacturers in 2017, it can be said that those manufacturers who invest in the calculation and design of heat exchangers perform significantly better than those that produce products based on provided drawings. Moreover, their soft and hard strengths have laid the foundation for a bright future for them. 5. You can show off your CNC machines, you can show off your other advanced equipment, but today, this full score is only 50 points: hardware capabilities. For thermal calculations and design, you don’t have the capabilities for that; you can only go to a design institute and wait for the drawings to be prepared. Quite a number of clients prefer to give their projects to heat exchanger manufacturers that possess both thermal design and manufacturing skills – in other words, you get bypassed!
Reply #22018-01-04
Times are advancing; what has been lost is lost forever, and the market needs to become more efficient. To survive in the future, it is necessary to keep learning and changing. 1. Adopt a path of technological upgrading to enhance the technical level and added value of products. Traditional pressure vessels, heat exchangers, etc. are now almost as expensive as steel, and the profit margins in the pressure vessel manufacturing industry are even slimmer than those in the paper industry. Companies that continue like this will eventually be overtaken by those with cost advantages. To increase the technical level and added value of products, it is necessary to create complete sets of equipment (such as skid-mounted units with patents and moving equipment), integrating elements such as steel structures, pressure vessels, pressure pipelines, electrical systems, and instrumentation, in order to sell them at higher prices. 2. Pursue specialization. If one tries to do everything, they will end up knowing a little about everything, but will never become an expert. A company tries to produce all kinds of products; it invests heavily in equipment, yet the utilization rate is extremely low, resulting in high product costs. To grow, one must pursue specialization, focusing solely on products such as storage tanks and heat exchangers, and striving to achieve the highest efficiency possible. Or create products made from certain materials, such as stainless steel or non-ferrous metals, by understanding their properties and methods of processing them, whether for use in containers, pipes, valves, or crafts. 3. Adopt a path of win-win cooperation – one person’s strength is limited, while the strength of many people is great. To mitigate risks, businesses must pursue win-win cooperation. By making rational use of resources such as personnel, equipment, and funds, it is possible to make effective use of certifications, technical staff, equipment, facilities, and so on. If in accordance with the conditions set by the authority’s license, which manufacturing enterprise does not have an excessive number of employees (managers at all levels, various responsible personnel, etc.) and a high rate of idle equipment (low utilization rates)? At the current level of labor productivity, manufacturing companies with front-line employees accounting for less than 80% will find it difficult to survive (I heard that a certain TSG requires that the proportion of technical staff be no less than 40% – isn’t that devastating?). 4. Make money in the after-sales market by charging for product installation, maintenance, and upgrades. I believe that the costs for repairing regular business equipment are not usually delayed (after all, it’s always an emergency). It’s not enough that the products can’t be sold to users; there are also huge markets for financial leasing, renovation, and maintenance.

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