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Swarfcast

Swarfcast

著者： Today's Machining World
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 Noah Graff, used machine tool dealer and editor of Today’s Machining World, interviews machining company owners, equipment gurus, and experts with insight to help and entertain people working in the machining field. We discuss topics such as how to find quality employees, customer acquisition, negotiation, and the best CNC equipment options for specific jobs. マネジメント・リーダーシップ リーダーシップ 経済学
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  • Is 2025 the End of Cam Screw Machines? EP 257

    Is 2025 the End of Cam Screw Machines? EP 257
    2025/12/16
    Is an Acme-Gridley the mink coat of machine tools? A well made product that still does a great job, but nobody wants another one. In 2025? No. Not yet. On today’s podcast, Lloyd and I talk about our used machinery business over the last year. We saw one customer drop 20 million for five INDEXs to replace every cam screw machine in their shop. At the same time we sold machines to a multinational automotive supplier who is buying hundreds of Davenport screw machines—many older than me—I’m 45 by the way. ************* Listen on your favorite podcast app using pod.link. . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert’s Acquisitions and Sales promotion! ************* Interview Highlights The Mink Coat Discovery This Thanksgiving, while going through my mother’s closet, my dad found her 40-year-old mink coat in perfect condition. Once worth $10,000, ChatGPT now values it at maybe $250 to a dealer. The discovery sparked an uncomfortable comparison to the cam screw machines in our stock. “Of course, mink means Acmes to me because Acmes helped pay for the mink,” Lloyd reflects. “These are very functional, valuable machines that were running good parts where we bought them and we feel they have value, however… we have to doubt ourselves.” He poses the question that haunts our business: “Let’s say it is 1-5/8” RB-8 Acme. How much money could somebody potentially make on that machine over the course of one year?” He figures $25,000 to $50,000, maybe more with the right job. “We would sell that machine in that price range. Yet we find no buyers. From an economic standpoint, to me that makes no sense.” A Brutal Year The machinery dealing business has been tough this year. While many of our customers’ businesses remained steady, indecision paralyzed buying decisions—particularly around tariffs. “One of the polls I did on LinkedIn asked if indecision because of tariffs caused them to not buy equipment this year.” Fifty percent said that was one reason why they had not bought equipment. And I will never forget this year’s deal from hell. ”We bought a machine in Germany, sold it to a company in the United States, and then BOOM—tariff. We went from an amazing deal to… I’m amazed we didn’t lose money.” I hate tariffs for a lot of reasons. This one was extra personal. The $20 Million Paradox The market presents striking contradictions. One of our customers recently got rid of 30 cam screw machines, selling them for “$2,000, $3,000, $4,000, $5,000 a piece,” then spent over $3 million each on INDEX CNC multi-spindles—$20 million total to replace their entire shop floor. “I was shocked,” Lloyd admits. “The question was, are they that much better than a 1” Acme?” I explain the economics: “They make an entirely different kind of part. They make a part that you could make a dollar from where you make 10 cents from an Acme part. Or they’re making $10 on that part, and on the Acme, they were making a quarter.” The new machines can handle medical parts, complex geometries—the kinds of high-margin work that justifies the investment. The Davenport Bet Meanwhile, another customer is betting the opposite way, buying hundreds of Davenports for facilities in Mexico and China. Today’s Davenports have a similar design to their original one from 115 years ago. The company is buying so many they’ve ordered Davenport’s entire production capacity for new machines while simultaneously buying used ones. Good ones, bad ones, anything they can find to rebuild. “There are many uses for small parts as bushings or as inserts or pins,” Lloyd explains. “And if you’re catering to a world market… they’re saying to themselves, we want to tremendously expand our capacity because we believe there is a market there and people have abandoned this market.” The China Question Lloyd sees a broader pattern: “The Chinese appear to be able to make good product, not maybe the quality of product being made in the United States or in Europe, but close to it at a fraction of the price.” He worries about Chinese companies producing chips “90 to 95% as good” as NVIDIA’s but selling for 30% less. “They’re able to make an electric car now in China and sell it in the Chinese market for under $10,000, and they’re selling them now in Germany for as low as $16,000.” “In my mind, we’re in a war with China—an economic war.” Gratitude We end where we began—with gratitude. “I get the privilege of working with you,” Lloyd tells me. And I tell him that I have a gratitude list every day in the morning, and he’s on it. Readers, ...
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  • How to Make Your Employees Want to Stay, with Adam Wiltsie–EP 130

    How to Make Your Employees Want to Stay, with Adam Wiltsie–EP 130
    2025/12/09
    Last week, I heard a story about an old customer of Graff-Pinkert who lost three key machinists because a shop down the street was paying more. It led me to make a post on Linkedin, asking if machinists and setup people were paid enough to attract young people to the machining field. On the whole, commenters vented that they were not compensated what they felt they deserved working in the machining industry. The post has 53 comments so far (I’m usually lucky to get one). The big question is, are manufacturing jobs in the United States, machining jobs in particular, attractive enough to fill the labor shortage that everyone continues to cry about? I thought back to one of my favorite podcast interviews, in which I spoke to Adam Wiltsie of Vanamatic, a 3-generation screw machine shop in Delphos, Ohio. In the interview, Adam told me that Vanamatic does not have a talent shortage and enjoys incredible employee retention, in part due to innovative recruitment strategies and flexible schedules. I don’t know what the company pays its employees, but Adam told me that when business came roaring back after the Covid-19 dive in 2020, Vanamatic raised wages $5 for all employees. I spoke with Adam yesterday and he said that employee retention is even better than it was two years ago. Even if you’ve memorized this story already, I recommend you check out the original blog and listen to the podcast. They’re good even a second time around! Listen with the player at the bottom of the page or at your favorite podcast app. View the podcast our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://lnkd.in/dB_nzFzt Instagram: https://lnkd.in/dcxjzVyw Twitter: https://lnkd.in/dDyT-c9h Original Blog After Graff-Pinkert sold a second used Lico CNC lathe to Vanamatic, a 3-generation screw machine shop in Delphos, Ohio, I had a great conversation with Adam Wiltsie, the company’s Director of Operations. At that moment, I was quite envious of Adam—I was sitting at my desk in my office, while he was outside on a beautiful July Friday afternoon, waiting in line his local ice cream institution Dairy Hut. Adam gets out of the office on Friday afternoons. He gets to tailor his work schedule, and contrary to what one might assume, this is not just a perk for members of the company’s leadership team. Vanamatic allows a flexible work schedule for all its 103 employees. Adam says this is a key reason why the company has not been suffering from a shortage of skilled people, that so many other manufacturing companies often complain about. In fact, 103 employees is a record number for the company, which happens to be located in a town of 6,000 people. Vanamatic was founded in 1953 by Adam’s grandfather in Delphos, Ohio. Today, the company is run by a leadership team made up of Adam, his brothers Scott and Jared, Steve Schroeder and Dave Ricker. The company makes parts for a variety of sectors including automotive, aerospace, fluid power, agriculture, construction, fittings, and refrigeration. The majority of its machines are 8-Spindle VNA Conomatics— 1-5/8” and 2-5/8” capacity. For those unfamiliar with Conomatics, or “Cones” as they’re often called, think of an ACME-GRIDLEY but heavier and a larger tool zone. Adam says the company loves the machines because “they can push feed rates like no other.” Cones aren’t built anymore so Vanamatic has its own rebuilding program for the machines. The company also has CNC turning centers, a few other brands of multi-spindles, and 10 Lico CNC lathes—picture a sexy, beefed up 11-axis CNC Brown & Sharpe. Adam is 42 years old, with three kids. He says having kids influenced his management style because it made him realize that every person works differently. Vanamatic’s management philosophy takes into account that all of the company’s employees have different requirements to bring out their peak performance and make them happy. Treating every individual employee uniquely bucks the traditional collective style of management in manufacturing companies, which Vanamatic had employed for the majority of the company’s life. Adam Wiltsie, Director of Operations of Vanamatic A while back, Adam and his brother Scott, head of Human Resources, implemented a management strategy called Start, Stop, Improve. Every year, they sit with each individual employee and ask them what they would start, stop or improve on a company level, a department level and an individual level. In the process, they learned that many people at the company desired a better work-life balance. They realized that by implementing flexible hours they could improve the lives of employees who prefer to be with their families at different times of day. Flexible hours could also accommodate employees who have hobbies or ...
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  • The Turnaround Formula, with Neil Lansing-EP 256

    The Turnaround Formula, with Neil Lansing-EP 256
    2025/12/01
    Today I’m talking to a guy who believes every company needs to be built to last—not just to flip. Neil Lansing is a turnaround specialist who left private equity to bet his own money on small, underperforming businesses. He’s taken companies from 18 employees to over 400. From $2 million to $40-50 million in revenue. And when everyone else was laying people off in 2008, he told his refrigeration company’s team: “We need more clients.” After transforming mom-and-pop service companies one after another, he found his final stop, Piedmont Machine & Manufacturing. At 67, he’s not looking for the next flip. He’s building something that will outlast him. ************* Listen on your favorite podcast app using pod.link. . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert’s Acquisitions and Sales promotion! ************* Interview Highlights The Journey from Satellites to Shop Floors Neil started as a satellite engineer at Hughes Aircraft, became a CFO of a publicly traded pharmaceutical company, then worked in private equity doing turnarounds and startups. But eventually he walked away from working with other people’s money to bet his own cash on small businesses. It wasn’t an easy mental shift. As he told me: “I remember the first time I did something. I was sitting there and I remember, now I’m not in corporate America, I’m not in these nice New York digs… I’m in some place where it’s like, my God, what did I get myself into?” But then he told himself: “Quit crying, figure it out, make it work.” The Five-Person Rule One of Neil’s key insights is his management structure. Nobody has more than five direct reports. Not supervisors, not managers, not even Neil as owner. This tight span of control is how he grew his refrigeration company from 10-18 people to over 400 in six years while maintaining quality and accountability. “Everyone has to do what we’re supposed to do,” he explains. “If we all do what we’re supposed to do and take the accountability of what we’re supposed to do, then it can work.” Growing When Others Retreat The 2008 financial crisis tested every business owner, but Neil’s response was counterintuitive. While the country was laying off 700,000 people a month, he gathered his top 10 guys and said: “We’ve just got to get more clients.” By Christmas, they were bringing in all new work. Then their existing clients–Target, Publix, Costco – suddenly needed massive expansions. Neil went from laying off 40-50 people to desperately hiring them back plus another 40-50 more. Why Manufacturing, Why Now After several successful turnarounds, Neil decided manufacturing would be his next chapter. He bought Piedmont Machine in Concord, North Carolina, seeing opportunity where others saw decline. The company does Swiss machining for smaller diameter work and can handle parts up to 30 inches in diameter—from roller bearing components for landing gear to automated door systems. He envisions growing his company to 80-100 employees, consolidating into a new 60-75,000 square foot facility, and implementing comprehensive training programs. The Grinder’s Legacy Neil calls himself a “grinder” – someone focused on day-to-day execution rather than just deal-making. His philosophy centers on personal responsibility: “If I don’t do what I’m supposed to do, then I can’t pay these people. And if I can’t pay these people, that means that we did it wrong.” What drives someone to keep grinding at 67? Neil says it’s about legacy, not money. “Everything I’ve done, it still works. It still runs. If I do something and it goes under or it stops being in existence, then I feel like that’s not a good legacy. That means I didn’t do it right.” Neil doesn’t know how to run a machine and doesn’t want to. He knows how to run a business with clear strategy, deep understanding of people, and balls, and he’s still betting big because that’s what real builders do.
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