From the publisher About Microcut
Time to wait? Time to Conquer?
F r om t h e p u b l i s h er
T h e
A b o u t M i c r o c u t
T h e
he destructive global power of the financial crisis became clearlast year. The immensity of the manufacturing crisis is still sinkingin. In fact, manufacturing is also caught up in a global whirlwind.In Germany December’s machine-tool orders were 40% lowerthan a year earlier. Industrial production fell in the latest threemonths by 3.6% and 4.4% respectively in America and Britain(equivalent to annual declines of 13.8% and 16.4%) in 2008. Butthe collapse is much worse in countries more dependent onmanufacturing exports, which have come to rely on consumersin debtor countries. For example, Germany’s industrialproduction in the fourth quarter of 2008 fell by 6.8%; Taiwan’s by 21.7%; Japan’s by 12%. In the years after an extraordinary boom,in which the world’s GDP rose year after year by between 4%and 5%, global growth will slide below 3%, some developedcountries even slide to -1%~-7% in 2009. The operation of metal working machines sellers suffersseriously from the credit crunch of banking system. Firms with solittle equity have almost no ability to absorb temporary downturns or shocks. Industry is collapsing in some developingcountries such as eastern Europe, Brazil, Malaysia and Turkey. Thousands of factories in are now abandoned. The sharply currencies depreciation also squeezed domestic spending inthose countries. The internal demand deteriorates along withthe falling of export, creating a vicious circle of slumping GDP.Around the world factory output is plunging at its fastest pace indecades as the consequences of slumping demand have rattledalong the supply chain.Taiwan is one of the world’s most export-dependenteconomies, has been battered by the slump in global demand.Exports account for 74% of GDP in 2008, plunged by a record44% in the year to January. To prop up the economy, the centralbank has cut interest rates six times since September, to 1.5%. The Taiwan currency tumbled to 22-year low against the U.S, atNT$35.174 vs. dollar in March 2009. However, Taiwan cannotkeep relying on low interest rate and weak currency rate tosupport the sliding exports and a shrinking economy anymore. The low cost advantage of the original equipmentmanufacturers (OEM) in Taiwan for years undermines thecompetitiveness. It ‘s not only cheaper products that smartclients looking for, but right products with best value. In the longrun, only high value-added product and high service quality arethe direction Taiwan manufacturers should move toward. Thekey point is how the manufacturers can develop new high techmachines to improve the machine quality, machiningtechnology and cost saving, producing competitivecomponents…etc. The high speed machining technology iseagerly to be introduced. The advantage of high speedmachining technology and high value-added productioncontribute to the development of hi-technology, creatingbusiness value and employment. The credit crisis has exposed the risks of an unbalancedeconomy. These imbalances have also prompted politicians andcommentators to consider seriously, the importance of high- value-added manufacturing in a developed economy. Even amidthe gloom, however, are some signs of hope. Somegovernments have unveiled billions of dollars in fiscal stimulus of infrastructure investment, planning to spend on roads, bridges,transit and other infrastructure projects. The demand of industrialmachinery, transportation equipment, primary and fabricatedmetals will further contribute to machine tool market andincrease the usage of high speed machining technology equipments. The opportunities will come to the business which strives toincrease its product value and service quality, as well asdeveloping high technology products with features multi-tasking,high speed, high precision, high production efficiency. Thus, theendeavors in R&D and innovation will be the way to success.Buffalo Machinery is developing flexibility in manufacturing andbeing reliably resilient in market change, by producing custom-made tools which are good value for the end users. Paul ChangApril, 2009
Founded in 1978 by Paul Chang, Buffalo Machinery stands the test of time for 30 yearsin the trade and more than 10 years in machine tool manufacturing. The company hasgrown to capacity of 7 plants, with a management team that represents some of themost experienced machine tool professionals in the industry.
Department Functions and Managers’ profile
•Quality and reliability management•Production planning and control, industrial engineering, and operational efficiency Andy joined Buffalo Machinery since 1991 and he first specialized in quality control. With two decades of experience of manufacturing process examination and machine inspection, Andy implements the industrial required product quality andprocess requirement and understands the need of market very well. He is now the chief of Production and a key member of Buffalo‘s executive team. Andy is taking the degree of Master in Electrical Engineering, as one of the decision that Paul would like all the management peoples to study updated technology.
“I devoted myself to the career which is not only a job, but also the enrichment of life experience and self-fulfillment by studying lots of interesting stuff and working with different people. Though life is as short as a journey, we should enjoy the sceneries and cherish every moment we have.” ~Andy
•New product development and improvement •Design and evaluate the possibility of advanced technology •Advanced product engineering and R&D system integrationScott joined Buffalo Machinery in Feb 2001 and is responsible for company-wide product development which includesoptimizing machinery designs, speeding innovation, and ensuring the quality of Buffalo 's products and services.
“Life is a process of learning. I love to explore myself and pursue the harmony in career, family and interpersonal relationship.”~Scott
•Business strategy and policy development •Plan, execute and check organizational quality policy •Cross-department coordination and integration •Human resources management and organizational developmentKim joined Buffalo Machinery in June 2002 and served as administration manager of Buffalo Machinery. He specialized inelectrical engineering and served as managers in local machinery factories and had years of experiences of cross-departmentmanagement. He is now responsible for the business management of Buffalo Machinery, including electronic controlplanning, after sales service execution, product quality assurance and control. Kim is also taking the degree of Master inElectrical Engineering.
“My managerial goal is to accumulate our intangible assets such as technical knowledge and human experienceby building SOP and knowledge management system. And we keep on training and practice to make our know- how standardized to every staff. I always do my best in every stage of my life, and yet, never stop learning and grow with my family and friends.” ~Kim
Sales & Trade:
•Market & Customer Service--market analysis, forecast and customer demand management•Regional Sales Operations--business development and account services for the North and South American, Europe,Australia, and Asian regionsAs the sales manager of Buffalo Machinery, Sabina is a key participant in determining Buffalo 's sales strategy, productmarketing and distribution for 11 years. Sabina is also taking the degree of Master in Electrical Engineering.
“My goal is to build a strong organization of Sales dept and to make ourselves stronger to fight. It includes cost down, more staff training, better service for distributors and customer relationship management. We work closely withour supply chain to cut down the cost as possible to compete with competitors worldwide. Our efficiency and fast response to distributors is to ensure best support from Buffalo on pricing, delivery and after service. “~Sabina
•Finance and accounting services including treasury, tax, asset management, strategic investment, and financialand accounting management•Internal audit, managing invoice and collection of payment Joan joined Buffalo Machinery in July 2003 and is the chief financial control officer. In this role, she is responsible for increasingthe functions of accounting department by internal and external training, executing tax suggestions from auditors, andstrengthening their basic mechanical knowledge.
“Our greatest enemy is probably not others, but ourselves. We have to improve ourselves at every moment.”~Joan
Andy Lin Manager-Scott Tsai Scott Tsai Manager-Kim Chen Kim Chen
Manager-Sabina Chen Manager-Joan Huang Joan Huang