fmnqjnd.info

Your stocks to watch for the week ahead are Cheniere Energy (LNG), S&P 500 biotech giant Vertex Pharmaceuticals (VRTX), Cardinal Health (CAH), Steel Dynamics (STLD) and Genuine Parts (GPC).

X
While the market remains in correction, with analysts and investors wary of an economic downturn, these five stocks are worth adding to watchlists. S&P 500 medical giants Vertex and Cardinal Health have been holding up, as health-care related plays tend to do well in down markets.

Steel Dynamics and Genuine Parts are both coming off strong earnings as both the steel and auto parts industries report optimistic outlooks. Meanwhile, Cheniere Energy saw sales boom in the second quarter as demand in Europe for natural gas continues to grow.

Major indexes have been making rally attempts with the Dow Jones and S&P 500 testing weekly support on Friday. With market uncertainty, investors should be ready for follow-through day breakouts and keep an eye on these stocks.

Cheniere Energy, Cardinal Health and VRTX stock are all on IBD Leaderboard.

Cheniere Energy Stock
LNG shares rose 1.1% to 175.79 during Friday’s market trading. On the week, the stock advanced 3.1%, not from highs, bouncing from its 21-day and 10-week lines earlier in the week.

Cheniere Energy has been consolidating since mid-September, but needs another week to forge a proper base, with a potential 182.72 buy point formed on Aug. 10.

Houston-based Cheniere Energy was IBD Stock Of The Day on Thursday, as the largest U.S. producer of liquefied natural gas eyes strong demand in Europe.

Even though natural gas prices are plunging in the U.S. and Europe, investors still see strong LNG demand for Cheniere and others.

The U.K. government confirmed last week that it is in talks for an LNG purchase agreement with a number of companies, including Cheniere.

In the first half of 2021, less than 40% of Cheniere’s cargoes of LNG landed in Europe. That jumped to more than 70% through this year’s second quarter, even as the company ramped up new export capacity. The urgency of Europe’s natural gas shortage only intensified last month. That is when an explosion disabled the Nord Stream 1 pipeline from Russia that had once supplied 40% of the European Union’s natural gas.

In Q2, sales increased 165% to $8 billion and LNG earned $2.90 per share, up from a net loss of $1.30 per share in Q2 2021. The company will report Q3 earnings Nov. 3, with investors seeing booming profits for the next few quarters.

Cheniere Energy has a Composite Rating of 84. It has a 98 Relative Strength Rating, an exclusive IBD Stock Checkup gauge for share price movement with a 1 to 99 score. The rating shows how a stock’s performance over the last 52 weeks holds up against all the other stocks in IBD’s database. The EPS rating is 41.

Vertex Stock
VRTX stock jumped 3.4% to 300 on Friday, rebounding from a test of its 50-day moving average. Shares climbed 2.2% for the week. Vertex stock has formed a tight flat base with an official buy point of 306.05, according to MarketSmith analysis.

The stock has remained consistent over recent weeks, while the relative strength line has trended higher. The RS line tracks a stock’s performance vs. the S&P 500 index.

Vertex Q3 earnings are on due Oct. 27. Analysts see EPS edging up 1% to $3.61 per share with sales increasing 16% to $2.2 billion, according to FactSet.

The Boston-based global biotech company dominates the cystic fibrosis treatment market. Vertex also has other products in late-stage clinical development that target sickle cell disease, Type 1 diabetes and certain genetically caused kidney diseases. That includes a gene-editing partnership with Crispr Therapeutics (CRSP).

In early August, Vertex reported better-than-expected second-quarter results and raised full-year sales targets.

S&P 500 stock Vertex ranks second in the Medical-Biomed/Biotech industry group. VRTX has a 99 Composite Rating. Its Relative Strength Rating is 94 and its EPS Rating is 99.

CRISPR Stocks: Will Concerns Over Risk Inhibit Gene-Editing Cures?

Cardinal Health Stock
CAH stock advanced 3.2% to 73.03 Friday, clearing a 71.22 buy point from a shallow cup-with-handle base and hitting a record high. But volume was light on the breakout. CAH stock leapt 7.3% for the week.

Cardinal Health stock’s relative strength line has also been trending up for months.

The cup-with-handle base is part of a base-on-base pattern, forming just above a cup base cleared on Aug. 11.

Cardinal Health, based in Dublin, Ohio, offers a wide assortment of health care services and medical supplies to hospitals, labs, pharmacies and long-term care facilities. The company reports that it serves around 90% of hospitals and 60,000 pharmacies in the U.S.

S&P 500 stock Cardinal Health will report Q1 2023 earnings on Nov. 4. Analysts forecast earnings falling 26% to 96 cents per share. Sales are expected to increase 10% to $48.3 billion, according to FactSet.

Cardinal Health stock ranks first in the Medical-Wholesale Drug/Supplies industry group, ahead of McKesson (MCK), which is also showing positive action. CAH stock has a 94 Composite Rating out of 99. It has a 97 Relative Strength Rating and an EPS rating of 73.

Steel Dynamics Stock
STLD shares shot up 8.5% to 92.92 on Friday and soared 19% on the week, coming off a Steel Dynamics earnings beat Wednesday night.

Shares blasted above an 88.72 consolidation buy point Friday after clearing a trendline Thursday. STLD stock is 17% above its 50-day line, definitely extended from that key average.

Steel Dynamics’ latest consolidation could be seen as part of a larger base going back six months.

Steel Dynamics topped Q3 earnings views with EPS rising 10% to $5.46 while revenue grew 11% to $5.65 billion. The steel producer’s outlook is optimistic despite weaker flat rolled steel pricing. STLD reports its order activity and backlogs remain solid.

The Fort Wayne, Indiana-based company is among the largest producers of carbon steel products in the U.S. It engages in metal recycling operations along with steel fabrication and produces myriad steel products.

How Millett Grew Steel Dynamics From A Three Employee Business

STLD stock ranks first in the Steel-Producers industry group. STLD stock has a 96 Composite Rating out of 99. It has a 90 Relative Strength Rating, an exclusive IBD Stock Checkup gauge for share-price movement that tops at 99. The rating shows how a stock’s performance over the last 52 weeks holds up against all the other stocks in IBD’s database. The EPS rating is 98.

Genuine Parts Stock
GPC stock gained 2.8% to 162.35 Friday after the company topped earnings views with its Q3 results on Thursday. For the week GPC advanced 5.1% as the stock held its 50-day line and is in a flat base.

GPC has an official 165.09 flat-base buy point after a three-week rally, according to MarketSmith analysis.

The relative strength line for Genuine Parts stock has rallied sharply to highs over the past several months.

On Thursday, the Atlanta-based auto parts company raised its full-year guidance on growth across its automotive and industrial sales.

Genuine Parts earnings per share advanced 19% to $2.23 and revenue grew 18% to $5.675 billion in Q3. GPC’s full-year guidance is now calling for EPS of $8.05-$8.15, up from $7.80-$7.95. The company now forecasts revenue growth of 15%-16%, up from the earlier 12%-14%.

During the Covid pandemic, supply chain constraints caused a major upheaval in the auto industry, sending prices for new and used cars to record levels. This has made consumers more likely to hang on to their existing vehicles for longer, driving mileage higher and boosting demand for auto replacement parts.

Fellow auto stocks O’Reilly Auto Parts (ORLY) and AutoZone (AZO) have also rallied near buy points amid the struggling market. O’Reilly reports on Oct. 26.

IBD ranks Genuine Parts first in the Retail/Wholesale-Auto Parts industry group. GPC stock has a 96 Composite Rating. Its Relative Strength Rating is 94 and it has an EPS Rating of 89.

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.

Industrial vs Non-industrial Plasma machinesPlasma cutting technology is a widely used process that has gained widespread popularity for its ability to cut most forms of metal and is quite favoured for its simplicity in use. It’s versatility with its range of capabilities and applications have made it a universally accepted metal cutting process.Non-industrial Plasma Non industrial plasmas are best suited for garage users of steel fabrication who require plasma cutting perhaps 2-3 hours per day 3-4 days per week. A plasma in this class is best suited to small operations that work on mostly customised jobs. Non industrial plasma units are much cheaper to purchase than industrial plasmas but cannot tolerate the ongoing high volume that an industrial Plasma is designed for. Air plasmas and lower end conventional mechanised plasmas generally fall into the category of non-industrial plasmas.Industrial Plasma Industrial plasmas refer to plasma units geared towards high volume large production facilities that have enough work to elicit a machine to operate a full eight hour shift five days per week. Plasmas in this class usually can operate up to three eight hour shifts per day, seven days per week if necessary. If your operation fits into this category then an industrial plasma is not only preferable, but an absolute necessity.Higher end Conventional plasma and High Definition Plasmas fall into the category of industrial plasmas. With modern day advances however High definition is generally the plasma of choice due to the higher levels of automation they provide as well as the higher level of cutting proficiency they are capable of achieving.Advantages of Industrial Plasma (high definition plasma) • Lower operating Costs• Oxygen and multi-gas capability for improved• Faster Cut speeds• Improved weldability• Significantly longer consumable life• Thicker cutting capability• Quick disconnect torch• 100% duty cycle• Hi-Definition technology• Best cut quality including squarer edges and rounder holes• Mark, cut and bevel with the same consumables• More process options for optimizing cut quality• Remote (CNC) gas switching capability• Patent TruHole technology for best plasma cut holes – unique to Hypertherm high definition plasmas• Hdi thin stainless technology• Optimal gas mixing for mid-range stainless steel• Higher pierce capability• Much higher automation• Higher resale value• Much longer life on machine• Significantly higher production capability• Significantly higher computer aided design capabilityEssential components of an Industrial plasma cutting machine What is most essential to a plasma machines ability to provide continuous quality cutting are the ‘Controllers’ of a plasma unit. A well-engineered, well-constructed control unit is essential to providing consistent high level cutting precision and quality, carried out at high speeds over long hours. A poor to average control unit is incapable of achieving consistent precision especially over long production intervals where it is likely to overheat or break down.Controllers consist of five main components: Power source, controller, a lifter, drives and servo motors.Power SourceIt is very important to get a renown plasma source for your machine to achieve a high performance and reliability to deliver consistent cut quality, high productivity, lowest operating costs whilst lasting you a long time for your business.LifterThe lifter is an essential component providing precise height control of the plasma torch. Utilising a quality THC height sensor will reduce the cut to cut cycle time (up to 60%), provides better cut quality due to proper assembly of torch height, savings on power and longer consumable life.In addition the quality torch height controllers automatically adjusts voltage for proper torch height to optimize cut quality and consumable life. Traditional torch height controls require an operator to periodically adjust arc voltage to ensure proper cut height.Control The controller needs to have all the process expertise built in resulting in flexibility and ease of use for the end user. A quality controller has a digital I/O sercos system that will deliver reliable motion system quality and will improve the cut quality and productivity.The software should allow flexibility and ease of use for the end user, so a person with little or no experience on the controller can cut like a seasoned professional in as little as a day.High End Servo Drives and motorsHigh end drives like Bosch help ensure high stiffness essential for accuracy, minimal backlash and easy adjustment. The servo drives receive command signals that amplify and transmit electric current to the servo motor in order to produce motion proportional to command signals.Their main advantage over DC and AC motors used in non-industrial plasmas is the addition of motor feedback which can be used to detect unwanted motion or to ensure the accuracy of a command motion. Servos in constant speed changing use typically have a better lifecycle than DC/AC motors and can also act as a brake by shutting off generated electricity from the motor itself.Bosch Servo motors Bosch servo motors allow for precise control of angular position, velocity and acceleration. It consists of a sophisticated motor coupled to a sensor for position feedback.Stepper motors typically used in low end CNC machines provide no feedback encoder as drive signal specifies the number of steps of movement to rotate. This lack of feedback limits performance as the stepper motor can only drive a load that is well within its capacity otherwise missed steps under load may lead to positioning errors.Low rails Industrial plasma’s usually feature low rails secured to the ground to ensure the highest level of stability driven by helical drives to provide optimal accuracy during the rapid fast moving of the plasma beam during long production intervals.Table design rails usually seen on non-industrial plasmas won’t have the same level of rigidity and are thus less suited to high volume rapid pace production. In addition with rails built onto the cutting table and so close to the plasma, with constant long duration cutting the rails are at risk of distorting in shape (over time) due to the constant exposure to heat.CAD / CAM software To greatly improve the efficiency of production in a high volume settings you require a more advanced software to provide a much wider range of functions which greatly enhance the productivity of that operation. Using a more advanced software unit can provide some of the following advantages just a to name a few:• Import CAD and CNC files• Separate multiple parts from a single CNC file• Group Parts into clusters for nesting• Automatic and manual nest sequencing• Control cut directions and cut sequencing on part by part basisThe addition of a quality software allows a much higher level of automation, significantly reducing key punching and is user friendly enough to allow even the most novice operator to cut parts like a seasoned professional.Cutting table For the purposes of industrial fabrication it is essential that a cutting table is well constructed, heavy and durable to meet the demands of an industrial operation. In most non-industrial plasma units, cutting tables are constructed from thin sheet metal and alluminium castings to reduce the cost of the overall unit. The problem with this is that due to the thin, light construction, the table can shake or wobble, adversely affecting the accuracy of a cut part. Furthermore over long production periods, due to the ongoing exposure of heat generated from the plasma these tables are likely to distort over time.The durable robust construction of an industrial plasma table is essential to give the table stability for the highest level of accuracy and to prevent heat distortion.Industrial plasma units usually offer the choice of a water or dry table with a dust collection unit. Water tables are cheaper to purchase but require much more ongoing maintenance and cleaning which over time becomes more expensive than using a dry table with a fume extraction unit. In an industrial environment both are acceptable.Non-industrial plasmas usually come with water tables once again to reduce overall the cost of the unit though some are offered with a dry table and fan which is only sufficient in removal of dust and fumes in a light fabrication setting.Having a Support team The purchase of a Plasma machine whilst being an expensive investment can provide enormous returns to any business where there is a demand for work, the correct facilities are utilised and they are maintained with the right level of care.It is essential therefore that a full support team is available to service your machine for ongoing maintenance, in the incident of a breakdown or where any other form of technical support is required.In any high volume industrial environment any down time can translate into large losses in profit so it is important to have a local service team, but more to the point a team who knows the full operation of the machine from bolt to bolt, to shorten the time required to fix the machine, though also to provide phone support for quick fixes that do not cost any call out fees.Why Non-Industrial Plasmas are so much cheaper to purchase than Industrial Plasmas Many first time buyers of Plasma machines may look into purchasing a non-industrial plasma as a form of entry level use not fully understanding the full capabilities or limitations they have especially when compared to industrial level plasmas.A cheaper price tag is often the motivator to go with a non-industrial plasma but in the long run once users have been able to thoroughly compare the two in performance, reliability and productivity it becomes very clear why non-industrial plasmas are so much cheaper.In most situations fabricators who start out using non-industrial plasmas find with ongoing use that their functional capacity is very limited and with further research and exposure to industrial plasmas that they eventually upgrade to one as they provide much greater productivity, more flexibility in use and better quality cut parts with consistent precision. In addition industrial plasmas have a much greater lifespan, are a lot more durable and are built to handle a much higher degree of volume equating to far better value.Many manufacturers of non-industrial plasma machines try to capitalise on the lower end cheap market by providing only the bare essentials of plasma cutting. Many of the reasons they can offer a plasma machine at a cheaper price is due to reasons including:- Often software is not included in the package and in many cases users need to integrate a separate laptop/PC to operate the CNC cutting function. Even when software is provided usually they only provide very basic functions.-Table and beam are constructed of thin light constructed sheet metal, not suited to heavy duty fabrication and are highly likely to distort in shape over time, due to ongoing heat exposure generated from the plasma. Rails are also built onto the table rather than being bolted into the ground.This type of design does not provide the stability required to support quality precision during fast rapid movement due to the lack of rigidity and lightness of the table construction.-Use of DC/AC motors and stepper motors as alternatives to drives and servo motors translate to limited performance, slower cutting, inconsistent poorer precision and positioning, slower acceleration and velocity.-Fume extraction units are not included and another way to reduce the price on non-industrial units. A water table or dry table with fan are usually what are provided, though with light fabrication this is usually sufficient.-Cheaper components are normally incorporated that don’t have any real brand reputation for performance or reliability.-Aside from the above non-industrial plasmas can generally operate perhaps 2-3 hours per day 4-5 days per week and have an average lifespan of about 3-5 years.Conclusion For those considering the purchase of a plasma unit it is very important to be clear on the capability of the unit and whether or not that unit can meet all their requirements not just that of a single part.Plasma machines have been designed to provide varying levels of functionality with a price range to match. Industrial plasma machines are logically more expensive but when the components are thoroughly broken down, one can clearly see that the cost is commensurate with the performance and capability, and in retrospect this is also true of non-industrial plasma machines. When matched in the suitable environment, business owners often see a return on investment within 2-3 years and as smaller businesses grow, industrial plasmas become a very natural progression.