The hazards and preventive measures of unbalanced cone crusher motorized cone

Under the new economic normal, my country's mining industry is facing severe tests. Generally speaking, it has entered a period of slowing demand growth, digestion of excess production capacity and inventory, intensification of environmental constraints, and a period of structural adjustment. However, this is both a challenge and an opportunity. The mining industry in the trough may be the best time to adjust its structure.

As in nature, there is life and death at any time and in any situation. Especially now that more and more emphasis is placed on the decisive role of the market, only the strong can remain invincible. Therefore, in the context of a sluggish economy, some people believe that mining companies entering the cold winter, especially mining companies, should "hold together to stay warm."（xingaonai）

So, for mining companies, can mergers and reorganizations bring warmth to the company and ignite the fire of hope in the industry? The merger and reorganization of mining companies is not a simple "addition and subtraction". The key lies in whether the two can effectively complement each other's advantages. If we cannot complement each other's strengths and forcibly merge companies with mixed qualities, bad companies may even "infect" their illnesses to high-quality companies.

The merger and reorganization of mining companies first requires the decision-makers of the companies to reach a consensus on consciousness and understanding. But this is not as easy as it sounds. They often need the support of interest bases. The so-called "interests", unlike most foreign companies, are not simply the profits of the company, but also include the interests of many small groups. The interests of small groups include the rights of shareholders to have a say in the company and the control of local governments at all levels over the company where the company is located. The complex composition of interests makes the integration and reorganization of my country's mining enterprises a bumpy road.

Since we need to adjust the structure, we should clean up backward production capacity. Currently, my country's mining industry is facing such a dilemma. For example, some large mining belts are operated and mined by many small and medium-sized mining companies. However, due to insufficient funds, technology, and management levels, small and medium-sized enterprises have duplicated construction of efficient infrastructure and low labor production efficiency, resulting in serious waste of mineral resources and social resources. The separate development of mines makes it impossible to carry out large-scale mechanized production, and the natural ecological environment is also damaged, making production capacity increasingly backward and in urgent need of elimination.

The backward production capacity of my country's mining enterprises is one of the reasons for the overcapacity of many processing and smelting enterprises. Today, with the severe decline in the mining market, some processing and smelting companies have lost their cost advantages, their profits have dropped sharply, and they are even on the verge of closing down and going bankrupt. However, on the one hand, some companies are unwilling to close down and rely on large-scale imports of cheap ore to continue production; on the other hand, some local governments, considering the resettlement problems that company employees may face after unemployment, do not support corporate bankruptcy and liquidation, leaving companies Continue production and operations, resulting in large-scale "zombie companies".

Through the Central Economic Work Conference, we can see the determination of the party and the government to carry out "supply-side reform", and it is imperative to clean up excess production capacity and "zombie companies". The meeting advocated that there should be as many mergers and reorganizations as possible and as few bankruptcies and liquidations as possible. But from the current point of view, the merger and reorganization of mining companies is relatively difficult.

Today, when the market plays a decisive role in resource allocation, it is not a bad idea to sit back and watch the mining market independently digest excess production capacity and inventory, and gradually phase out backward production capacity, but this may take a long process. So, how do we promote industrial structural adjustment on the regulatory side?

The core competitiveness of the mining industry lies in controlling costs, innovating technology and management, improving labor productivity, and expanding effective supply. On the one hand, mining companies should use advanced technology to improve prospecting levels, increase mine supply capacity, and meet the needs of smelting companies; at the same time, they should improve management levels, reduce production costs, reduce waste of mineral resources, and develop green production. On the other hand, as for the overcapacity existing in the mining industry, which is concentrated in the smelting and processing industry, we can appropriately extend the industrial chain, enrich product types, develop new brands, eliminate backward processes, focus more on the finishing and deep processing of products, and improve the quality of supply. Meet the demand for consumption upgrades. In this process, the increase must be strictly controlled to prevent new overcapacity.

In the future, my country's mining industry should add, subtract, multiply and divide simultaneously to improve the quality and efficiency of development, carry out supply-side structural reforms, adjust the mining structure, and lead the new normal of mining development.

"The road is long and we will explore it from top to bottom." In practical terms, how to solve the crux of the mining structure and break the dead cycle in the adjustment of the mining structure requires further joint exploration and research to reach a consensus.