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As consumables in the metalworking industry, cutting tools play a crucial role in cost reduction, quality improvement, and the transformation of machining processes. With advances in technology, cutting‑tool products have become increasingly diversified and are evolving rapidly, while product concepts are continually being updated.

　　When discussing cutting tools, we first turn to machine tools; the evolving machining requirements across various industries demand continuous upgrades in machine-tool technology. As machine-tool capabilities advance, conventional cutting tools can no longer meet the performance demands of these new machines, prompting the gradual adoption of innovative tooling in modern metalworking.

　　For example, twenty years ago, the most effective way to boost productivity among the three key cutting parameters was to increase the depth of cut. With the widespread adoption of CNC machine tools, a new concept—“small depth of cut, large feed”—has emerged in recent years. W‑type inserts are a prime illustration of this approach; in particular, the WNMG08 series is offered by virtually every major brand. More recently, TUNGALOY has introduced the WPMT09 series, which delivers even more outstanding performance in the small‑depth‑of‑cut, large‑feed regime. In addition to its high efficiency, this insert also boasts superior impact resistance.

　　Currently, when purchasing cutting tools, customers typically follow one of several approaches: first, they opt for the cheapest option regardless of its performance, simply comparing prices; second, they choose only the most expensive tools, assuming that higher price equates to better quality; third, when processing requirements are met, they select the tool offering the lowest cost‑per‑part ratio; and fourth, in addition to evaluating cost‑effectiveness, they factor in labor, utilities, equipment depreciation, and other associated costs, incorporating these into the overall part‑cost analysis before making their selection.

　　Clearly, the fourth approach is the most ideal; however, most machining enterprises today find it difficult to implement. Many still operate in a largely unrefined, resource‑intensive manner, with significant waste. When selecting cutting tools, machine‑tool and workpiece requirements should serve as guiding criteria; under these conditions, a moderate price‑performance ratio is sufficient. Using exceptionally high‑quality tools on a standard machine often fails to highlight the tool’s true capabilities, while pairing a top‑tier machine with subpar tools likewise prevents the machine’s strengths from being fully realized, resulting in inefficient utilization of equipment resources.

　　When it comes to tool usage, we generally recommend opting for disposable inserts whenever possible to minimize tool regrinding; however, the overall tool cost will inevitably be higher than that of reusable tools. When replacing inserts, we advise against waiting until an insert is broken—instead, replace it at its expected average service life. If the cutting edge of an insert becomes damaged, it can compromise the lifespan of the next cutting edge.

　　Brand reputation is particularly important in the cutting‑tool industry; reputable brands invariably offer distinct advantages that earn widespread recognition. For example, at Beijing Longchangtai Co., Ltd., part of CRRC Group, when machining an austenitic stainless‑steel workpiece under heavy intermittent conditions, we used TUNGALOY’s TEN09R080M27.0E07 cutter head paired with blades from the same series, made of AH725 grade. Although these blades cost twice as much as those from a competing brand and deliver twice the tool life, their overall cost‑performance ratio remains comparable. However, our tools achieve three times the productivity of the competitor’s solutions, and when factoring in labor‑and‑machine‑time savings, the advantage becomes even more pronounced—so customers are naturally willing to pay for the brand.

　　Currently, the cutting‑tool market is highly competitive, with price being a particularly decisive factor. To reduce our operating costs, we have implemented improvements across all areas: as costs decline, prices follow suit, delivering clear benefits to our customers. First, we have strengthened production management to cut expenses and maintain optimal inventory levels. Second, we continue to develop new materials to lower raw‑material costs—for example, by creating ceramic inserts to replace cemented carbide. Third, we have streamlined our sales model to minimize intermediaries and reduce working capital tied up in inventory.