“What goes around, comes around.” It’s a dumb cliché, but it’s what I am seeing in the screw machine business today.

The cyclicality of business is playing out as the auto industry in North America pushes toward the magical 16 million units a year mark. Thank god for the F-150, now the “best selling car or truck in America.” Tradesmen are buying, businesses are buying, even Aunt Millie is buying a vehicle today, and most of them are put together in North America with millions of perfectly turned components also made here.

Add a revival in home building and all those unleaded brass fittings needed and it means a lot of spindles turning, after the up and down gutting of the traditional turned parts world over the last 15 years.
My guess is that one third of the shops that ran multi-spindle automatics have gone away since the wholesale outsourcing trend to China began in the late 1990s.

I love the used machinery business because it is a competitive treasure hunt every day. It asks us for impossible calculations about realizable values for illiquid, flawed, sometimes rickety, filthy objects that often have little tangible worth when we are asked to buy them.

Here’s an example of the type of situation we consider at my company Graff-Pinkert every day. A firm has a 25-year-old screw machine or rotary transfer machine that it does not need at the moment. It has long been written off the financial statements, yet the potential seller feels it still has value but doesn’t know how much. He calls dealers for comps, checks eBay for similar machines, and considers whether he may use it again soon himself. He advertises it or calls us and probes for an offer. We feel the piece may have enough potential value that would make it a worthwhile addition to our stock, but we need to determine whether it is badly worn and will require substantial expensive refurbishing, or if it can be sold in its present state, which usually means full of oily chips, a nasty appearance, and out of production.

If by chance the machine shows well and is still running good parts, it becomes inviting for our broker competition, which hopes to turn it quickly for a modest but quick profit, without doing any of the difficult work of returning it to its original state of productivity.

I bought out my brother Jim’s interest in Graff-Pinkert six months ago. I promised him that I would not write about the breakup, but I want to take a few lines to describe how the post breakup is going for me.

The day after our deal closed I was vacationing with my wife, my sister and brother-in-law at the Chautauqua Institution near Jamestown, New York. (We had planned this trip a while before with my sister. That the breakup with Jim culminated at the same time was an odd coincidence.) The four of us were having lunch on the grounds when my iPhone rang and Jim’s name came up. I gulped, walked outside and took the call.

Jim quickly got to the point. There was a deal available with Wickmans and Hydromats. He had already looked at it. He wanted to know if I was interested in buying it. My head spun. Was this déjà vu? Was it 2012 or 2011? We had just broken up a 40-year relationship and now he was calling me to work on a deal?

“Well, uh, yes,” I stammered back. “Sure.” It was a pretty short conversation. This was not exactly how I expected my first day of solo ownership of the family business to go.