Mr. Le Van Truong, Head of the Technical Department at EMIN, shares insights into what goes on behind the scenes of a handover project: from site surveys and risk management at the factory to how a technical department head makes on-the-spot decisions and turns each trip into a shared learning experience for the entire team.
If we were to talk about the factory environment or system that presented you with the greatest challenges, which one would it be?
The KSON KESS-DS 800L series—specifically its cascade refrigeration system—stands out most in my memory.
Despite its 800-liter capacity, the unit had to reach temperatures as low as -40°C while also meeting the rapid temperature transition rates required for Thermal Shock or ESS testing. Stable system operation depended on the precise, near-simultaneous synchronization of three factors: the flow rates of the R404A and R23 refrigerants, compressor suction and discharge pressures, and the airflow circulation rate.
Even a slight drop in heat dissipation efficiency or a minor fluctuation in the power supply could throw the entire refrigeration cycle off course. This is not a system where one can draw conclusions simply by glancing at the parameters; a technician must closely monitor the entire operational process to pinpoint exactly where any anomalies lie.
In your opinion, where do errors or technical issues in a plant's operating environment usually originate?
There are three categories of risk I always keep an eye on before every trip.
The first concerns the factory's infrastructure readiness. Specifically, I verify whether the 3-phase power supply meets the required voltage and frequency specifications, if there is a dedicated circuit breaker with the correct amperage rating, and if the grounding system complies with standards for noise suppression and shock protection. For cabinets requiring water cooling or dry compressed air, I also check the supply lines beforehand, along with the ambient room temperature and the clearance between the cabinet and the wall to ensure proper heat dissipation.
The second risk involves hardware damage occurring during transit. No matter how carefully equipment is packed, a re-inspection upon arrival is essential, as the journey itself always carries inherent risks.
The third risk relates to acceptance testing data. Discrepancies sometimes arise between the client's measuring instruments and EMIN's reference equipment, often due to a lack of alignment on measurement methods or applicable standards from the outset.
To mitigate these risks, I conduct a site survey using a checklist three to five days prior to dispatch, bring a spare parts kit to handle any on-site issues, and finalize the measurement methodology with the client beforehand. When cross-verification is required, EMIN uses equipment compliant with ISO/IEC 17025 standards to ensure both parties share a common basis for evaluation.
During a machine handover, what unique value does your presence bring compared to simply sending a team of junior technicians?
The biggest difference lies in the authority to make decisions right on-site.
When unforeseen issues arise, technicians typically have to consult their superiors before choosing a course of action. In my role as Technical Manager, however, I can make decisions immediately at the factory and discuss the solution directly with the client's representative. This prevents the workflow from stalling while waiting for another layer of approval. Clients also have the assurance that the person they are dealing with has the authority to take responsibility for the technical decisions made.
I strictly adhere to one principle: after transport, the unit must remain stationary for 12 to 24 hours to allow the compressor oil to settle before power is applied. If a client wants to turn the unit on immediately, I clearly explain the risks—particularly regarding the compressor, as repair costs in the event of a burnout can run into the thousands of dollars. If the client insists on powering it up anyway, that decision is recorded in the official report.
The same applies to testing at temperature extremes like -40°C or 125°C; the unit must reach the target temperature and maintain stability for 30 to 45 minutes before acceptance data is recorded. While this does extend the handover time, it is essential for protecting the equipment and ensuring the acceptance results are backed by solid, reliable data.
Beyond the specifications listed on the datasheet, in your opinion, why do customers choose this model and select EMIN for their purchase?
Regarding the product itself, customers often choose it because it strikes a reasonable balance between international-standard performance and investment cost.
As for choosing EMIN, the decision is largely driven by the company's after-sales service, rapid response times during urgent issues, and deep understanding of the specific testing standards required by different types of manufacturing plants. Negotiations for this equipment line typically span one to three months, yet the majority of that time is spent clarifying technical commitments, calibration standards, and warranty terms rather than haggling over price.
Looking ahead to the next 6 to 12 months, what do you expect from the EMIN Technical Department?
I envision the Technical Department acting as a driving force that helps EMIN retain customers and generate revenue for reinvestment.
Technicians should not limit themselves to merely handing over equipment or fixing a specific issue. Every visit to a client's factory is an opportunity to assess equipment conditions, engage with customers, and identify maintenance or upgrade needs that the clients themselves might not have yet considered. My team and I are currently standardizing service protocols for each project while optimizing internal workflows to free up time for tasks that truly create value.
Another crucial aspect is how we capture and retain knowledge after each assignment. Upon project completion, I require an incident analysis report to be submitted within 24 hours. Subsequent issues are incorporated into a Troubleshooting Matrix and added to the department's SOP library. An issue encountered at one factory can help a colleague resolve a similar problem faster in a future project; this ensures the department's capabilities are not reliant on the experience of any single individual.
As illustrated by Mr. Le Van Truong’s account, EMIN’s Technical Department does far more than simply deliver equipment and complete the handover process. Insights gained from each project are standardized into processes, documentation, and capabilities that enhance future engagements.
That is how EMIN builds long-term technical value: with on-site personnel taking responsibility, robust supporting processes, and a team that continuously accumulates experience from every real-world project.
