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Sabtech PU Foam Machine, Dongguan (2026)

Core Production equipment, supporting tools, and raw materials.
3. 1-on-1 training online/offline, backed by a dedicated team of engineers. With the foundational support of machine production technology and over 20 years of first-hand production and usage experience, our technology development team aims to make every machine exhibit the characteristics of simplicity, labor efficiency, ease of oper

ation, and minimal maintenance. We meticulously craft the various details of our machines, striving to enhance their service to workers, reduce complexity, minimize the burden on frontline production workers, boost production efficiency, lower production costs, and reduce maintenance issues. Over more than two decades of focusing on factory production, we have consistently increased our investments in mechanical equipment each year. However, we have found that many times our investments did not yield the expected returns. Some machines were designed poorly and did not contribute to increased production efficiency. Some machines were highly advanced but too complex to operate, directly causing discomfort for workers who were unwilling to use them. These challenges have placed economic, labor, and management pressures on any production enterprise. Starting in 2017, with the recruitment and development of technical experts and thorough talent preparation, we began the gradual search for foundries and machine processing plants to customize production machines based on our specific production requirements. After three years of continuous refinement and improvement, Sabtech brand was established in 2019. The company also successfully attracted investments from several well-established machinery manufacturing enterprises and established an independent research and development workshop. This truly achieved an integrated approach to research, production, and sales, meeting the actual needs of our customers. As a production-oriented enterprise, we strive to meet these evolving needs as effectively as possible. Therefore, our factory will continuously introduce new equipment to meet production demands. We believe that it is foolish to sell any fixed type of machinery. Machinery should be upgraded according to different production scenarios to maximize efficiency. Therefore, for any customer we have the privilege to serve, we must thoroughly understand your production environment, production factors, and capacity requirements, and then configure the most suitable machines for you. Perhaps a small change today can save you many troubles in the future.

05/06/2026

🔰Where should you check first when flexible PU foam has poor rebound?🔰

Poor rebound in flexible PU foam is often traced too quickly to TDI index, catalysts, or crosslinkers. In actual production, the foam may look normal, with density and hardness close to target, yet still show slow recovery, a dull seating feel, poor resilience, or obvious batch-to-batch variation.

For flexible PU foam factories, this issue cannot be judged only from the formulation sheet. Formulation direction, raw material condition, metering accuracy, mixing performance, temperature control, and curing conditions can all affect the final result. The first step is to identify the foam’s actual performance pattern, then decide whether the problem should be checked from formulation, process, or production stability.

🟠1. First separate collapse, low hardness, and poor rebound

Foam collapse happens during foaming, when the rising or forming foam sinks or collapses. This direction should first be checked through blowing reaction, gel reaction, silicone surfactant, catalyst balance, mixing condition, conveyor rhythm, and site environment.

Low hardness usually appears as weak support or insufficient load-bearing/compression performance. It may come from density, TDI index, hard segment ratio, or formulation structure, but it should not be directly treated as poor rebound.

Poor rebound usually shows after the foam has been formed. The foam block may look complete, but it recovers slowly after compression, gives weak elastic feedback, feels dull in seating, or lacks natural resilience even when hardness is acceptable. This direction should be checked through network condition, cell opening, compression recovery, and curing performance.

🟠2. Classify the problem by actual production symptoms

🔸2.1 Soft and weak

Soft and weak foam usually has poor support, weak recovery after compression, and a higher risk of fatigue during long-term use. The first checkpoints are density, hardness, gel speed, compression set, and TDI index.

If the same formulation gives different results across batches, the metering stability of TDI, water, polyol, and additives should also be checked. When actual output fluctuates, the index shown on the formulation sheet may not match the real reaction condition on site.

🔸2.2 Hard but not resilient

Hard but non-resilient foam may meet the hardness target, but the hand feel is stiff and recovery does not feel natural. This often relates to an overly strong crosslinking structure, high hard segment ratio, excessive crosslinker or chain extender, or a strong tin catalyst effect.

For this type of problem, hardness should not remain the only target. The next checkpoints should be crosslinking structure, cell opening, and catalyst balance.

🔸2.3 Dull recovery and poor air release

When foam feels dull during compression and does not recover smoothly after release, air movement inside the cells is often restricted. This direction should first be checked through air permeability, closed-cell tendency, silicone surfactant system, cell opener, and tin/amine balance.

For this type of issue, hardness alone does not explain the problem. Air permeability and compression recovery give more useful information.

🔸2.4 Unstable batch performance

When the same formulation produces foam with different rebound, dullness, stiffness, or recovery behavior, production stability should be checked first. Water level, raw material temperature, ambient temperature, curing time, raw material batch variation, metering stability, and catalyst rhythm can all cause performance drift.

This type of issue requires batch records. Density, hardness, rebound rate, air permeability, compression set, and curing time should be compared together, instead of judging by one hand-feel test.

🟠3. Check the key variables based on the symptom

🔸3.1 TDI index: focus on the result, not only the number

TDI index is an important reference, but it does not decide rebound performance by itself. Many TDI-based flexible slabstock foam systems use around 105–115 as a common reference range, while some systems verify their balance around 108–112. The suitable range still depends on foam type, density, hardness, polyol system, and cell opening.

When the index is low, the main signs to check are weak support, low strength, higher compression set, and a hollow or weak feel after curing. When the index is high, the main risks are excessive hardness, stiff hand feel, difficult cell opening, closed-cell tendency, and heat buildup.

TDI consumption estimates must be used with clear assumptions. A common simplified factory formula is:
TDI amount ≈ [TDI required by polyol + water × 9.67] × index factor
This formula is usually based on a specific polyol hydroxyl value and TDI 80/20 system. An index of 108 should be calculated as 1.08. In actual formulation work, all active hydrogen components, raw material hydroxyl value, and isocyanate NCO content still need to be considered.

🔸3.2 Crosslinking structure: check whether the network is too loose or too tight

When the network is too loose, the foam lacks support and recovers weakly after compression. Strength and compression set are often affected as well. The main checkpoints include TDI index, gel speed, crosslinking structure, polyol system, and curing condition.

When the network is too tight, foam hardness may already meet the target, but chain segment movement is restricted. The foam may feel stiff, with lower elongation, poorer air permeability, and weaker rebound. The main checkpoints include crosslinker, chain extender, hard segment ratio, and tin catalyst strength.

Tin catalysts mainly affect gel reaction speed. When the tin effect is too strong, the system thickens too early, the cell-opening window becomes narrower, and air permeability and rebound can both be affected.

🔸3.3 Cell opening: check whether air can move smoothly

Cell opening affects air movement during compression and release. When the cells are properly open, foam recovery feels more natural. When cell opening is insufficient, the foam can feel dull, show lower air permeability, and recover less smoothly.

Cell-opening problems usually require checking silicone surfactant, cell opener, tin/amine ratio, gel speed, TDI index, and mixing condition together. Adding more cell opener alone may not solve the real problem.

Excessive cell opening can also reduce support and strength. Any cell-opening adjustment should be judged together with density, hardness, application requirements, and physical test results.

🔸3.4 Polyol system: check whether the base route matches the target

If small adjustments to TDI index, catalysts, and cell opener bring limited improvement, the main polyol system should be reviewed. Conventional flexible foam and high resilience foam use different raw material routes. A mismatched base system cannot be forced into the target hand feel only by adjusting additives.

The key points to review include polyol molecular weight, functionality, EO-capping ratio, reactivity, and POP combination. For high resilience targets, the polyol system must support the required rebound, cell opening, and processing stability.

🔸3.5 Water level and heat buildup: check structural stability

Water level affects density, CO₂ generation, hard segment structure, heat buildup, and cell condition. When water is too high, cells may become coarse or unstable, heat buildup may increase, core scorching risk may rise, and rebound or compression set may fluctuate.

There is no fixed water level suitable for all foam types. Conventional slabstock foam, high resilience foam, viscoelastic foam, and low-density foam follow different formulation logic. Water level should be judged together with target density, hardness, heat buildup, cell opening, and final physical properties.

🟠4. Field checklist for poor rebound in flexible PU foam
See the atteched picture

🟠5. Basic principles for formulation adjustment

Each adjustment should control variables. If TDI index, tin catalyst, cell opener, crosslinker, and water are changed significantly at the same time, it becomes difficult to identify which factor caused the result. A more reliable method is to define the main direction first, then verify key variables with small adjustments.

TDI index can be adjusted by 2–3 index points as a starting point for verification. The adjustment range of catalysts, cell opener, and crosslinker should depend on the raw material system and field symptoms. After each adjustment, density, hardness, rebound rate, air permeability, compression set, tensile strength, tear strength, and curing condition should be recorded together.

Before changing the formulation, metering, mixing, and temperature control should be confirmed as stable. Otherwise, the test result is difficult to interpret. This is especially important for continuous foaming lines.

Rebound rate alone cannot decide whether a formulation is qualified. Cushions, mattresses, furniture foam, and automotive seating foam all require support, comfort, air permeability, fatigue resistance, and compression set performance. If rebound improves while hardness, air permeability, or long-term fatigue becomes unstable, the formulation still needs to be rebalanced.

Stable rebound comes from matching formulation with production ex*****on

The troubleshooting of poor rebound should start from field symptoms. First identify whether the foam lacks support, has an overly tight network, has poor cell opening, uses an unsuitable base polyol system, or is affected by water level and reaction rhythm. Then decide whether to adjust TDI index, catalysts, crosslinkers, cell-opening system, or polyol combination.

For factories building, expanding, or upgrading flexible PU foam production lines, rebound stability cannot be secured by the formulation sheet alone. Metering, mixing, temperature control, production rhythm, and curing conditions must also be confirmed, so the foam can achieve stable compression recovery, suitable support, controlled air permeability, and better long-term performance.

01/06/2026

🔰What kind of factory in Brazil is really ready for a continuous foaming line?🔰

🟠Brazil has real development potential for flexible PU foam

Brazil’s demand for flexible PU foam is supported by several downstream industries, from mattresses and furniture to upholstered products, foam processing, packaging, automotive interiors, and other cushioning applications. For continuous foaming line investment, the most relevant demand sources are still mattress production, furniture manufacturing, foam processing, and regional foam supply.

The mattress industry is one of the most direct demand sources. ABICOL projected Brazil’s mattress industry revenue at around BRL 13.2 billion in 2025, with expected growth of about 6.5%. Grand View Research also reported that Brazil’s mattress market generated USD 1,571.3 million in 2024 and is expected to reach USD 2,066.6 million by 2030, with foam as the largest revenue-generating type in 2024. For flexible PU foam production, mattress cores, comfort layers, support layers, and related foam components all create continuous foam consumption.

The furniture and upholstered furniture sector further expands foam applications. ABIMÓVEL states that Brazil’s furniture production chain benefits more than 22,800 companies, generated over BRL 92.1 billion in business in 2025, and supported 287,200 direct jobs. Sofas, cushions, backrests, upholstered panels, furniture padding, and foam cutting operations all create downstream demand for flexible PU foam.

Brazil’s regional structure also creates room for localized foam production. Foam blocks occupy large transport volume, and long-distance delivery can increase logistics costs and delivery pressure. In regions with mattress factories, furniture manufacturers, and foam processing customers that depend heavily on supply from other areas, local foam production can have practical value.

Therefore, Brazil has a real market foundation for flexible PU foam. However, whether a continuous foaming line is worth investing in still depends on the specific customer: whether demand is stable, whether output can be absorbed, and whether the factory has the space, people, capital, and production management ability to support long-term operation.

🟠Which Brazilian customers are more worth evaluating for a continuous foaming line?

🔸1. Factories with existing flexible PU foam production experience

Factories with existing flexible PU foam production experience should evaluate a continuous foaming line mainly from the perspective of upgrade value. These customers have already dealt with raw materials, foaming, curing, cutting, inventory, and sales, so the project can be judged from existing production bottlenecks.

▫️Factories with an old continuous foaming line

These customers should focus on equipment stability and overall operating cost. If the old line causes density fluctuation, high foam loss, frequent maintenance, heavy labor dependence, or unstable delivery, a new continuous foaming line can improve long-term production efficiency.

An old line upgrade should be evaluated together with product consistency, maintenance cost, order delivery, and operating stability. Increasing machine scale alone does not prove investment value.

▫️Factories using batch foaming equipment

These customers already have foam production experience, but their capacity, batch consistency, and production efficiency may be limited. Whether they should move to a continuous foaming line depends on whether their order volume has already exceeded the reasonable capacity of their current equipment.

If the existing equipment is already affecting delivery time, batch consistency, and production efficiency, upgrading to a continuous foaming line has clearer value. If current capacity remains underused for a long time, moving directly into continuous production will increase raw material inventory, curing space pressure, labor requirements, and sales pressure.

▫️Small and medium-sized foam production factories

Small and medium-sized foam production factories may be worth evaluating because many have already completed the first step from “being able to produce” to “having customers.” They may not be large, but they may already sell foam blocks or foam sheets steadily, understand local density, hardness, and size requirements, and know which customers are sensitive to delivery time, batch consistency, and price.

For these factories, the value of a continuous foaming line mainly comes from three areas: improving production efficiency, reducing batch differences, and increasing the ability to serve stable orders. If order demand has started to exceed the reasonable capacity of the existing production method, a continuous foaming line becomes worth evaluating.

If the factory only has production experience but does not have a stable sales path, equipment upgrading will expose operational pressure earlier. For this type of factory, customer structure, order continuity, curing space, and downstream cutting capacity matter more than the desire to upgrade equipment.

▫️Clear expansion-oriented customers

Expansion-oriented customers should focus on whether additional capacity is supported by real order growth. Whether existing customers can absorb the added output, and whether cutting, curing, storage, and delivery can keep up, will determine whether the continuous foaming line can create real value.

A continuous foaming line increases system capacity. Once front-end foaming capacity increases, curing, transfer, cutting, stacking, and delivery must also match. If the downstream process cannot keep up, capacity will quickly turn into inventory and site management pressure.

🔸2. Mattress factories, furniture factories, and foam processing companies

Mattress factories, furniture factories, and foam processing companies should evaluate a continuous foaming line based on their foam absorption path. These customers are already foam users, so they have direct experience with foam price, delivery time, density, hardness, and specification stability.

▫️Downstream factories with stable internal foam consumption

Downstream factories with stable internal foam consumption can evaluate whether in-house foam production would improve supply control. If purchased foam has long affected production planning, cost control, or product consistency, in-house foam production becomes worth evaluating.

The more stable the internal foam consumption, the easier it is to plan foaming production. Mattress factories, furniture factories, and processing companies that use large volumes of foam blocks or foam sheets over the long term can gain better supply control through in-house production.

▫️Downstream factories with both internal use and external sales

Some mattress factories, furniture factories, and processing companies also have other foam demand customers around them. Foam produced by the line can be used internally and sold to nearby customers.

A combination of internal use and external sales improves output absorption flexibility and reduces pressure from relying on internal demand alone. This path is more suitable for downstream companies with regional customer resources, storage and delivery capability, and payment collection management.

▫️Foam processing companies limited by purchased foam supply

Foam processing companies understand customer specifications, cutting requirements, delivery schedules, and order structures. If they are long limited by purchased foam supply, moving upstream into foam production can have practical value.

The key judgment is whether these customers can convert processing customers into foam buyers. If they can, the project foundation is stronger. If they rely only on scattered processing orders, a continuous foaming line will create higher pressure.

🔸3. New foam production projects and market-entry investors

New factory projects and foam trading companies moving into production should be evaluated by target region, target customers, product direction, and project organization ability. Brazil’s mattress, furniture, and upholstered product markets provide demand background, but whether a single factory can operate depends on whether stable orders can be built in its target region.

▫️New investors with a clear target region

New investors need to define the target region first. The number of nearby mattress factories, furniture factories, and foam processing companies, the existing foam suppliers, and whether customers face purchasing distance or delivery pressure will determine whether a new project has room to enter.

The clearer the target region, the easier it is to define supply radius, product specifications, pricing strategy, and capacity planning. National market size can only serve as background; it cannot replace regional customer verification.

▫️Trading companies with real end customers

Foam trading companies can be evaluated under a new project logic. If a trader has long served mattress factories, furniture factories, and processing customers, and understands price, specifications, payment collection, and delivery rhythm, moving into production may have a certain foundation.

A trader that only handles inquiries, without stable end customers or storage and delivery capability, is not mature enough for a continuous foaming line project. Continuous foaming requires continuous orders, not scattered price comparisons.

▫️New projects with a clear product direction

New projects need a clear product direction. General foam blocks, mattress foam, furniture foam, HR foam, and memory foam require different raw material systems, formulation ability, curing management, and downstream processing.

The clearer the target density, main application, common specifications, and first customer type, the easier it is to match equipment configuration and raw material preparation. If the target product is vague, equipment selection, raw material purchasing, and customer development can easily move in the wrong direction.

▫️New investors with stronger project organization ability

New investors also need to evaluate project organization ability. Factory space, power, air supply, ventilation, fire safety, technical staff, raw material purchasing, and trial production planning need to be basically prepared before equipment arrives.

A continuous foaming line is a production system. If a new project only prepares the equipment budget, without operating capital, people, and site conditions, the start-up cycle can easily become longer than expected.

🟠Four calculations before investing in a continuous foaming line

🔸1. Market calculation

The market calculation should confirm who the factory will sell to, how much it can sell, and how far it can deliver. Internal use, external sales, and a combination of both can all support a project, but the key is the stable monthly absorption of foam blocks or foam sheets.

In Brazil, the supply radius should be confirmed early. Foam blocks occupy large transport volume, and long-distance delivery increases logistics cost and delivery pressure. When target customers are concentrated within a reasonable radius, production planning, delivery, and payment collection are easier to control.

🔸2. Capacity calculation

The capacity calculation should confirm whether production capacity matches downstream handling capacity. A continuous foaming line does not mean the factory should run for long hours every day. Production should be arranged based on orders, curing space, cutting capacity, storage capacity, and raw material planning.

The customer needs to estimate monthly running frequency, output per run, the proportion of different densities, and curing, cutting, stacking, and delivery capacity. If planned output exceeds downstream handling capacity, site pressure will appear before sales growth.

🔸3. Cost calculation

The cost calculation should not include equipment investment only. Factory space, power, air supply, ventilation, fire safety, first raw material purchase, trial production loss, labor, technical staff, installation and commissioning, cutting, packaging, storage, transport, and operating working capital should all be included.

For imported equipment in Brazil, sea freight, customs clearance, taxes, inland transport, and site installation preparation should also be considered. The customer needs to calculate the minimum monthly foam sales required to cover raw materials, labor, depreciation, foam loss, storage, transport, and capital cost. This number is more useful than theoretical machine capacity for understanding project pressure.

🔸4. Cash flow calculation

The cash flow calculation should cover raw material payment terms, customer payment cycles, inventory occupation time, and trial production loss. For a new factory, unstable sales in the first few months are normal. If capital preparation is weak, the first pressure points usually appear in raw material purchasing and inventory turnover.

Raw material prices and supply variables also affect cash flow. Changes in polyol, TDI, MDI, and additive prices directly affect the cost per cubic meter or per kilogram of foam. If the customer lacks stable purchasing channels and cannot adjust selling prices according to raw material changes, higher capacity will bring higher financial pressure.

🟠When a factory should not move directly to a continuous foaming line

🔸1. Market interest without target customers

Brazil has demand across mattresses, furniture, and multiple flexible PU foam applications, but the customer must explain which region it will serve, which customers it will sell to, which product specifications it will offer, and how it will enter the existing supply chain. Industry interest alone cannot support a continuous foaming line project.

🔸2. Equipment budget without operating capital

A continuous foaming line requires raw materials, staff, trial production, storage, transport, and working capital. If the budget only covers equipment purchasing, the project can easily get stuck during trial production or raw material replenishment.

🔸3. Factory space that only fits the machine

A continuous foaming line project needs space for foam curing, cutting, stacking, transfer, and delivery. If the space is only enough for the equipment, faster production will make the site harder to manage.

🔸4. No foaming technical staff

Foam production requires formulation understanding, raw material management, and on-site judgment. Customers without a technical team should first complete technical cooperation, staff training, or a lower-risk production path evaluation.

🔸5. Lack of foam production management ability

After mattress factories, furniture factories, and foam processing companies enter foam production, they need to manage raw material storage, formulation adjustment, temperature control, metering stability, curing management, safety requirements, and trial production loss.

If the customer treats a foaming line like ordinary processing equipment, the trial production and stable production stages will create significant pressure. A technical leader and a foam production management system are basic conditions for long-term operation.

🔸6. Unclear product direction

Different foam products require different equipment configurations, raw material systems, formulation abilities, and downstream processing. If a customer only says it wants to build a foam factory but cannot explain target density, application scenario, or customer type, the project is not mature enough.

🟠A continuous foaming line is suitable for projects that can support system operation

Brazil has a real market foundation for flexible PU foam, but the value of a continuous foaming line must be judged by the specific project. Suitable projects may come from existing foam producers, downstream manufacturers moving upstream, foam processing businesses, trading companies with real end customers, or new investors with a clear regional market and operating plan.

If the customer can prove stable demand, reasonable supply radius, raw material and technical organization ability, enough factory space, a clear output absorption path, and cash flow planning, a continuous foaming line can be a valuable investment. Otherwise, a smaller batch foaming setup or downstream foam processing equipment may be a more practical first step.

29/05/2026

🔰A Bigger Foam Line Is Not Enough🔰

In continuous foaming, one weak rhythm can affect the whole run. ⚠️

Before judging the equipment list, the real question is whether feeding, mixing, pouring, cutting, curing, and transfer can keep moving together. ⚙️🔄

When the line starts to drift, should the problem be traced from the end — or from the source? 🤔💡

27/05/2026

🔰Saudi Arabia PU Foam Factory Project Case🔰
--Complete Procurement for Continuous Foaming, Rebonded Foam, and Foam Cutting Equipment

🟠Project Background

In September 2021, we received an inquiry from Mr Abdullah, a client from Saudi Arabia. He planned to build a new PU foam factory serving the Saudi local market and the Yemeni market, mainly for furniture and mattress flexible PU foam products. He also planned to include downstream processing.

The client had local foaming workers and some basic production conditions in place. As the project moved forward, it required coordinated planning of target products, equipment configuration, factory layout, and the connection between foaming and downstream processing.

🟠Early Communication and Project Support

For this project, we first discussed the target market and product direction with the client, then communicated the basic requirements for furniture and mattress flexible PU foam production, including density, hardness, and the connection with downstream cutting and processing.

Based on the client’s factory conditions, we provided a factory layout plan to organize equipment placement, production flow, the connection between the foaming area and downstream processing area, and operator working space.

During the communication process, we held multiple video meetings with the client and showed him our real flexible PU foam production process. This allowed him to directly understand the operating condition of the continuous foam machine, the process connection during foaming, and how downstream cutting and processing would fit into actual production.

In terms of equipment discussion, the communication focused on the client’s specific questions, including ease of daily operation, the practical differences between different equipment designs, and which configurations were more suitable for the current project conditions.

🟠Why the Client Finally Chose Us

The client initially inquired about a continuous foam machine. As the communication progressed, the discussion gradually expanded from a single machine to the complete production line and factory setup. His decision to continue the project with us was mainly related to the following points.

🔸1. The communication stayed focused on the client’s actual project needs

During the communication, the client’s concerns were not limited to the continuous foam machine itself. He also focused on target market needs, product direction, the production requirements for furniture and mattress flexible PU foam, the connection between foaming and downstream processing, and how the new factory should be arranged under the existing conditions. The discussion consistently stayed focused on these actual project questions.

🔸2. The solution was developed around the project’s actual conditions

This was a new factory project, but the client already had local foaming workers and some basic production conditions. As the communication continued, the solution was developed around these actual factory conditions, including layout planning, equipment configuration, and the connection between foaming and downstream processing.

🔸3. The discussion covered not only equipment selection, but also actual production use

The communication did not stop at equipment selection. It also included daily operation, practical differences between equipment designs, and which configurations were more suitable for the current project. The topics discussed at the early stage also continued into the later solution discussion.

🟠Final Procurement Content

After confirming the plan, the client completed the purchase in May 2022. The procurement included:
⦁ one complete continuous foaming production line
⦁ one rebonded foam production line, including: rebonded foam machine, steam boiler, foam shredder machine
⦁ one CNC foam cutting machine
⦁ two circular foam cutting machines
⦁ one vertical foam cutting machine

Because of the pandemic at that time, our engineer could not travel to the client’s factory for on-site installation, so we provided remote guidance to support the client’s team during the installation process.

If you are also planning a new PU foam factory, or evaluating continuous foam line, rebonded foam line, and cutting machine configurations, you can send us your product direction, factory conditions, and project plan. We can discuss a suitable solution with you based on your actual situation.

Address

Dongguan

Opening Hours

Monday	08:30 - 18:00
Tuesday	08:30 - 18:00
Wednesday	08:30 - 18:00
Thursday	08:30 - 18:00
Friday	08:30 - 18:00

Website

https://www.sabtechmachine.com/

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