As if GE hasn't outsourced 40 to 60 per cent of its operations and production to India and China. The Big Meat Ball only spins to one tune - its bottom line. But they have one of the best propaganda departments since the collapse of the Soviet Union. They also own considerable shares of congressional stock, both houses, both parties. And their current CEO has got one butt cheek firmly planted on Obama's knee. It doesn't get any better for them. I mean unless they were to suddenly changed their name from GE to Goldman Sachs.
The irony here is that the big problem in the 70s was we had on blinders and refused to recognize changes that would clobber our manufacturing base.
Yeah let's do that again. Keep looking backwards.
This is from the CNBC link in one of the earlier posts. (I am only doing this for you because I like you. Now there's something you should worry about!!)
So what’s behind this strange counterintuitive trend? For some economists, this represents the start of the “third industrial revolution,” the dawn of the new high-tech, value-added era of manufacturing that follows the first two global revolutions: England in the mid-1800s, and the one sparked by Henry Ford’s mass production innovations in the 1920s in Detroit.
Even if we didn’t have to compete with lower-wage workers overseas, we’d still have fewer factory jobs because the old assembly line has been replaced by numerically-controlled machine tools and robotics. Manufacturing is going high-tech,Robert ReichProfessor, UC Berkeley
“The factory of the past was based on cranking out zillions of identical products,” writes The Economist in a special report on the new trend published in April. “Now a product can be made on a computer and ‘printed’ on a 3D printer, which creates a solid object by building up successive layers of material. … the cost of producing much smaller batches of a wider variety, with each product tailored precisely to each customer’s whims, is falling.”
Manufacturers have discovered the value of bringing production closer to the point of sale, where their employees can engage more directly with customers and adapt quickly to changes in the market. And for all the changes in the global economy, the point of sale, by and large, will still tend to be in the world’s largest consumer economy.
For America, this could be the start of something good, according to the Boston Consulting Group. In 2011, BCG reported that, due to a number of changing economic realities — including rising salaries and economic expectations among Chinese workers, new labor, environmental and safety regulations abroad, the higher cost of energy required to ship products halfway around the world, and the U.S. market and the uncertainties of political risk in these places — the cost benefits of producing in Asia no longer automatically outweigh the risks.
Indeed, the BCG report predicts a “renaissance for U.S. manufacturing” citing the fact that labor costs in the United States and China are expected to converge around 2015.
Don’t believe it.
What they are all about is making as much money as possible.
Average markups are 400% and growing.
You healthcare costs what it does partically because of us.
Meanwhile they have more or less killed half the rivers in China with their industrial runoff and diverted a sizable portion of their administrative support, human resources, customer relations, and payroll assets to India. Or else to Indians working for them in Canada. Try contacting our dispatch or payroll services and you end up talking to someone with an unpronounceable name and a sing-song British accent who tells you to just call her Sue.
And this – hint, hint - is the very same corporation providing the inspiration for this thread. Believe me, the only way these people will bring a sizable part of their operations (especially manufacturing) back into this country is if we are willing to work as cheaply and pollute as freely as the competition.
From its origins in Western Europe in the latter 18th cent., industrial capitalism has always required---nay, demanded---gov. aid. Govs.'ve always provided; capitalists've always complained about gov. interference.
Ages ago, I had occasion to visit a factory that mfr.'d sensitive science laboratory equipment; especially thin glass electrodes for small animal brain research. Nice, independent small biz success story; altho its primary customer was the DoD.
The symbiosis betw. the poorly named private sector & gov.'s always been there; so there's nothing wrong w/ some industry setting that emeffing better example. If it ain't too limp-wristed & lazy to bother.
Another awesome story... and a harbringer. By the way, four days after this ran, the American company had completely sold out of its inventory.
This Is the Greatest Hoodie Ever Made
How American Giant created the best sweatshirt known to man.
The upshot of this model is not only a revival of American manufacturing—you also get better garments at competitive prices. Winthrop wouldn’t tell me the exact cost structure for each of his sweatshirts, but he did give me ballpark numbers. A basic American Giant sweatshirt costs the factory $12 or more to make—about double what it would cost a foreign factory to make a much lower-quality garment. American Giant pays the factory about $25 to $30 each, and then it sells it to you for $60 and up. Compare this to a model under which you’d buy standard sweatshirt at the mall—say, this $58 Levi’s crewneck. The department store likely buys that shirt from Levi’s for about $30. Levi’s, in turn, pays the factory about $12 to $15 for it, and the factory likely makes it for $6. So you’re paying 10 times what the shirt costs to make, and Levi’s is earning $18 per garment. With American Giant, you’re paying five times what the shirt costs, and American Giant is earning $35. Since there’s no retail middleman, everyone does better under the American Giant model—the clothing company, the factory workers, and you.
$60 and up for a sweatshirt? It better cook dinner, sweep the floors and walk the dog at that price.
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