Minor Axis
Well-Known Member
Tremendous article in the Dec12 Atlantic Magazine: The Insourcing Boom regarding GEs decision to bring appliance manufacturing back to the U.S. I found it very encouraging. Important points: it takes 5 weeks to get a product Stateside from China. Labor costs are becoming a much lower part of the cost equation when all things are considered.
Here is an example of what is lost when manufacturing is disconnected from design. And it is mentioned that when manufacturing is imported, the host country eventually forgets how to manufacture a product. I've been saying this for years! The entire article is worth reading.
And here is a rebuttal article also posted in the Atlantic: The Insourcing Boom That Isn't.
I've not read it yet because I want to believe the former, not the latter!
Here is an example of what is lost when manufacturing is disconnected from design. And it is mentioned that when manufacturing is imported, the host country eventually forgets how to manufacture a product. I've been saying this for years! The entire article is worth reading.
To get ready to make the GeoSpring at Appliance Park, in January 2010 GE set up a space on the factory floor of Building 2 to design the new assembly line. No products had been manufactured in Building 2 since 1998. An old GE range assembly line still stood there; after a feud with union workers, that line had been shut down so abruptly that the GeoSpring team found finished oven doors still hanging from conveyors 30 feet overhead. The GeoSpring project had a more collegial tone. The “big room” had design engineers assigned to it, but also manufacturing engineers, line workers, staff from marketing and sales—no management-labor friction, just a group of people with different perspectives, tackling a crucial problem.
“We got the water heater into the room, and the first thing [the group] said to us was ‘This is just a mess,’ ” Nolan recalls. Not the product, but the design. “In terms of manufacturability, it was terrible.”
The GeoSpring suffered from an advanced-technology version of “IKEA Syndrome.” It was so hard to assemble that no one in the big room wanted to make it. Instead they redesigned it. The team eliminated 1 out of every 5 parts. It cut the cost of the materials by 25 percent. It eliminated the tangle of tubing that couldn’t be easily welded. By considering the workers who would have to put the water heater together—in fact, by having those workers right at the table, looking at the design as it was drawn—the team cut the work hours necessary to assemble the water heater from 10 hours in China to two hours in Louisville.
In the end, says Nolan, not one part was the same.
So a funny thing happened to the GeoSpring on the way from the cheap Chinese factory to the expensive Kentucky factory: The material cost went down. The labor required to make it went down. The quality went up. Even the energy efficiency went up.
GE wasn’t just able to hold the retail sticker to the “China price.” It beat that price by nearly 20 percent. The China-made GeoSpring retailed for $1,599. The Louisville-made GeoSpring retails for $1,299.
And here is a rebuttal article also posted in the Atlantic: The Insourcing Boom That Isn't.
I've not read it yet because I want to believe the former, not the latter!