American Factory 2019

In post-industrial Ohio, a Chinese billionaire initiates a bold venture by establishing a factory within an abandoned General Motors plant, bringing employment opportunities to two thousand Americans. Initially marked by optimism and hope, this endeavor soon encounters difficulties as the technological advancements of high-tech China clash with the realities faced by the American working class.

On December 23, 2008, the GM facility in Dayton, Ohio, shuts its doors, resulting in the loss of 10,000 jobs. As showcased in a video depicting a glass manufacturing plant in China, these factories are heavily automated. By 2010, China begins investing in the U.S. market, buying up closed factories and revitalizing them. In 2015, Fuyao, a Chinese glass manufacturing company, secures the GM plant. Within half a year, they employ 1,000 workers and import the necessary equipment to start operations, with a significant number of Chinese workers on site. These workers are enrolled in special classes aimed at familiarizing them with American culture.

The Chairman, Cao, of the Fuyao group, attends the formal opening ceremony on October 7, 2016. Among his team is Rebecca, the Fuyao attorney in the U.S., and Dave, the Vice President of the Dayton factory. The event includes heavy public relations efforts, including naming a street after Fuyao, as the community is told that a bright future lies ahead. The Fuyao factory emerges as a symbol of Chinese investment in America.

However, the dynamics within the factory soon reveal challenges. Chinese supervisors report to the Chairman that the Americans seem slow and have “fat fingers,” despite the fact that companies like Chrysler express satisfaction with the products. As part of aligning with Feng Shui, the Chairman orders the main entrance of the factory to be repositioned, which comes at a price of $35,000. He also advocates for local artworks to adorn the office, albeit with particular requests that conflict with local regulations.

Leon, the lead Chinese supervisor, along with Boddy, a U.S. furnace off-loader who struggled with unemployment for 18 months, works tirelessly at Fuyao. Shawnea, a glass inspector, experiences a salary drop, earning $12.84/hour at Fuyao compared to the $29/hour she made at GM. Jill, a forklift operator who lost her home following GM’s closure, now resides with her sister.

Yet, production is marred by frequent stoppages as the employees grapple with language barriers while identifying defects in the output. Wong, a Chinese furnace engineer with 20 years of experience at Fuyao, subsists on Twinkies due to his busy schedule, while Rob serves as the furnace supervisor. John is the President of the factory, which does not support union activity—this stance draws media attention.

As tensions escalate, Sherrod Brown, a local senator, asserts that workers have the right to form a union. This comment seems improper to Dave and causes unease among the factory management, including John, who is made aware that their positions are at risk. The Chairman expresses to his management team that any union activity will jeopardize productivity and profitability, leading to job losses.

The Chinese leadership is adamant about producing glass at the same cost as in China. However, issues arise as glass begins to shatter throughout the plant. Moreover, safety protocols are ignored as workers risk close proximity to dangerously hot glass. During a return visit, Chairman Cao conveys disappointment to his Chinese staff, reiterating that factory goals have not been met and demanding increased effort. He embarks on private jet trips, concluding that U.S. workers are unmanageable.

When Cao tasks John and the American managers to visit the Fuyao facility in Fujiyan province, they witness a different culture of work—young, disciplined employees functioning in a fast-paced environment with minimal breaks. This stark contrast leads them to perceive U.S. workers as less industrious, who enjoy shorter work hours and greater time off.

Shimeng, Chairman of the Fuyao workers’ union in China and Cao’s brother-in-law, supports the management’s perspective. Upon their return, the U.S. workers express dissatisfaction over minimal amenities and the strict work atmosphere, leading to a significant rise in workplace accidents. Eleven safety complaints are lodged against Fuyao, and a movement toward unionization gains traction.

As the Chairman dismisses John and Dave, he appoints Jeff, a Chinese President, and this transition marks a harsh turn for the U.S. workforce, resulting in 3,000 employee terminations or resignations. The Chinese supervisors, frustrated by the inability to mandate overtime or weekend hours, pursue ways to motivate the U.S. workers, ultimately opting to shower them with encouragement.

When Fuyao proposes a $2/hour raise in exchange for longer working hours, the workers take steps to vote for a union. Although they engage a Labor Relations Institute (LRI) consultant, who emphasizes that strikes are manageable for employers, workers vote against unionization, fearing plant closure.

Despite incurring losses of $40 million in 2016, Fuyao continues to invest in automation, ultimately dismissing more U.S. workers while maintaining only $14/hour wages for their remaining employees. As the landscape evolves, the factory employs 2,200 American and 200 Chinese workers, marking a transformation shaped by a complex interplay of culture, economics, and labor dynamics.