American Factory

On December 23, 2008, the General Motors facility in Dayton, Ohio, closes its doors for good. This closure results in the loss of approximately 10,000 jobs, severely impacting the local community and economy.

In the years that follow, specifically by 2010, Chinese investments begin pouring into the U.S. market as China starts acquiring closed factories. This move aims to revitalize these facilities and bring jobs back to local communities.

In 2015, Fuyao, a Chinese glass manufacturing company, secures the former GM plant in Dayton. Within six months, they employ 1,000 workers and start importing the necessary equipment for operations, marking a new chapter for the factory.

On October 7, 2016, the grand opening ceremony of the Fuyao factory takes place, attended by Chairman Cao and key staff members. The event is characterized by significant public relations efforts aimed at creating a positive image of Chinese investment in America.

As the factory begins operations, numerous Chinese workers are enrolled in classes designed to help them understand American culture. This initiative reflects the challenges of merging two distinct work cultures within the factory setting.

Chinese supervisors, including lead supervisor Leon, report to the Chairman about perceived inefficiencies among American workers. Language barriers and cultural misunderstandings contribute to escalating tensions between the Chinese and American employees.

Employees like Shawnea, a glass inspector, experience dramatic salary cuts, earning significantly less than they did at GM. Such disparities lead to discontent among the workforce as they navigate their new roles at Fuyao.

As production faces continuous stoppages and safety protocols are overlooked, numerous complaints arise regarding unsafe working conditions. The language barrier exacerbates the difficulties in identifying and correcting quality control issues.

Local Senator Sherrod Brown publicly endorses the workers' right to form a union. This statement creates unrest within the factory's management, as such a movement could jeopardize productivity and profits.

Chairman Cao expresses his dissatisfaction during a visit, highlighting that the factory has not met its production goals. His sentiments emphasize the growing divide between management expectations and on-the-ground realities faced by the workers.

Cao sends American managers, including John, to observe the Fuyao facility in Fujiyan province, China. They witness a work culture that emphasizes discipline and efficiency, leading to a stark realization of the contrasting work ethics in the U.S.

As dissatisfaction with working conditions rises, over eleven safety complaints are lodged against Fuyao. These complaints reflect the growing unrest among the American workers, who seek better amenities and safety measures.

Following rising tensions, Chairman Cao dismisses key leaders John and Dave, appointing new Chinese management to oversee operations. This transition leads to increased instability for the American workforce, with many fearing for their jobs.

When a proposal for a $2/hour raise tied to increased working hours emerges, workers begin organizing to vote on a union. Despite apprehensions regarding plant closure, the vote ultimately leans against unionization.

Despite facing operational losses of $40 million in 2016, Fuyao opts to enhance automation and reduce its American labor force further. The factory now employs 2,200 American and 200 Chinese workers, highlighting the rapidly changing dynamics in the workforce.