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Last company I worked for brought most of their production back from China. The company I work for has a division in China....

And one in India. And one in Mexico. And one in Brazil. And one in the Czech Republic. And one in Germany. And one in France. And 2 in Spain.

I've been in plastic injection molding since 1996 (about the time I left the electronics industry in the Midwest because all the work was going to China) and I've seen it go to Mexico (I packed up one company and shipped it off to Mexico, knowing I was unemployed at the the end of the road). I've seen it go to China. I've also been actively involved in, and did my part, to bring it back to the US. I've seen the cost of outsourcing; monetarily and the human cost. I've seen corporate greed take away people's livelihoods. I've seen small companies work to survive.

Minimum volumes have a place in a molding shop. The more time we spend changing over from one product to another, the less time we spend making parts and, therefore, making money. That's part of the higher cost. If you just want to make one product, all day, every day, there is money in that. If you're going to run 1500 pieces, then spend an hour or two changing over to something else.....on a complex part that wasn't designed to be automated and run at high speed, you may be facing a losing battle.

If your employees are one step away from slave labor, you can do smaller runs for lower costs.

It has been said many times: Everyone wants clean air, clean water, healthcare for the workers, etc., etc.....but NOBODY wants to have to pay for it. OSHA and EPA regulations are part of the added cost of manufacturing in the US. Healthcare is a huge drain on corporations (and workers, as I'm sure most of us know). There's more to the cost of manufacturing in the US than the greed of the worker bees.

More of our hourly employees at my current job drive new diesel trucks and Lexuses(?) than do the managers. Our plant manager drives a 4-year old CR-V, just as an example. The maintenance manager drives a 25-year old Explorer. The logistics manager drives a 12-year old F-150. Our industrial manager drives a newer car, but it's a Focus.

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