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Suggests that a growing number of Americans are seeking out goods made in the U.S. Comments of Roger Simmermaker, author of "How Americans Can Buy American"; Difficulties determining what American-made means; Views of retailers; Mention of electric guitar company fender, whose factory workforce is mostly Mexican; Information on American Apparel, which manufactures in the U.S., and motorcycle manufacturer Harley-Davidson.

On a factory floor in Wisconsin, inside a massive General Electric (GE) plant, 350 highly trained workers churn out million-dollar medical machines. Manufacturers across the United States have eliminated 2.8 million factory jobs in less than four years as of 2004, including a million jobs that moved to cheap-labor markets overseas. But General Electric's medical-equipment business has not imposed a major factory layoff. The company makes its most sophisticated and highest-priced gear--CT scanners, magnetic resonance imaging machines, positron emission tomography scanners, portable X-ray machines--at 15 factories in the U.S. Thus GE Healthcare offers a blueprint for the U.S. manufacturing base and how it must adapt to survive. To better align design and assembly, GE Healthcare has the top engineers on a product work on-site with assembly workers. GE's less advanced plants overseas help keep costs down in the U.S.

This article presents the economic outlook for various industries in the U.S. for 2002. There is little doubt that the economy will rebound from the recession in the next months. The combination of deep interest-rate cuts by the Federal Reserve and the 2001 tax-rate reductions should have the intended effect of warding off a precipitous downturn. In the manufacturing industry, orders for airliners are falling. For the information technology sector, there is slow growth for business computer software. INSET: DATA GUIDE.

Presents a speech by W.R. Timken Jr., chairman and chief executive of the National Association of Manufacturers, delivered to The Economic Club of Detroit in Detroit, Michigan on April 9, 2001. Discussion of the manufacturing industry in the midst of an economic slowdown in the United States; Opinion that a focus on equity values, interest rates, productivity growth and Internet innovation will renew interest in manufacturing among investors; Thoughts on employee stock ownership.

The article provides an update on manufacturing, services and industrial production in the U.S. as of March 2019. Topics discussed include an increase in the manufacturing sector for the month, growth of the services sector for the 110th consecutive month, despite the nonmanufacturing index decreasing and a decrease in total industrial production.

The results of Japanese competition in U.S. markets are evident to all Americans. Repercussions from competitive pressures exerted by European and Japanese manufacturers have been or are being felt by U.S. producers of cars, machine tools, minicomputers, commercial aircraft, textile machinery, and color TV sets, to name a few traditional businesses. Taking auto manufacture as their case example, the authors of this article attribute the Japanese carmakers' success to superiority in the manufacturing plant, especially in their process systems and work force management. The authors describe the current dilemma of U.S. car manufacturers, who find themselves at a crossroads because this struggle has changed the rules of the game. Now these producers face a situation in which advancing technology and the momentous changes it wreaks--instead of the incremental changes through styling, marketing, and service to which U.S. manufacturers are accustomed--will determine the winners and losers. As often happens in a mature industry when a new phase of competition appears, the auto industry may well undergo a renewal that transforms it. The challenge for U.S. companies in endangered industries is to recognize the altered situation, adjust to it, and learn to manage change. [ABSTRACT FROM PUBLISHER]

The article discusses the growing importance of plant location in management in the U.S. Manufacturers are becoming more and more scientific in finding the right site for a new plant as a vital industry that is concentrated in one place could be eliminated overnight. To handle plant location problems, many companies have expanded their plant location staffs and some have hired private consultants.

In a continuing study of executive motivation, the staff of McKinsey & Company, Inc., management consultants, recently completed its third annual survey of top-management compensation. This study is based on the 1956 executive compensation data reported to the Securities and Exchange Commission by 641 companies listed on the major stock exchanges. The following report, prepared especially for the HARVARD BUSINESS REVIEW, presents a summary of the findings for 18 of the 23 industries that were reviewed. For comparison, see the reports covering the two previous surveys. [ABSTRACT FROM AUTHOR]

The article discusses the outlook for the personal aircraft industry and for marketing personal airplanes in postwar United States. The marketing strategy must include an effective design policy for manufacturers, appropriate timing of a salable product with a competitive design, compliance with Civil Aeronautics Authority standards, ability to overcome sales resistance in the public market, and collaboration with dealer distributors. A company might offer two models--the easy-to-fly and sportsman--and continue developing prototypes for three- and four-passenger models. Topics include the government-financed Civilian Pilot Training Program, characteristics of the light-plane target market, and seven strategies for effective selling.

The article reports on the package goods industry in the United States. Industrial mobilization showed manufacturers the importance of containerization after the War Production Board issued Order M-81, or the "can order," which started an initiative to conserve strategic war materials. Orders L-103, L-103-b, L-197, L-232, L-317, P-140, and others referred to production and materials management. The packaging/container industry includes tin cans, glass containers, paper packages, steel drums, fiber drums, Kraft multiwall bags, textile bags, wooden boxes, and fiber and corrugated shipping boxes. Topics are prewar and wartime statistics, rationale for Order M-241 that caused a shortage of paperboard and led to a reuse campaign, and the industry's outlook in the postwar era.

The article examines the industrial development of the Southern region of the United States, which has not been evenly distributed geographically. There is a significant disparity among Southern states in the amount of wages paid, the average number of wage earners, value of product, and the product value added by manufacture. A discussion and analysis of the important industries in the region is presented, including rayon, tobacco, and cotton manufactures. Discussion is also given to several potential industries, including sugar production and products made from peanuts and sweet potatoes.

The article discusses the emergence of the age of new materials in the U.S. as of December 1937. The trend is said to challenge manufacturers to choose the right material which can be used to achieve better precision and dependability, reduce production costs, and attract the consumer. The most important materials that were discovered include alloy, cellulose, and plastics.

The article focuses on the economic state of the cotton textile machine industry in the U.S. and its attempts at stabilization. The author gives a brief history of the textile industry in the U.S. and how it spawned the textile machine building industry in the mid 1800's. Particular focus is given to the start up of the Saco-Lowell Shops in New England, which the author uses as an example of a firm that recently consolidated all its plants into one location. According to the author, the Saco-Lowell Shops' history is representative of many other textile machine building industries.

The article discusses the significance of research and development in U.S. industry. The research and development work employed by the General Electric Company is highlighted. General Electric's policy is primarily focused on the origination of new products to be manufactured and supplied to the public. The company employs scientists, research and designing engineers, and inventors to provide technological advances. Analysts say companies like General Electric maintain their position among the competition by constant development and securing patents.

The article discusses the state of the U.S. aviation industry in 1929. Production estimates for the total number of airplanes manufactured were down by 50% from previous estimates. Value of airplane stocks have not kept pace with the rest of the market. The concept of the aviation industry has changed from a great number of small companies to a few, large integrated companies. Experts say the motivation in the industry towards forming larger companies can be attributed to a diversification of risk. They speculate that the publicity given to the aviation industry is out of proportion to its present worth.

The article presents case studies pertaining to the advertising and sales promotion of U.S. textile products. The U.S. textiles industry began focusing on marketing following World War I. One case study involves a company which used the brand-name marketing approach to gain acceptance of their products. They furthered their initiative by offering retailers financial help with their newspaper advertising efforts. The company's efforts proved successful. Another case study features a cheese-cloth and gauze manufacturer. The company decided to use a special display for its cheese cloth in conjunction with newspaper advertising. The lack of distinguishing features on their products contributed to the lack of sales increases. Another study involved a dress-silk manufacturing company. They were successful in using women's fashion magazines to advertise their products.

The article focuses on developments related to industries in Southern California as of January 1, 1928. It highlights the growth of the manufacturing sector in the Western U.S. and compares it with the Eastern U.S. The author says obstacles that used to limit industrial growth in Los Angeles, California, have been overcome. The reasons for the growth of the region's manufacturing industries are discussed.

A report titled "Industry on the Move," prepared by "Business Week" for U.S. executives, is presented. The report highlights the results of a survey on the relocation of plants and industries, the decentralization trend in manufacturing, and the impact of competition on industrial geography. Discussed are the migration of manufacturing plants to where raw materials are located, the search for locations where taxes are lower and local laws are friendlier to business, and the operations of new but competitive enterprises.

The article reports on the introduction of a grinding and polishing method which have increased production as claimed by major manufacturers in the U.S. According to manufacturers, the method, which is licensed royalty-free, has increased production by 50 to 100 percent and has resulted in saving a lot of money. It mentions that the method involves surface coated abrasive belts instead of abrasive coated setup wheels.

The article discusses the effects of the U.S. defense efforts on advertising in the country. Advertising industry experts even predict that wartime taxes would have a huge impact on the income of business enterprises. The manufacturers of heavy goods related to war production were the first to make use of defense as an advertising theme. A survey in 1940 showed that around 59 heavy goods manufacturers were using defense-themed advertising.

The article discusses the implications to manufacturers and other businesses of the U.S. government's plan to readjust manufacturing and merchandising activities in the country. Topics discussed include creation of a new bureau which will communicate with business enterprises regarding the readjustment, enrollment of business for national service and impact of the war on important industries.

The article discusses the predicament of the industrial sector amid the war in 1942 organizing the productive capacity of the U.S. manufacturing sector. The expectations may be complied with by evaluating the contracts and their production rate, industrial conversion, and decreasing civilian consumption. The warfare recommends allocations and rationing, implementation of salary and income deductions, and assistance from the U.S. Federal Trade Commission.