"America’s Toilet Turnaround"

by Laura Ehrenberg-Chesler on September 26, 2013

in Employment,Energy,manufacturing,United States of America

For those of you who visit our website and read our blog page frequently, you know that I have been discussing the renaissance of American manufacturing for almost two years.  The impetus for the discussion began with several emerging trends that we noticed, and the change was accelerated with the flooding in Thailand in September of 2011,  and the Japanese earthquake in March of that same year.  The emerging trends included rising labor costs in developing markets, transportation costs, and the natural disasters overseas that delayed production and shipments to critical industries like technology.

The increased development and production of our own energy resources has made the movement of manufacturing all the more likely for many industries.

The Wednesday edition of the ran an article confirming our thesis.  Here is an excerpt from “America”s Toilet Turnaround”.  It is an exciting Poker, Craps, blackjack, bingo, keno, la , tout pourrait etre realisee dans votre telephone mobile. time for Americans, and American manufacturing.

Much of that capacity may never return, but industry executives now see U.S. production as a viable alternative. Even if they don”t build new plants in the U.S., they are more inclined to add capacity in nearby Mexico rather than in China so they can reduce shipping times. In addition, ocean-shipping costs and Chinese wages have risen, making production there less attractive.

The biggest U.S. toilet suppliers are Kohler Co., with an estimated 24% of the U.S. market, followed by American Standard, 18%; Toto, 9%, and Mansfield, 8%, according to GMP.

Kohler has kept three U.S. toilet plants—in Kohler, Wis.; Brownsville, Texas, and Spartanburg, S.C.—and runs a large plant in Monterrey, Mexico. Many smaller U.S. suppliers moved all their production outside the U.S.

When he arrived at Mansfield in early 2006, Mr. Morando said, the factory in Perrysville was “on the ropes,” with production costs about 20% above Chinese imports.

But Mr. Morando wanted to keep production in the U.S. That would allow the company to differentiate itself by stressing its ability to get products to customers faster, respond quickly to changes in consumer preferences, and offer a “Made in U.S.A” label, which Mr. Morando believes is increasingly appealing.


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