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國際:新工藝的齒輪停止生產后

2012-08-30 | 瀏覽量: 985 买一套棋牌app需要多少
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新工藝羅海德有限公司成立于1888年,如此命名是因為它采用了一種新的東西,如齒輪硬化牛皮的過程。在1913年,該公司的名稱改為新工藝齒輪,其工作主要集中在金屬汽車齒輪。
在大蕭條時期,克萊斯勒收購了該公司。
從1989年開始,新工藝齒輪轉手幾次,然后才由麥格納國際公司于2004年購買的。
新工藝齒輪,適配器,驅動橋,化合,手動變速箱和分動箱的部分轉雙輪驅動車輛進入四輪驅動。
市民的戀情與運動型多用途車的燃料工廠。倍,公司派移交案件貨機組裝廠,以跟上需求的增長。
 
新工藝齒輪的^后的日子
新的的工藝齒輪偽造汽車零部件生產經營為他們準備8月20日的一周內的某個時候關閉。
工作很辛苦,但新工藝齒輪支付。它的工人是在中央紐約地區之間收入^高的工廠員工。有加班,每年的獎金。
其產品走進寶馬車,吉普車,克萊斯勒,福特和通用汽車公司卡車和悍馬車,僅舉幾例。
2003年,新的創業齒輪有150億美元銷售,擁有4000名員工和500萬美元的一個星期的本地工資。
一年后,克萊斯勒出售新工藝齒輪,一家加拿大公司麥格納全球工廠供應零部件的汽車制造商。該工廠成為麥格納動力總成系統產生了18.3萬美元的轉會情況下,自2004年以來,當地的一個部門。
但是,新工藝齒輪賠了錢和困難,贏得新的合同。 2007年,新工藝齒輪失去了1.17億美元,麥格納說。
多年來,公司要求工人作出讓步,它說,需要使新工藝齒輪盈利。
參加工會的文員和工程師接受的讓步。
參加工會的生產工人三次拒絕的合同在2009年的削減工資和福利,改變工作條件。
該工廠實施變革,即使它被關閉,Bowers說。到2009年,重新實現盈利,Bowers說,他讓他的手指交叉,麥格納^終將重新考慮關閉新工藝齒輪。
“每一天,手指和腳趾,”他說。
原文:
New Process Rawhide Co. was founded in 1888, so named because it used a new process to harden rawhide for things such as gears. In 1913, the company’s name was changed to New Process Gear and its work focused on making metal automotive gears.
Chrysler bought the company during the Depression.
Beginning in 1989, New Process Gear changed hands several times before it was bought by Magna International Inc. in 2004.
New Process Gear, made adapters, transaxles, compounders, manual transmissions and transfer cases the parts that turn two-wheeled drive vehicles into four-wheel drive.
The public’s love affair with the sport utility vehicle fueled the plant. At times, the company sent transfer cases by cargo plane to assembly plants to keep up with demand.
 
New Process Gear's Last Days
New Process Gear forges on with its automotive parts production operation as they prepare to close for good sometime during the week of August 20.
Watch video
The work was hard, but New Process Gear paid well. Its workers were among the highest paid factory employees in the Central New York area. There was overtime, and yearly bonuses.
Its products went into BMWs, Jeeps, Chrysler, Ford and General Motors trucks, and Humvees, to name a few.
In 2003, New Venture Gear had $1.5 billion in sales, 4,000 employees and a $5 million-a-week local payroll.
A year later, Chrysler sold New Process Gear to Magna, a Canadian company with factories worldwide that supply parts to automakers. The plant became a division of Magna Powertrain which has produced 18.3 million transfer cases locally since 2004.
But New Process Gear lost money and had difficulties winning new contracts. In 2007, New Process Gear lost $117 million, Magna said.
Over the years the company asked workers for concessions that it said were needed to make New Process Gear profitable.
Unionized clerical workers and engineers accepted concessions.
Unionized production workers three times in 2009 rejected contracts that cut wages and benefits and changed working conditions.
The plant implemented changes even as it was closing, Bowers said. By 2009, it was profitable again and Bowers said he kept his fingers crossed that Magna would eventually reconsider closing New Process Gear.
“Every single day, fingers and toes,” he said.
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