How a $490M Investment is Rebuilding American Manufacturing
In a strategic move that underscores the convergence of domestic manufacturing, workforce development, and advanced production technology, GE Appliances (a Haier company) has announced a $490 million reinvestment in its Kentucky Laundry Products facility. This expansion will reshore the production of washers and washer/dryer combos from China and create 800 new full-time jobs by 2027.
To understand the broader implications of this announcement, Wiring Harness News spoke with Julie Wood, Senior Director of Corporate Communications, and Lionel Ramirez, Vice President and Chief Procurement Officer. Their insights paint a vivid picture of how GE Appliances is not only expanding its production capabilities but also fostering a comprehensive ecosystem grounded in local talent, innovation, and long-term supplier collaboration.
Zero Distance Strategy
“The concept of ‘zero distance’ is fundamental to everything we do,” Lionel explained. “It’s about being as close as possible to the customer so we can respond faster and understand their needs better.”
This isn’t a new philosophy for GE Appliances—it’s been part of their strategic DNA for over a decade. The company’s journey toward reshoring began in earnest around 2010, long before global supply chain vulnerabilities became headline news. At the time, GE Appliances made headlines for relocating appliance manufacturing back to the United States from overseas, driven by the realization that proximity offered advantages far beyond simple cost comparisons.
“We’ve always believed that making products near the people who use them leads to better outcomes,” Lionel noted. “Not just in terms of speed, but also in design collaboration, inventory management, and overall cost when you consider the full value chain.”
Julie reinforced that this investment is a continuation—not a departure. “This is an acceleration of something we’ve been doing for years. Our reshoring efforts have grown consistently over the last 15 years. This latest investment in laundry products is the most recent milestone.”
In that context, the concept of zero distance isn’t just about manufacturing efficiency; it’s a broader strategy that integrates engineering, design, production, and customer insight in one tightly-knit loop.
Why Louisville? A Legacy with Leverage
The decision to expand in Louisville, Kentucky, is deeply tied to GE Appliances’ history and the infrastructure it has cultivated over decades. “We’ve been here at Appliance Park for over 70 years,” said Lionel. “It is our headquarters and our largest appliance manufacturing facility in the U.S., encompassing 750 acres and five major plants with over one million square feet each.”
Julie emphasized that beyond its sheer size, the location is uniquely positioned for continued growth. “It’s not just about space. It’s about the central location to support the country and the relationships we’ve built with schools, colleges, the local government, and our supplier base. The support ecosystem here is unmatched.”
Supplier Networks: Expanding the Ecosystem
In 2024, GE Appliances spent $4.6 billion with more than 6,500 U.S. suppliers—a 69% increase in spend and a 58% rise in supplier count since 2019. “Every time we announce a new investment, we see new suppliers follow,” Julie said. “There’s a clear pattern of ecosystem growth around our facilities.”
Recently, over 100 supplier representatives were hosted at Appliance Park to engage with the laundry program early in its design phase. This kind of collaborative approach is crucial to scaling efficiently.
Lionel noted the opportunity for harness suppliers in particular. “Wire harnesses tend to be labor-intensive, which is why so much has moved offshore. But as automation becomes more accessible, I see real potential to bring that work back to the U.S.”
Digital Twins and AI: Building Before Breaking Ground
The new laundry facility will be GE Appliances’ most advanced yet. “We’re using digital twin technology to virtually simulate the entire factory before any physical construction begins,” said Lionel. “That allows us to optimize layouts, material flows, and equipment integration to improve cost, efficiency, and safety.”
Automation will be deeply embedded, including fixed and mobile robots, AGVs for material transport, and AI-based quality inspections.
“We already track everything from production to attendance with our digital factory management system,” Julie added. “Now we’re integrating AI to unlock even more predictive and real-time capabilities.”
“We Must Build Our Own Valley”
Julie spoke with conviction when addressing GE Appliances’ approach to workforce development: “We can’t just import talent; we have to grow it locally.”
Referencing a speech by CEO Kevin Nolan, she shared the origin of a powerful internal mantra: “Kevin said we must build our own valley. Just as Silicon Valley became a tech hub by developing its own ecosystem, we have to do the same here in the Ohio Valley.”
That philosophy is being lived out through robust partnerships with public schools, technical colleges, and universities. For example, GE Appliances has built a fully operational manufacturing assembly demonstration line and installed programmable controls at Doss High School in Louisville as part of the school system’s highly-regarded Academies of Louisville program.. The setup mirrors the equipment and controls found in their factories and allows students to learn on industry-standard platforms. “It’s one of the best labs in Jefferson County,” Julie said. “When students can physically interact with the machines and see their potential roles, it becomes real and inspiring.”
GE Appliances also supports over 400 students annually through co-ops, many of whom then go on after graduation to the company’s internal development programs, including the Supply Chain Development Program (SCDP).
“We need engineers, we need technicians, and we need robot wranglers,” Julie said. “This isn’t just about jobs; it’s about long-term career paths in modern manufacturing.”
That role—Robot Wrangler—is a perfect example of the kinds of careers GE Appliances is cultivating. “That’s a real job,” Julie explained. “We started it in Georgia at our Roper Corporate cooking products plant. It’s a skilled role where someone oversees an entire fleet of mobile robots.”
Digital Supply Chain Integration: A Two-Way Street
“We’re looking for full digital integration with our suppliers,” Lionel stated. “That includes real-time visibility, early warning systems, dynamic scheduling, and the ability to share CAD data and design feedback.” This level of integration isn’t just about responsiveness—it’s about designing better products faster, reducing waste, and enabling shared success.
Lionel also emphasized the value of certifications in automation technologies from automation leaders, both within GE Appliances and among suppliers. “Standardized technical certifications are crucial. It levels the playing field and prepares workers for real-world challenges.”
A New Era of American Manufacturing
The decision to reshore manufacturing isn’t just a response to global supply chain pressures. It reflects a forward-looking strategy that values agility, integration, and community development.
“We welcome more suppliers into our valley,” Lionel said. “What we’re building here is not just a plant or a business unit. It’s an ecosystem. And it’s going to take all of us—companies, schools, governments, and individuals—to make it thrive.”
With a $490 million investment and an unwavering commitment to building both products and people, GE Appliances is helping redefine what modern American manufacturing can look like—and where it can flourish. Listening to Julie and Lionel, its apparent this isn’t just about reshoring production. It’s about reshoring pride, opportunity, and innovation.
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