Our process is very labor-intensive. Our biggest asset is definitely our people because they have to do a lot.

We probably average three truckloads a day just to those warehouses.

Everything we do is basically computer-controlled. Ninety-nine percent of what we do is made to order on a four-day cycle. Whatever orders we get on Monday, we deliver on Thursday.

Out of the $1.4 billion in labor cost savings target, the company let this opportunity skip away over $10 million (severance costs), clearly reflecting the fact that the issue is not money but the company is intent on driving this work group into the ground and keeping the heel of its boot on each of our throats.

Our movement is of the working people, for the working people, by the working people.

The U.S. wants the labor, but doesn't want to address the risks people take to get here.