The motorcycle plant was out of date (having been the first Honda plant opened in the US in 1979 I believe), and was not able to fluidly change production models as needed for the global company. A much larger facility is needed with a better environmental footprint that we didn't have space for on that campus. Thus the Kumamoto plant was built and injected more workers into the company which actually increased our adaptability which trickleded down to an increase in profits for us. Zero Honda jobs were lost. The 450+ associates were brought over to the auto plant in a seamless fashion. What became of the motorcycle plant? An increase in "local" jobs was the effect as the old plant is now an on-site dirstribution center for some of our bulk parts to further minimize down-time, net change: increase in employed. Cite your source for job loss! With regards to the "buy out", it was a very long process that produced a VERY lucrative offer to ALL associates. No matter if you had 30 years or 3 years with the company, everbody was eligible. It was enough of a temptation that we were notified that the company could stop the program with little/no notice if it's impact was negative to the company. Again, not a single associate was forced into anything. The American/Japanese business model is unique. Temps are employed since we run with a "skeleton" body of associates. These valuable associates allow the company to meet market needs based upon sales. Their wages are very similar to ours and they're extended the same mandatory "respect and courtesousness" as given to all in our plants, wether a permanent associate, temporary, on-site supplier, contruction crew for innovation projects etc.