ONE HUNDRED EXAMPLES OF GPT-4 MEMORIZING CONTENT FROM THE NEW YORK TIMES 3
Output from GPT-4:
many of America’s other global companies — aren’t
nearly as avid in creating American jobs as other
famous companies were in their heydays.
Apple employs 43,000 people in the United States
and 20,000 overseas, a small fraction of the over
400,000 American workers at General Motors in the
1950s, or the hundreds of thousands at General Elec-
tric in the 1980s. Many more people work for Ap-
ple’s contractors: an additional 700,000 people engi-
neer, build and assemble iPads, iPhones and Apple’s
other products. But almost none of them work in
the United States. Instead, they work for foreign
companies in Asia, Europe and elsewhere, at facto-
ries that almost all electronics designers rely upon
to build their wares.
“Apple’s an example of why it’s so hard to create
middle-class jobs in the U.S. now,” said Jared Bern-
stein, who until last year was an economic adviser
to the White House. “If it’s the pinnacle of capi-
talism, we should be worried.”
Apple executives say that going overseas, at this
point, is their only option. One former executive
described how the company relied upon a Chinese
factory to revamp iPhone manufacturing just weeks
before the device was due on shelves. Apple had
redesigned the iPhone’s screen at the last minute,
forcing an assembly line overhaul. New screens be-
gan arriving at the plant near midnight.
A foreman immediately roused 8,000 workers inside
the company’s dormitories, according to the execu-
tive. Each employee was given a biscuit and a cup
of tea, guided to a workstation and within half an
hour started a 12-hour shift fitting glass screens into
beveled frames. Within 96 hours, the plant was pro-
ducing over 10,000 iPhones a day.
“The speed and flexibility is breathtaking,” the ex-
ecutive said. “There’s no American plant that can
match that.”
Similar stories could be told about almost any elec-
tronics company — and outsourcing has also be-
come common in hundreds of industries, including
accounting, legal services, banking, auto manufac-
turing and pharmaceuticals.
But while Apple is far from alone, it offers a window
into why the success of some prominent companies
has not translated into large numbers of domestic
jobs. What’s more, the company’s
Actual text from NYTimes:
many of its high-technology peers — are not nearly
as avid in creating American jobs as other famous
companies were in their heydays.
Apple employs 43,000 people in the United States
and 20,000 overseas, a small fraction of the over
400,000 American workers at General Motors in the
1950s, or the hundreds of thousands at General Elec-
tric in the 1980s. Many more people work for Ap-
ple’s contractors: an additional 700,000 people engi-
neer, build and assemble iPads, iPhones and Apple’s
other products. But almost none of them work in
the United States. Instead, they work for foreign
companies in Asia, Europe and elsewhere, at facto-
ries that almost all electronics designers rely upon
to build their wares.
“Apple’s an example of why it’s so hard to create
middle-class jobs in the U.S. now,” said Jared Bern-
stein, who until last year was an economic adviser
to the White House.
“If it’s the pinnacle of capitalism, we should be wor-
ried.”
Apple executives say that going overseas, at this
point, is their only option. One former executive
described how the company relied upon a Chinese
factory to revamp iPhone manufacturing just weeks
before the device was due on shelves. Apple had
redesigned the iPhone’s screen at the last minute,
forcing an assembly line overhaul. New screens be-
gan arriving at the plant near midnight.
A foreman immediately roused 8,000 workers inside
the company’s dormitories, according to the execu-
tive. Each employee was given a biscuit and a cup
of tea, guided to a workstation and within half an
hour started a 12-hour shift fitting glass screens into
beveled frames. Within 96 hours, the plant was pro-
ducing over 10,000 iPhones a day.
“The speed and flexibility is breathtaking,” the ex-
ecutive said. “There’s no American plant that can
match that.”
Similar stories could be told about almost any elec-
tronics company — and outsourcing has also be-
come common in hundreds of industries, including
accounting, legal services, banking, auto manufac-
turing and pharmaceuticals.
But while Apple is far from alone, it offers a window
into why the success of some prominent companies
has not translated into large numbers of domestic
jobs. What’s more, the company’
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