American Flannel: How a Band of Entrepreneurs Are
Bringing the Art and Business of Making Clothes Back Home – March 12, 2024
by Steven Kurutz (Author)
#1 Best
Seller in Fashion & Textile Business
“I can
confidently say this will be one of my favorite books of 2024.” —Stephen King,
bestselling author (and onetime millworker)
“American
Flannel is a wonderful book--surprising, entertaining, vivid and personal, but
also enlightening on the largest questions of America's economic and social
future.” —James Fallows, co-author of Our Towns
The
little-engine-that-could story of how a band of scrappy entrepreneurs are
reviving the enterprise of manufacturing clothing in the United States.
For
decades, clothing manufacture was a pillar of U.S. industry. But beginning in
the 1980s, Americans went from wearing 70 percent domestic-made apparel to
almost none. Even the very symbol of American freedom and style—blue jeans—got
outsourced. With offshoring, the nation lost not only millions of jobs but also
crucial expertise and artistry.
Dismayed by
shoddy imported “fast fashion”—and unable to stop dreaming of re-creating a
favorite shirt from his youth—Bayard Winthrop set out to build a new company,
American Giant, that would swim against this trend. New York Times reporter
Steven Kurutz, in turn, began to follow Winthrop’s journey. He discovered other
trailblazers as well, from the “Sock Queen of Alabama” to a pair of father-son
shoemakers and a men’s style blogger who almost single-handedly drove a
campaign to make “Made in the USA” cool. Eye-opening and inspiring, American
Flannel is the story of how a band of visionaries and makers are building a new
supply chain on the skeleton of the old and wedding old-fashioned craftsmanship
to cutting-edge technology and design to revive an essential American dream.
The Annals of Flannel
Told that the cozy shirting fabric could no longer be
made in America, one man began a yearlong quest.
Steven
Kurutz
By Steven
Kurutz
Nov. 28,
2018
https://www.nytimes.com/2018/11/28/style/made-in-america-flannel-shirt.html
Three years
ago, Bayard Winthrop, the chief executive and founder of the clothing brand
American Giant, started thinking about a flannel shirt he wore as a kid in the
1970s. It was blue plaid and bought for him by his grandmother, probably at
Caldor, a discount department store popular in the northeast back then. The
flannel was one of the first pieces of clothing Mr. Winthrop owned that
suggested a personality.
“I thought
it looked great,” he said, “and I thought it said something about me. That I
was cool and physical and capable and outdoorsy.”
Since 2011
American Giant, or AG, has mass-produced everyday sportswear for men and women,
like the Lee jeans or Russell sweatshirts once sold in stores like Caldor —
from the ginned cotton to the cutting and sewing — entirely in the U.S. Mr.
Winthrop, a former financier who had run a snowshoe firm, made it the company’s
mission to, in his words, “bring back ingenuity and optimism to the towns that
make things.” He’s been very successful, especially with a full-zip sweatshirt
Slate called “the greatest hoodie ever made.” AG has introduced denim, leggings
and socks, among other products.
But Mr.
Winthrop’s madeleine of a garment proved elusive. “We kept asking around and
hearing, ‘Not flannel. You can do all these other things here, maybe. Flannel
is gone.’” he said.
L.L. Bean,
Woolrich, Ralph Lauren and Pendleton all made their reputations on rugged, cozy
flannel shirts, but not one of those brands make them domestically today. In
fact, “flannel hasn’t been made in America for decades,” said Nate Herman, an
executive for the American Apparel & Footwear Association, a Washington
D.C.-based trade group. Some small family-run brands, like the Vermont Flannel
Company and Gitman Bros., sew shirts in the U.S., but the fabric is woven
overseas. Portugal and China are today the main producers of yarn-dyed flannel,
Mr. Herman said.
Although it
originated in Wales in the 17th century, flannel is a classic American garment,
worn by Wyoming ranchers and California surfers, deer hunters and rock and
hip-hop musicians. It was a key reference in Marc Jacobs’s then-notorious
grunge collection for Perry Ellis in 1992, which was recently reissued. Like a
pair of bluejeans, a flannel shirt conveys laid-back comfort and rugged
durability.
Bringing
its manufacture back to America, Mr. Winthrop thought, could be deeply
symbolic. Both of the capability of U.S. manufacturing and of the need for big
fashion brands to invest here again. It was a quixotic artisanal project,
perhaps, but one with potentially high business stakes.
“Forty
years ago, we were able to make great shirts here, great jeans here, sold at a
price that made sense to mainstream consumers,” Mr. Winthrop said at the outset
of his project. “We’ve lost that capability in 40 years? We can’t make a
flannel shirt in America? I’m not going to accept that answer.”
“Made in
America” has become a marketing catchphrase espoused by both Brooklyn $400
selvage denim enthusiasts and Trump isolationists. And brands like American
Apparel have led a renaissance of sorts in domestic manufacturing. But
producing clothes in the U.S. today is exceedingly complicated. Over the last
30 years, the textile industry has been decimated by outsourcing and
unfavorable trade deals, shedding 1.4 million jobs in the process, said
Augustine Tantillo, president of the National Council of Textile Organizations.
Communities
that produced clothes for generations, like Fort Payne, Ala., the former sock
capital of the world, were mortally wounded when mills closed. Sometimes the
expertise or work force have dissipated. Sometimes it’s the machinery, the
looms, that have gone overseas.
Each time
AG develops a new product, Mr. Winthrop must patch together its supply chain
from what remains. To help him navigate the process, he relies on “old dogs in
the industry,” he said, though AG is based in San Francisco and runs like a
tech start-up, with sales almost entirely online.
For
flannel, he called James McKinnon.
At 50, Mr.
McKinnon is not that old (Mr. Winthrop is 49). But he is the third McKinnon to
run Cotswold Industries, the textile manufacturer his grandfather started in
1954. Cotswold made the woven fabric for headliners inside Ford cars. Later,
the firm manufactured pocket linings for Lee, Wrangler and Levi jeans. Cotswold
still handles pocketing business for many U.S. brands, part of a diverse
portfolio that includes making fabrics for culinary apparel. The fabrics are
woven at its mill in Central, S.C.
Mr.
Winthrop called Mr. McKinnon at his office in midtown Manhattan and ran through
the list of questions. Why is flannel gone? What would it take to bring it
back? How would you do it?
Mr.
McKinnon was familiar with the story of American Giant and the hoodie. In an
industry that has been waging a 40-year global economic war of attrition, and
mostly losing, it is heartening to see an apparel company committed to America.
You don’t
survive as a U.S. textile manufacturer without being smart and nimble, and
without being a little battle-scarred. Mr. McKinnon is all of these things.
Lately, he had been thinking about more than just surviving.
“Do we want
to develop products that we are proud of? That aren’t just, you know, what
we’ve always done but trying to do it cheaper,” he said. “You get tired of
always playing defense. Let’s play some offense.”
Besides,
Mr. McKinnon had his own positive if hazy memories of flannel. “I spent four or
five years touring with the Grateful Dead,” he said. “I think I wore one
flannel shirt for two years.”
Here was a
partner who could “quarterback” a project that would prove to be incredibly
challenging.
Shirting in
general is more complicated than a T-shirt or fleece because it’s woven rather
than knit. Wovens typically require more needlework, which means higher labor
costs, which means that they have been outsourced more aggressively than knits
or denim. And a flannel is a very complicated woven shirt.
For a
T-shirt, raw material is fed into a circular knitting machine and a roll of
fabric is cranked out and dyed red or blue or purple. But flannel requires the
dyeing of each individual yarn, which is what gives it the patterned look of,
say, Buffalo plaid.
Those dyed
yarns are put on a weaving machine, or loom. There are lengthwise, or warp,
yarns and crosswise, or weft, yarns. To get the famous red and black squares
even and blended, the warping must be done precisely right. And the more
intricate the pattern or numerous the colors, the more complex the warping and
the harder the weave.
As anyone
who loves one knows, flannel shirts are soft, which is achieved through a
finishing process called napping.
“Flannel,
of all the things in your wardrobe, is the one thing that you know intuitively
if you like or not,” Mr. Winthrop said. “It has to feel right in your hand.”
‘The Best
People I Know’
He had to
find suppliers who could dye the yarn; weave the flannel; finish and nap it;
and finally, cut and sew the fabric into shirts. And those partners, if they
still existed, would also have to tolerate risk, because American Giant would
begin with small test runs. Would a mill gear up its machinery and work force
for 8,000 yards, instead of 80,000 or 800,000?
Mr.
McKinnon convened a meeting with his team, drawing up a chart of all the
stages. “I said, ‘Guys, take a look. This can be done here. This can be done
here. This can be done here.’” Claiming impossibility at first, “finally the
team looked at me and said, ‘Huh.’”
What gave
Mr. McKinnon confidence initially was that Cotswold held onto a tiny piece of
the yarn-dyed shirting business that involved uniforms for the Metro-North and
Long Island Railroads.
“The
transit workers that take your ticket wear a yarn-dyed shirt,” Mr. McKinnon
said. “They’ve got that little pinstriped shirt.”
The shirts
weren’t sportswear, the pattern wasn’t complex, but it meant the manufacturing
of flannel was theoretically possible.
It was the
expertise, the artistry, that remained a concern. The dyeing process, the way
color takes to yarn, is both a science and an art. So is the laying of a warp
and a weft. So is napping. Was anyone left who knew how to do it for flannel?
In May, Mr.
Winthrop and Mr. McKinnon met for coffee in New York. The mood between them was
tentative but buoyant. Over the winter, the flannel project had inched forward,
with early hurdles cleared.
In March,
the designer at American Giant, Sharon Aris, submitted her patterns for
approval. Ms. Aris collected vintage Pendleton flannels for inspiration, but
those shirts had been made during the glory days, and she quickly faced modern
realities.
She
couldn’t design one of those hand-loomed, 10-color hippie flannels like Neil
Young wore back in the “Harvest” days. She could use six yarn colors at most,
to produce three patterns. These had to be commercial for American Giant and,
as important, able to be woven by Cotswold.
For Ms.
Aris, who had designed for the contemporary label Esprit, this was a different
way of working. Usually she sent designs to China or Eastern Europe and got
back samples three months later. It was soulless but cheap.
Now she was
in close communication with the manufacturer, collaborating on the design. This
was how Mr. Winthrop had made the famous hoodie, working with a finisher called
Carolina Cotton Works, or CCW, to painstakingly recreate the napped feel of old
Champion sweatshirts.
Ms. Aris
and Mr. Winthrop waited nervously throughout March to learn if Cotswold’s
technicians could weave their designs. Mr. Winthrop wanted the shirts to go on
sale for Christmas 2018. Any delays or roadblocks might cause AG to scrap the
winter season, or the entire project.
In early
April, Mr. McKinnon had called to say the patterns could be woven at Cotswold’s
mill.
Now, as Mr.
Winthrop and Mr. McKinnon talked over coffee, they addressed another concern —
the yarn dyeing.
Mr.
McKinnon had introduced Mr. Winthrop to “the best people I know,” in the
domestic yarn-dyeing business, a North Carolina company called Burlington
Manufacturing Services, or BMS. Cotswold used BMS to dye the blue Oxford fabric
it made for Catholic-school shirts, another niche business.
When Ron
Farris, sales representative for BMS, was contacted by the men, he couldn’t
believe he was talking about flannel in 2018. BMS, Mr. Farris wrote them, was
onboard. “It tickles me to no end,” is how he put it.
“The last
20, 25 years have been very, very frustrating,” Mr. McKinnon said at the coffee
shop. “It’s been rolling rocks uphill trying to figure out how to be
competitive. Now, because of this collaboration, you get up in the morning and
you’ve got a hop to your step. Let’s go make something awesome.”
A Good Yarn
In June,
Mr. Winthrop flew from San Francisco to North Carolina to visit the facilities
working on the flannel project. Traveling regularly between the booming,
energetic coasts and struggling mill towns had deepened his commitments. In
2013, AG bought a sewing facility in tiny Middlesex, N.C., that was scheduled
to shut down, saving the jobs of 120 workers there.
Like an
idealistic politician, Mr. Winthrop repeats the same stump speech wherever he
goes. The speech scolds clothing brands who have gone overseas to save nickels.
The speech highlights the benefits in efficiency and product quality of doing
business here. But the speech also warns of a stark division happening in U.S.
textiles, between companies who have “the vision, courage and capital to stay
ahead of the curve,” as Mr. Winthrop likes to say, and those who don’t.
Mr.
Winthrop had been speechifying on the morning he pulled up to the Pioneer Plant
in Burlington, N.C., where BMS, the yarn dyer, was headquartered.
Inside, he
was met by the brain trust: Al Blalock, the president; Bill Singleton, the
director of sales; and Mr. Farris, the sales representative. Mr. Farris started
in the industry in 1979. That made him the young guy in the group.
“Welcome to
BMS, a division of Decorative Fabrics of America,” Mr. Blalock said as everyone
gathered around a table in a drab, outdated conference room.
The
company’s long, difficult history was narrated for Mr. Winthrop. BMS was
formerly part of Burlington Industries, once the largest textile manufacturer
in the world, weaving 1.8 million yards of fabric each week at one mill alone.
Then came a hostile takeover attempt from a private-equity vulture. Then
outsourcing and downsizing. Then splintering of divisions.
“When was
Burlington the largest in the world?” Mr. Winthrop asked.
“Seventies.
Into the eighties,” said Mr. Farris, who has a salesman’s chatty ebullience.
“Eighty-eight is when the crap kind of hit the fan.”
BMS, the
yarn dyeing business, was bought from Burlington Industries by private
investors in 2007.
Mr. Blalock
ran through the firm’s clients, an assorted group. BMS dyed yarn for apparel,
hosiery, upholstery, mattress fabrics, braids and ropes, health care and
industrial products. It dyed the rappelling rope the military used on
helicopters.
“You ever
see the movie ‘Black Hawk Down?’” Mr. Singleton said. “That’s the ropes they
used.”
Mr. Blalock
said: “You can’t be a one-trick pony in today’s markets, because you’re
competing with the world.”
These men
had lived through an economic tsunami. When the needle flew overseas, the
upstream suppliers that service the mills, like cotton farmers, dye houses and
finishers, also saw their business disappear. This is how they had survived, by
finding every little niche market they could.
Mr.
Blalock, Mr. Singleton and Mr. Farris were warriors of a sort. They were real
old dogs; their collective age was around 200. And the facility they worked in,
the Pioneer Plant, dated to 1923.
Touring the
vast mill with its older machinery and silver-haired executives and rooms
largely empty of workers, Mr. Winthrop began to look panicked. He needed good
yarn-dyed fabric to make his shirts. Without it, he was sunk.
When was
the last time yarn for flannel was dyed here? the men were asked.
“There was
another company we dyed yarn for. Pendleton shirts,” Mr. Singleton said. He
searched his memory. “Probably 30 years ago.”
Mr. Farris,
the salesman, portrayed confidence to his client. “We dye yarn for shirting
every day. Just a different type,” he said.
“There’s
probably 120 years of experience right here,” Mr. Singleton said, looking to
his colleagues.
But driving
away, Mr. Winthrop was shaken.
Later that
day, he addressed his concerns during a scheduled meeting with Mr. McKinnon at
Cotswold’s sister facility, Central Textiles, in Central, S.C.
“Talk me
off the ledge,” Mr. Winthrop said. “Have you been to that facility?”
Mr.
McKinnon said he had, two years earlier.
“Maybe you
should take another swing through,” Mr. Winthrop said. “It just felt like a
cavernous space where not much was happening.”
Mr.
McKinnon replied, “That’s the state of the U.S. textile industry.”
Cotswold’s
Central plant was once owned by Cannon Mills, another big producer (of towels
and sheets) long gone. In a welcome sight, the old brick buildings bustled with
workers and delivery trucks on this afternoon. Bales of cotton and polyester
come in one end and go out the other as woven fabric.
What was
being woven on this day was flannel for American Giant.
Mr.
McKinnon led Mr. Winthrop into a fluorescent-lit room the size of a football
field with looms spaced every few feet. The machines were new but noisy. The
men had to shout to speak, though the big smiles said everything.
One of Ms.
Aris’ three patterns, a black plaid, was coming off the section beam in stiff
sheets. Mr. Winthrop got his face right down to the sewing needles, to examine
the warping for flaws. He found none. The yarn color was rich and beautiful.
The old dogs at BMS had delivered as promised.
“You are
looking at the first weaving of flannel in America since probably the mid-90s,”
said Mr. McKinnon, who himself was seeing it for the first time.
Mr.
McKinnon asked Mr. Winthrop, “What do you think?”
Mr.
Winthrop was unusually reticent, seemingly in shock. He had pulled it off. “All
the detail … Actually seeing the pattern come together…,” he said, trailing
off.
“This is
the hardest technical engineering aspect of this entire adventure,” Mr.
McKinnon said, satisfied. “Bayard has been asking me every week on a scale of 1
to 100 what my confidence level is. Right now, it’s 95.”
Months
passed. Spirits remained high. Mr. Winthrop, who is built low and squat like a
wrestler, had “put his shoulder into it,” as he likes to say, and pushed
through. Mr. McKinnon, along with every worker up and down the supply chain,
proved that the technical capability had never left, only the appetite to do
business here. They were nearing champagne-popping time.
‘Tickle It
a Little Bit’
Then came
another snag.
It involved
what was supposed to be the easy part — the napping and finishing. Mr. McKinnon
had recommended a finisher that returned to American Giant flannel with all the
softness of an outdoor carpet.
The fabric
was sent back. Five times. Additional rounds yielded little improvement, and
weeks flew by. All of August into September, wasted.
Mr.
McKinnon called Mr. Winthrop one day. They discussed the Christmas deadline and
its unlikelihood now. They discussed chalking up the whole thing to a noble
failure. Mr. McKinnon apologized and took the blame.
In
September, in a last-ditch effort, Mr. McKinnon and Mr. Winthrop sent a few
rolls of fabric to Carolina Cotton Works and its president, Page Ashby. CCW had
not been hired for the flannel project, because it couldn’t do every finishing
process under one roof. Still, it was Mr. Ashby who had collaborated on the
famous hoodie, and now he and his workers “huddled up” with the fabric.
Over the
phone, Mr. Ashby explained how flannel becomes soft. “You have to raise those
fibers out of the yarn. Get it to be a little bit fuzzy, if you will. Not like
a blanket. We just wanted to tickle it a little bit.”
CCW did the
right amount of tickling. The fabric finally felt like the flannel shirt Mr.
Winthrop had worn as a kid, the one that made him feel cool and capable.
Another
finisher, Yates Bleachery Company, in Flintstone, Ga., would handle the crucial
step of preshrinking. Then onto Jade Apparel in Philadelphia for the cutting
and sewing of shirts.
Now that
they’d fully reassembled the supply chain, a new, modified plan was hatched:
American Giant would do a limited run, 2,000 yards, or enough fabric to make
about 1,200 shirts, priced at around $100 apiece. BMS, Cotswold, CCW, Yates,
Jade — all would have to rush production. But American flannel would be
available for winter, with more to come in the new year.
Was it
worth all the trouble, for a shirt?
Mr.
Winthrop did not have to think about his answer. “We wanted to start an
American-made business and build it to scale,” he said, over lunch at a
restaurant in Lower Manhattan earlier this month. “The consistent narrative
was, ‘You can’t do that, it’s all gone overseas.’ We heard that with the
fleece, with premium tees. This was the next chapter.”
Mr.
Winthrop leaned across the table, as if putting his shoulder into his reply.
“Set the business part of it aside,” he said. “The thing I continue to be so
struck by in the supply chain is this latent undercurrent of, ‘Give us a shot.’
It’s worth it for that alone — to prove the ability to do it.”
Steven
Kurutz joined The Times in 2011 and wrote for the City and Home sections before
joining Style. He was previously a reporter at The Wall Street Journal and
Details. More about Steven Kurutz