My good friend's son worked for Bushmaster before the buy out, and he was offered a position at the new Remington owned company (he had to move his family to NY state). All reports I have heard are that he really likes working for Remington and that they treat him very well.
And now, with Windham Weaponry up and running, a lot of the folks that weren't willing to relocate are working for their old boss again in ME, on the same machines, in the same plant. Not a terrible outcome in my mind.
The Marlin comments show an even greater lack of knowledge and understanding. Rifles were being made without "as built" drawings and with a tremendous amount of tribal knowledge. The "sin" that FG committed was to move the company to AL. There was a huge brain drain with few employees wanting to move to the south. It took a number of years to reverse engineer the product in the marketplace. FG never set out to destroy Marlin and ultimately the product should be better when the dust settles. I had to send two new 1894 rifles back to Marlin a few years prior to the buyout due to manufacturing issues so it wasn't all roses back then either.
Oh man, ain't it the truth. Controlling manufacturing processes is a huge challenge. The engineering community has to be very involved on the production floor and aware of any and all deviations from the print, or process instructions. Seek to understand why they're not following the instructions (it probably isn't working for them) and to help the production crew understand your intentions. Then you either have to update your instructions, or enforce compliance.
I have just completed the design and build of a semi-automated assembly machine for a product line where I work, and we're not even done running production trials and our maintenance supervisor is already trying to tear apart and re-configure the machine. His intentions are good, but his ideas are not always well thought out. One small change at a time followed by careful evaluation please.
In many respects, small manufacturing companies are easier to run. But when you get into large scale, multi-facility companies and move production lines from one plant to another, the head aches begin.