As with nearly everything generated by the Japanese auto industry, the Cresta was a masterpiece of engineering. Popularly priced, its front-wheel drive attached to a sporty and fuel-efficient four-cylinder, sixteen-valve engine, it sat two adults in the front and two or three children quite comfortably in the back, and had become overnight both the Motor Trend Car of the Year and the savior of a Japanese manufacturer that had suffered three straight years of declining sales because of Detroit's rebounding efforts to take back the American market. The single most popular car for young adults with families, it came "loaded" with options and was manufactured on both sides of the Pacific to meet a global demand.

This plant, set thirty miles outside Lexington, Kentucky, was state-of-the-art in all respects. The employees earned union wages without having had to join the UAW, and on both attempts to create a union shop, supervised by the National Labor Relations Board, the powerful organization had failed to get even as much as 40 percent of the vote and gone away grumbling at the unaccustomed stupidity of the workers.

As with any such operation, there was an element of unreality to it. Auto parts entered the building at one end, and finished automobiles exited at the other. Some of the parts were even American made, though not as many as the U.S. government would have wished. Indeed, the factory manager would have preferred more domestic content as well, especially in the winter, when adverse weather on the Pacific could interfere with the delivery of parts—even a one-day delay in arrival time of a single ship could bring some inventories dangerously low, since the plant ran on minimal overhead—and the demand for his Crestas was greater than his ability to manufacture them. The parts arrived mostly by train-loaded containers from ports on both American coasts, were separated by type, and stored in stockrooms adjacent to the portion of the assembly line at which they would be joined with the automobiles. Much of the work was done by robots, but there was no substitute for the skilled hands of a worker with eyes and a brain, and in truth the automated functions were mainly things that people didn't enjoy anyway. The very efficiency of the plant made for the affordable cost of the Cresta, and the busy schedule, with plenty of overtime, made for workers who, with this region's first taste of really well-paying manufacturing jobs, applied themselves as diligently as their Japanese counterparts, and, their Japanese supervisors admitted quietly both to themselves and in internal company memoranda, rather more creatively. Fully a dozen major innovations suggested by workers on this line, just in this year, had been adopted at once in similar factories six thousand miles away. The supervisory personnel themselves greatly enjoyed living in Middle America. The price of their homes and the expanse of land that came with them both came as startling revelations, and after the initial discomfort of being in an alien land, they all began the process of succumbing to local hospitality, joining the local lawyers on the golf links, stopping off at McDonald's for a burger, watching their children play T-Ball with the local kids, often amazed at their welcome after what they'd expected. (The local TV cable system had even added NHK to its service, for the two hundred families who wanted the flavor of something from home.) In the process they also generated a tidy profit for their parent corporation, which, unfortunately, was now trapped into barely breaking even on the Crestas produced in Japan due to the unexpectedly high productivity of the Kentucky plant and the continuing decline of the dollar against the yen. For that reason, additional land was being bought this very week to increase the capacity of the plant by 60 percent. A third shift, while a possibility, would have reduced line maintenance, with a consequent adverse effect on quality control, which was a risk the company was unwilling to run, considering the renewed competition from Detroit.

Early in the line, two workers attached the gasoline tanks to the frames. One, off the line, removed the tank from its shipping carton and set it on a moving track that carried it to the second worker, whose job was to manhandle the light but bulky artifact into place. Plastic hangers held the tank briefly until the worker made the attachment permanent, and the plastic hangers were then removed before the chassis moved on to the next station.

The cardboard was soggy, the woman in the storage room noted. She held her hand to her nose and smelled sea salt. The container that had held this shipment of gas tanks had been improperly closed, and a stormy sea had invaded it. A good thing, she thought, that the tanks were all weather-sealed and galvanized. Perhaps fifteen or twenty of the tanks had been exposed to seawater. She considered mentioning it to the supervisor, but on looking around she couldn't see him. She had the authority on her own to stop the line—traditionally a very rare power for an auto-assembly worker—until the question of the gas tanks was cleared up. Every worker in the plant had that theoretical power, but she was new here, and really needed her supervisor to make the call. Looking around more, she almost stopped the line by her inaction, which caused an abrupt whistle from the line worker. Well, it couldn't be that big a deal, could it? She slid the tank on the track, and, opening the next box. forgot about it. She would never know that she was part of a chain of events that would soon kill one family and wound two others.

Two minutes later the tank was attached to a Cresta chassis, and the not-yet-a-car moved on down the seemingly endless line toward an open door that could not even be seen from this station. In due course the rest of the automobile would be assembled on the steel frame, finally rolling out of the plant as a candy-apple-red car already ordered by a family in Greeneville, Tennessee. The color had been chosen in honor of the wife, Candace Denton, who had just given her husband, Pierce, his first son after two twin daughters three years earlier. It would be the first new car the young couple had ever owned, and was his way of showing her how pleased he was with her love. They really couldn't afford it, but it was about love, not money, and he knew that somehow he'd find a way to make it work. The following day the car was driven onto a semi-trailer transporter for the short drive to the dealer in Knoxville. A telex from the assembly plant told the salesman that it was on the way, and he wasted no time calling Mr. Denton to let him know the good news.

They'd need a day for dealer prep, but the car would be delivered, a week late due to the demand for the Cresta, fully inspected, with temporary tags and insurance. And a full tank of gas, sealing a fate already decided by a multiplicity of factors.