Unfortunately, GM's automation effort did not yield significant benefits to the company in the 1980s. Many high tech plants suffered from low productivity and were operating below capacity for one year or more after they opened. For example, the Hamtramck plant encountered numerous problems. These problems include robots that dismembered each other or smashed cars to be assembled. Some robots fitted the wrong equipment into cars or sprayed paints everywhere. AGVs also broke down frequently ("When GM's robots," 1991). The monitoring equipment were also found to be unhelpful because the computers generated so much data that workers did not have time to read it all. Thus, required adjustments to robot operations cannot be made in time. As a result, Hamtramck was still operating at half its capacity one year after it opened ("When GM's robots," 1991). The development of MAP, GM's proposal to enable communication between machines, was also proceeding much slower than planned ("Off the MAP," 1991). Since the automation effort failed to generate significant benefits to GM, the company's market share dropped from 46% in 1980 to 35% in 1989 while Japanese car manufacturers still enjoy significant cost advantage over cars built by GM ("On a clear day," 1989). Although GM is still profitable, its competitors, including Ford, Chrysler, and Japanese transplants, are gaining larger and larger share of the American car market. This development threatens GM?s long term survival. In 1992, GM lost $23 billion ("Morning," 1996).