The Lifespan of Large Appliances Is Shrinking
Appliance technicians blame a push toward computerisation and an increase in the quantity of components inside a machine
4 min
Our refrigerators, washing machines and ovens can do more than ever, from producing symmetrical ice cubes to remotely preheating on your commute home. The downside to all these snazzy features is that the appliances are more prone to breaking.
Appliance technicians and others in the industry say there has been an increase in items in need of repair. Yelp users, for example, requested 58% more quotes from thousands of appliance repair businesses last month than they did in January 2022.
Those in the industry blame a push toward computerisation, an increase in the quantity of individual components and flimsier materials for undercutting reliability. They say even higher-end items aren’t as durable.
American households spent 43% more on home appliances in 2023 than they did in 2013, rising from an inflation-adjusted average of $390 to $558, according to Euromonitor International. Prices for the category declined 12% from the beginning of 2013 through the end of 2023, according to the Labor Department.
One reason for the discrepancy between spending and prices is a higher rate of replacement, say consumers, repair technicians and others. That’s left some people wishing they had held on to their clunky ’90s-era appliances and others bargaining with repair workers over intractable ice makers and dryers that run cold.
“We’re making things more complicated, they’re harder to fix and more expensive to fix,” says Aaron Gianni, the founder of do-it-yourself home-repair app Plunjr.
Horror stories
Sharon J. Swan spent nearly $7,000 on a Bosch gas range and smart refrigerator. She thought the appliances would last at least through whenever she decided to sell her Alexandria, Va., home and impress would-be buyers.
That was before the oven caught fire the first time she tried the broiler, leading to a 911 call and hasty return. The ice-maker in the refrigerator, meanwhile, is now broken for the third time in under two years. Bosch covered the first two fridge fixes, but she says she’s on her own for the latest repair, totalling $250, plus parts.
“I feel like I wasted my money,” says the 65-year-old consultant for trade associations.
A Bosch spokeswoman said in an emailed statement that the company has been responsive to Swan’s concerns and will continue to work with her to resolve ongoing issues. “Bosch appliances are designed and manufactured to meet the highest quality standards, and they are built to last,” she said.
Kevin and Kellene Dinino wish they had held on to their white dishwasher from the ’90s that was still working great.
The sleeker $800 GE stainless steel interior dishwasher they purchased sprang a hidden leak within three years, causing more than $35,000 worth of damage to their San Diego kitchen.
Home insurance covered the claim, which included replacing the hardwood down to the subfloor and all their bottom cabinetry, but kicked the Dininos off their policy. The family also went without access to their kitchen for months.
“This was a $60 pump that was broken. What the hell happened?” says Kevin, 45, who runs a financial public-relations firm.
A GE Appliances spokeswoman said the company takes appliance issues seriously and works quickly to resolve them with consumers.
Increased complexity
Peel back the plastic on a modern refrigerator or washing machine and you’ll see a smattering of sensors and switches that its 10-year-old counterpart lacks. These extra components help ensure the appliance is using only the energy and water it needs for the job at hand, technicians say. With more parts, however, more tends to go wrong more quickly, they say.
Mansoor Soomro, a professor at Teesside University, a technical college in Middlesbrough, England, says home appliances are breaking down more often. He says that manufacturers used to rely mostly on straightforward mechanical parts (think an on/off switch that triggers a single lever). In the past decade or so, they’ve transitioned to relying more on sophisticated electrical and computerised parts (say, a touch screen that displays a dozen different sensor-controlled wash options).
When a complicated machine fails, technicians say they have a much harder time figuring out what went wrong. Even if the technician does diagnose the problem, consumers are often left with repairs that exceed half the cost of replacement, rendering the machine totalled.
“In the majority of cases, I would say buying a new one makes more economic sense than repairing it,” says Soomro, who spent seven years working at Siemens , including in the home-appliances division.
These machines are also now more likely to be made with plastic and aluminium rather than steel, Soomro says. High-efficiency motors and compressors, too, are likely to be lighter-duty, since they’re tasked with drawing less energy .
A spokeswoman for the Association for Home Appliance Manufacturers says the industry has “enhanced the safety, energy efficiency, capacity and performance of appliances while adding features and maintaining affordability and durability for purchasers.” She says data last updated in 2019 shows that the average life of an appliance has “not substantially shifted over the past two decades.”
When simpler is better
Kathryn Ryan and Kevin Sullivan needed a new sensor to fix their recently purchased $1,566 GE Unitized Spacemaker washer-dryer. GE wasn’t able to fix the sensor for months, so the couple paid a local technician $300 to get the machine working.
The repairman also offered them a suggestion: Avoid the sensor option and stick to timed dries.
“You should be able to use whatever function you please on a brand new appliance, ideally,” says Sullivan, a 32-year-old musician in Burbank, Calif.
More features might seem glamorous, Frontdoor virtual appliance tech Jim Zaccone says, but fewer is usually better.
“Consumers are wising up to the failures that are happening and going, ‘Do I really need my oven to preheat while I’m at the grocery store?’” jokes Zaccone, who has been in the appliance-repair business for 21 years.
He just replaced his own dishwasher and says he bought one with “the least bells and whistles.” He also opted for a mass-market brand with cheap and readily available parts. Most surprisingly, he chose a bottom-of-the-line model.
“Spending a lot of money on something doesn’t guarantee you more reliability,” says Zaccone.
Copyright 2020, Dow Jones & Company, Inc. All Rights Reserved Worldwide. LEARN MORE
Records keep falling in 2025 as harbourfront, beachfront and blue-chip estates crowd the top of the market.
A divide has opened in the tech job market between those with artificial-intelligence skills and everyone else.
JPMorgan Chase has a ‘strong bias’ against adding staff, while Walmart is keeping its head count flat. Major employers are in a new, ultra lean era.
3 min
It’s the corporate gamble of the moment: Can you run a company, increasing sales and juicing profits, without adding people?
American employers are increasingly making the calculation that they can keep the size of their teams flat—or shrink through layoffs—without harming their businesses.
Part of that thinking is the belief that artificial intelligence will be used to pick up some of the slack and automate more processes. Companies are also hesitant to make any moves in an economy many still describe as uncertain.
JPMorgan Chase’s chief financial officer told investors recently that the bank now has a “very strong bias against having the reflective response” to hire more people for any given need. Aerospace and defense company RTX boasted last week that its sales rose even without adding employees.
Goldman Sachs , meanwhile, sent a memo to staffers this month saying the firm “will constrain head count growth through the end of the year” and reduce roles that could be more efficient with AI. Walmart , the nation’s largest private employer, also said it plans to keep its head count roughly flat over the next three years, even as its sales grow.
“If people are getting more productive, you don’t need to hire more people,” Brian Chesky , Airbnb’s chief executive, said in an interview. “I see a lot of companies pre-emptively holding the line, forecasting and hoping that they can have smaller workforces.”
Airbnb employs around 7,000 people, and Chesky says he doesn’t expect that number to grow much over the next year. With the help of AI, he said he hopes that “the team we already have can get considerably more work done.”
Many companies seem intent on embracing a new, ultralean model of staffing, one where more roles are kept unfilled and hiring is treated as a last resort. At Intuit , every time a job comes open, managers are pushed to justify why they need to backfill it, said Sandeep Aujla , the company’s chief financial officer. The new rigor around hiring helps combat corporate bloat.
“That typical behavior that settles in—and we’re all guilty of it—is, historically, if someone leaves, if Jane Doe leaves, I’ve got to backfill Jane,” Aujla said in an interview. Now, when someone quits, the company asks: “Is there an opportunity for us to rethink how we staff?”
Intuit has chosen not to replace certain roles in its finance, legal and customer-support functions, he said. In its last fiscal year, the company’s revenue rose 16% even as its head count stayed flat, and it is planning only modest hiring in the current year.
The desire to avoid hiring or filling jobs reflects a growing push among executives to see a return on their AI spending. On earnings calls, mentions of ROI and AI investments are increasing, according to an analysis by AlphaSense, reflecting heightened interest from analysts and investors that companies make good on the millions they are pouring into AI.
Many executives hope that software coding assistants and armies of digital agents will keep improving—even if the current results still at times leave something to be desired.
The widespread caution in hiring now is frustrating job seekers and leading many employees within organizations to feel stuck in place, unable to ascend or take on new roles, workers and bosses say.
Inside many large companies, HR chiefs also say it is becoming increasingly difficult to predict just how many employees will be needed as technology takes on more of the work.
Some employers seem to think that fewer employees will actually improve operations.
Meta Platforms this past week said it is cutting 600 jobs in its AI division, a move some leaders hailed as a way to cut down on bureaucracy.
“By reducing the size of our team, fewer conversations will be required to make a decision, and each person will be more load-bearing and have more scope and impact,” Alexandr Wang , Meta’s chief AI officer, wrote in a memo to staff seen by The Wall Street Journal.
Though layoffs haven’t been widespread through the economy, some companies are making cuts. Target on Thursday said it would cut about 1,000 corporate employees, and close another 800 open positions, totaling around 8% of its corporate workforce. Michael Fiddelke , Target’s incoming CEO, said in a memo sent to staff that too “many layers and overlapping work have slowed decisions, making it harder to bring ideas to life.”
A range of other employers, from the electric-truck maker Rivian to cable and broadband provider Charter Communications , have announced their own staff cuts in recent weeks, too.
Operating with fewer people can still pose risks for companies by straining existing staffers or hurting efforts to develop future leaders, executives and economists say. “It’s a bit of a double-edged sword,” said Matthew Martin , senior U.S. economist at Oxford Economics. “You want to keep your head count costs down now—but you also have to have an eye on the future.”
Micro-needling promises glow and firmness, but timing can make all the difference.
On October 2, acclaimed chef Dan Arnold will host an exclusive evening, unveiling a Michelin-inspired menu in a rare masterclass of food, storytelling and flavour.
