Sentences with phrase «cutting production costs»

By cutting your production costs by 30 %.

Rather, it's in their best interest to clearly define how the benefits of the product can assist the organization in cutting production costs and complexities.

Plans by the railway ministry to double the volume of coal carried on dedicated railroads to 2.4 billion metric tons by 2015 will cut production costs, as will an ongoing mine consolidation.

Now Dietz and his team have not only broken out of the nanometer realm to build larger objects, but have also cut the production costs a thousand-fold.

This week's news stories: Sony cuts production cost of the PS3, World of Warcraft census results, sales results for White Knight Chronicles and Dynasty Warriors Gundam 2 in Japan.

He spent part of the summer at the Large Hadron Collider in Switzerland, and is now at work on a process to cut the production cost of radioactive isotopes.

Efficient Dynamics also translates to Cheaper Dynamics in an effort to cut production costs.

Even though Steve points out how artists must rely on marketing expertise to sell their works in the music business, the book industry differentiates itself when independent authors work harder to cut their production costs and their self - published works have constituted the online store's reputation to be the fair opportunity for anybody with raw talent.

The new graphene e-paper is expected to cut the production cost of smart devices with screens.

The company said it plans to cut the production costs for crystalline silicon cell and thin film modules while also reduce the grams - per - watt usage of silicon material.

I agree that these phrases suck, but as with most resume tips I wonder what you're supposed to write if you're not a superhero who single - handedly increased sales by 30 %, made the entire customer service department obsolete, and cut production costs by 15 %?

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

The time is ripe for anyone with new ideas on some facet of oil and gas exploration, drilling or production that could cut costs, says Yager.

The converse applies in down turns, cut production to maintain price value and cut costs and improve efficiencies, Additionally use low cost debt to buy assets for future development with debt to be repaid in booms.

The increased cost at the pump is due to higher demand, the lingering effect of Hurricane Harvey, OPEC production cuts and unrest in the Middle East, according to experts.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

By slashing capital costs as they are (necessarily for financial reasons) doing, they are cutting production literally years in the future.

Kelly says Ginkgo can cut the costs of production of these fragrances and flavors by 50 % to 90 %, offer customers entirely new scents for their products by mixing and matching DNA letters — and the company can do it without the environmental costs.

To cut more costs, the company also scaled back operations at its production studios for the last two weeks of the year to save money on contractors, another person familiar with the matter said.

HOUSTON ConocoPhillips, the world's largest independent oil and gas exploration and production company, posted a bigger - than - expected first - quarter profit on Thursday, helped by rising crude prices and cost cuts.

An uptick in commodity prices, combined with two years of supply cost cuts, created some room to get financial houses in order and invest in production growth in 2017.

Businesses had responded very quickly to a fall in demand by cutting production and costs, as well as shelving their plans for expansion.

The underlying price of gold has stabilized and management is focused on ramping productions and cutting costs.

The failure of high cost North American producers to cut production in an oversupplied world oil market is setting the stage for another leg down in oil prices.

Buying back its debt at a discount helped California Resources improve its balance sheet, and the company maintained production levels while cutting costs by becoming more efficient.

The savings stem from many areas of Tesla's production process, but Nikkei reports that selling the equipment and service directly to customers has allowed Tesla to cut costs by up to 50 percent.

«With greater confidence that the global oil market can finally shift into deficit later next year, we now believe that there is a strong rationale for low - cost producers to deliver a swift production cut to normalize inventories,» Goldman analysts wrote in a research note this week.

~ ~ ~ CORRECTION: An earlier version of this article said Procter & Gamble's cuts to agency and ad production costs were accelerating.

Prices for oil have levelled off for now, but if they dropped much more then many higher cost oil producers would cut production because there's no profit to be made.

The recent advent of reusable rockets is drastically cutting the cost of sending satellites into space, and the potential for mass production of satellites could slash those costs further.

More commonly, as the business became more profitable and the owner begins making more money, he will leave wages where they are, but try to find a way to cut down on overhead adn production costs (potentially at a loss of worker salary or through layoffs when outsourcing is utilized), and will pocket the increased profits until the business is positioned well enough to be sold to a larger conglomoration for a substantial payout that NONE of the workers will see a dime of.

It is widely claimed that the globalization of production helps to cut costs, and that (as long as gains are not outweighed by transport costs) everybody benefits; the truth of such claims is also strenuously challenged, and there is strong evidence that the real beneficiaries are powerful, wealthy, western countries, and the transnational companies they support.

In the food industry, when one company increases production or cuts costs with a bells — and - whistles machine, its competitors may follow suit to stay within a target price range.

Follow these 10 tips to improve production line efficiency in food and drink manufacturing and cut energy costs in your plant as well as meet industry sustainability targets.

If there is a new production method that would increase capacity and cut our costs, we'll look into it.»

EMB vice president Sieta van Keimpema warned that forced cuts to farm businesses were usually made at the cost of animal welfare and farmers and their family's living and working conditions: «Major distortions in competition on the dairy market have, for many years, led to prices that are significantly lower than inherent production costs,» she said.

Engineers at Queen's University model the injection stretch blow molding process for PET bottles to improve bottle production and performance — and to cut costs.

Palsgaard's range of specialised, non-genetically modified organisms (GMO) chocolate emulsifiers outperform and supplement lecithin, and offer chocolate manufacturers numerous ways to cut costs, achieve uniform and stable products, and simplify production processes.

Our solutions provide great value in all areas of yogurt production — they reduce raw material costs, optimize processes, and cut waste.

Chanticleer It is hardly the relief rally Fortescue needed, but the embattled miner's latest production figures have kept the wolves at bay after the lower Australian dollar and falling oil price helped cut costs.

One of its cutting - edge studies is the measuring of food loss and waste at all stages — from production and post-production to processing, distribution and consumption — in order to identify the origin and cost of food waste and loss at the local, regional and global level.

To cut costs and increase production, many modern farmers put their cows on feed - lots — a small, industrialized space where they are given grain - based food that is specifically designed to influence the health of the animal.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

The reason is that since they try to cut costs to make the set cheaper, inferior materials may be used in the production.

It adds to the competitive market of cement production and cut cost of construction where all cement were transported from the southern sector which attracted extra cost.

Amongst others, a monetary policy that will stabilise the currency and reduce significantly the cost of borrowing, in addition to a raft of tax cuts, he said, have been put in place to bring relief to businesses, with the aim of lowering the cost of doing business and shifting the focus of our economy from taxation to production.

«Armed with this new understanding, practitioners will be able to design catalysts using just the necessary amount of the precious metals like gold and platinum, dramatically cutting down the catalyst cost in fuels and chemicals production processes,» she adds.

«Researchers have to find the ways to cut the high production cost of microalgae in order for such nutritionally enhanced tilapia to succeed in the market.

According to Barry Bratcher, the company's chief operating officer, the plant - based system allows for considerable efficacy while KBP's automated facility keeps MB - 003 cost - effective and cuts down on the production time required.

«All of the syngas goes into heat or energy production,» Synfuels chemist Ed Peterson says, and the company cuts down on cost by using such by - products to make energy and employing components built with cheaper steel alloyed with carbon as well as easy to maintain low pressures.