Sentences with phrase «does under a production»

Clearly, by obtaining copies of historical text messages, the state is acquiring more than mere «documents» or «data», as it does under a Production Order, it is obtaining records of «electronic conversations».

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.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Section 2 (1) of Bill 12 refers to refined products which (oddly) do not fall under the primary production from natural resources, which are defined so as to include crude oil and natural gas but, «not a product resulting from refining crude oil, refining upgraded heavy crude oil, refining gases or liquids derived from coal or refining a synthetic equivalent of crude oil.»

For the third time this year, Saudi Arabia does not seem motivated to curb production as Iran's oil sector recovers, even as its less financially savvy OPEC comrades crumble politically and economically under the weight of two years of abysmal oil revenues.

Companies are global if they are successful with production, management, intelligence, packaging, parts manufacture, and assembly all done in varying parts of the globe under the auspices of one company that is often a conglomerate of several corporations.

Under intense pressure to operate efficiently, cheese plants are sometimes forced to adjust their process times due to starter cultures that don't perform consistently, which causes production delays that impact quality and, ultimately, the bottom line.

Note that production volumes do not mean all the coffee grown under certified conditions was sold as such.

Vegetarian One Pan Pasta is so very easy to put together, the recipe on the video doesn't list the garlic and herbs I threw into the pan but it was my first ever video production and I wanted to keep it under one minute long.

However, this yogurt company went under and is no longer in production... you can use whatever yogurt you like — coconut, soy, dairy, etc., just make sure it doesn't have any sugar added!

«We would have hoped to have done more dairy plants,» he said, «but milk prices are under pressure, which has caused dairy companies to concentrate on their core business rather than production residues.»

Mertz should never have been our captain in the first place... who has ever heard of a team that makes 11th hour transfer buys (Arteta & Mertz) then seemingly places those same individuals into prominent leadership positions from the get - go... indicative of the problems that have permeated our clubhouse for the better part of 7 years under the Kroenke & Wenger... what is wrong with the players chosen and / or the management style of Wenger that doesn't develop and / or encourage strong leadership from within... Mertz was the fine collecting lackey from year one... this is what happens when you don't get world - class players because many times they want to have a voice on and off the pitch and this can't happen when you play for a fragile manager who has developed a coddling wage structure where everyone is rewarded for simply wearing the shirt and participating in the process... not enough balance between performance and pay, combined with the obvious favoritism shown to some players regardless of their glaring lack of production... remember that Ramsey has played in positions that make no sense considering his skill - set (out wide) and has forced other players off the field or into equally unfamiliar positions with little or no justification (let's remember when you read articles about how Ramsey's goals this upcoming season being the potential X-factor for our success that this is the same individual who didn't score a goal until the final week last season)... this of course is just one example of many... before I hear another word from Mertz I want this club to address the fact that no former player of any real consequence has any important role in the management structure of this club, yet several former Gunners have expressed serious interest in just such an endeavor (Henry, Viera, Adams, Bergkamp... just to name a few legends)... there is only one answer: an extremely insecure manager!!!

It had everything to do with his production not matching his cap number and the Cowboys constantly in the red year after year having to clear space just to get under compliance.

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She received her bachelor's degree in chemical engineering at the University of Colorado, Boulder and did her Ph.D. work at Colorado School of Mines focusing on in - depth experimental and modeling studies on high temperature pyrolysis of hydrocarbons and the effects of temperature and fuel structure on conversion, hydrogen production, reactivity, and deposit formation under solid oxide fuel cell operating conditions.

We were able to show that under [presumed] Enceladus - like conditions and the given environmental parameters, biological methane production did occur in the lab,» and that a «microoorganism from a hydrothermal vent system on Earth could be grown in the presence of [presumed] inhibitors in combination with high pressure.»

This is information fresher than most — a study at the end of 2011 revealed that men who didn't take enough vitamin D (under 20ng / ml in blood level) had a much lower testosterone production and a higher estrogen coefficient.

Even when people do spend time under the sun, many wear enough clothing or sunblock to prevent the production of Vitamin D. Vitamin D plays an important role in all tissues of the human body, so insufficient amounts may cause issues with the heart, brain, muscles and intestines.

Hi Jef, Many people are under the false impression that protein (in particular animal protein) doesn't raise insulin levels but in fact the amino acid alanine (which is found in animal protein) stimulates insulin production.

Between Scarlet Johansson's vampire - alien character Laura and truly impressive production design, the movie is gorgeous to look at even though it doesn't hold up under any degree of thematic scrutiny.

Editor Bradlee's office looks virtually identical, but the big communal space looks a bit grayer and less vibrant as served up by production designer Rick Carter and Kaminski than it did as conceived by George Jenkins and Gordon Willis, in those respective positions, under Alan J. Pakula's astute direction.

As a toddler, 20,000 Leagues Under the Sea put me to sleep even faster than Star Wars did (sorry), but I always cut the film significant slack for having suffered an amputating pan-and-scan video transfer, as this was Disney's first and ultimately one of its few CinemaScope productions.

While Crisis in Six Scenes didn't light the world on fire in 2016, Woody Allen's next production under the Amazon Studios banner looks quite promising.

We are, of course, just under 9 months away from The Good Dinosaur's release date — presuming that it doesn't get pushed back, which would be a legitimately surprising first — so by the time it opens, the final product may wind up being daring and impressive, production issues or not.

This stranger than fiction story of the extraction of 6 embassy officials during the Tehran hostage crisis in the 1980s, under semblance of a faux movie production as cover sounds like something only Hollywood could dream up This now declassified story however did in fact transpire.

Earning just under $ 11 million domestically and hardly anything overseas (where it's still gradually being rolled out), Stop - Loss didn't come close to making back its estimated $ 25 - $ 30 M production budget.

The Wild Life, a Belgian - French production called Robinson Crusoe everywhere but North America, did manage to gross $ 8 million in the domestic market, just a hair under Ratchet and 2014's Legends of Oz: Dorothy's Return.

«Whiplash» impressed me with its tale of folie à deux and percussive magic, as did «Under the Skin» with its stunning production design and fascinating gender - reversal experiment.

If the telecine operators eventually get the saturation under control, a pervasive darkness never really lets up: Naomi Watts rarely glows like she does in production stills for the same film.

What we do know is that it will be the next step in its «Intelligent Performance» philosophy, under which the 918 Spyder was green - lighted for production.

Don't expect to pay under $ 100,000 for a clean example, but compared to similar Lancias and Abarths, these remain bargains thanks to relatively high production numbers and heavier steel bodywork in an era that cherished aluminum raceday specials.

Bosses have confirmed that the E-Motion does preview a full production model which will arrive in showrooms by 2020, costing under # 30,000.

We don't know exactly what's under the hood of the 8 Series Concept, but the production model will almost assuredly come with versions of BMW's turbocharged 3.0 - liter I - 6 and 4.4 - liter V - 8 engines (a V -12-powered variant is unlikely), with xDrive all - wheel - drive offered as an option.

The R32 GT - R had the record for a production car around the Nürb, and so did the R33 V - Spec (first to lap under 8 min if i'm not mistaken).

(b) If the respondent named in a charge filed under section 706 fails or refuses to comply with a demand of the Commission for permission to examine or to copy evidence in conformity with the provisions of section 709 (a), or if any person required to comply with the provisions of section 709 (c) or (d) fails or refuses to do so, or if any person fails or refuses to comply with a demand by the Commission to give testimony under oath, the United States district court for the district in which such person is found, resides, or transacts business, shall, upon application of the Commission, have jurisdiction to issue to such person an order requiring him to comply with the provisions of section 709 (c) or (d) or to comply with the demand of the Commission, but the attendance of a witness may not be required outside the State where he is found, resides, or transacts business and the production of evidence may not be required outside the State where such evidence is kept.

If it doesn't appear until 2020, the next GT - R's gestation period will be even longer than that of the existing R35, which was first previewed in concept from in 2001 — four years before the GT - R Proto follow - up concept emerged in 2005, six years before the production version debuted at the 2007 Tokyo show and eight years before it went on sale Down Under in 2009.

The ratings do not necessarily apply to models offered in other regions, even when sold under an identical name, as production specification and equipment may vary.

The timing and an upcoming electric platform may have had more to do with this expected decision than public reaction to the latest in a long line of concepts, which was shown at the Detroit auto show just days ago: The impending production of the pure - electric MEB platform and the myriad vehicles that VW intends to put on the EV platform will have required a small MPV positioned under the commercial - looking Transporter.

For those that don't know, the 2012 ZR1 with the Michelin Sport Cup tires set the new Nurburgring record for production cars and is the first to run under 7:20 at 7:19.63 verified.

Don't try to make sense of these machinations, but basically because Maserati and Chrysler Co. fall under Fiat's corporate umbrella, the production version the Kubang will be built in Detroit at the same factory and on the -LSB-...]

Don't try to make sense of these machinations, but basically because Maserati and Chrysler Co. fall under Fiat's corporate umbrella, the production version the Kubang will be built in Detroit at the same factory and on the same platform as the Jeep Grand Cherokee and Dodge Durango (which was originally from Mercedes - Benz...).

The company did not divulge what changes were employed, but no doubt aside from the aerodynamic wheel covers, it had more than a few tuning tricks under the hood as the spec sheet for the production car would not add up to anything close to 185 mph.

But the system does not go into production until late in 2015 and therefore perhaps the first six months of XFs that arrive Down Under will miss out.

While it carries the «concept» moniker, the Clubman Concept, longer (by 29 centimetres) and wider (by just under 17 centimetres), does show strong hints of what we can expect to see in the production version.

GM does have an 8 - speed automatic under development that is expected to be ready for production in 2016.

It may do so under a different name, but rest assured, the AMG GT Concept, or at least the production version of it, is going to pick up the fight for the Silver Arrows once it arrives.

On the other side of the extreme are self - publishing companies offering prices under $ 1000, like we do, and in those cases, their production files are either extremely expensive (particularly if you request them within 1 year of publication) or not available at all.

Anime and manga fans certainly had much to be excited about — Viz announced it was adding Bleach to Shonen Jump, Funimation picked up Vexille from the production team that did Appleseed (well, it certainly seemed like a good idea at the time, although in retrospect, perhaps not so much), and several publishers snagged good series that were criminally under - read by U.S. audiences and subsequently stopped before their full runs were complete: Seven Seas» Hayate X Blade, Del Rey's Me and the Devil Blues, pretty much everything announced by Broccoli Books and CMX.

Even with subsidies, Amazon is going to find the 10 ″ tablet market much tougher competition — I don't think Apple will let them get substantially under them in price, and with the mother of all economies of scales (they must be consuming close to half the world's flash memory production), they certainly have room to price the iPad2 lower when the iPad 3 Retina ships.

For example, rental income doesn't qualify under the construction category, and sexually explicit films don't qualify under the film production deduction.