Sentences with phrase «from reducing labor costs»

Most benefits may come not from reducing labor costs but from raising productivity through fewer errors, higher output, and improved quality, safety, and speed.

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.

Their labor theory of value found its counterpart in the «economic rent theory of prices» to distinguish the necessary costs of production and doing business (reduced ultimately to the value of labor) from «unearned income» consisting mainly of land rent, monopoly rent, and financial interest and fees.

Schedule Exchange from Paycom helps managers reduce overstaffing, avoid understaffing, control labor costs and meet compliance demands.

The company reduced its labor needs, going from a three - person shift to a one - person shift for both lines at a major cost reduction.

The sorter has replaced over 70 manual pickers from the peach processing line, which means labor costs have been reduced by 80 percent, while yield has increased by 30 percent.

The Team, chaired by Senior Advisor to the Governor Larry Schwartz, includes representatives from private industry, education, labor, and government and look for ways to reduce the costs of mandated programs, identify mandates that are ineffective and outdated, and determine how school districts and local governments can have greater ability to control expenses.

The Team, chaired by Senior Advisor to the Governor Larry Schwartz, will include representatives from private industry, education, labor, and government and look for ways to reduce the costs of mandated programs, identify mandates that are ineffective and outdated, and determine how school districts and local governments can have greater ability to control expenses.

The national data from the Bureau of Labor Statistics indicate that annual employer insurance costs are 26 percent higher for teachers than for private - sector professionals; adjusting for higher participation rates among teachers reduces the difference to 16 percent.

Asked to assess the future of made - in - America, Tetreault says that UAW concessions have been critical in reducing Ford's all - in labor costs (including benefits) from $ 77 an hour to $ 58 today.

GM said it will also lower its breakeven volume point to 10 million vehicles by reducing its plants from 47 in 2008 to 34 by the end of 2010, cut an additional 7000 to 8000 North American employees in addition to the cuts dictated in the February viability plan, and reduce labor costs from $ 7.6 billion in 2008 to $ 5 billion in 2010.

By obtaining a finished product from the machine, labor costs for mat assembly are reduced.

The brute - force, labor intensive legal delivery model is being replaced by a digitized one where repetitive tasks are automated; products are replacing many services; delivery cycles are compressed; costs are reduced and / or proportionate to supply and demand; and lawyers are deployed to perform tasks that require differentiated judgment, skills, or knowledge and / or working from more efficient, lower - cost tech - enabled delivery models.

The end goal is to reduce the overall labor cost, taking the process from less of an art — and listening for the right song — to more one that farmers can augment with technology.

Reduced labor cost from 24 % to budgeted 11 % of net revenue in one month by creating new scheduling procedures.