Sentences with phrase «higher production costs which»

Non-standards only lead to higher production costs which are rarely able to be recovered in a higher retail cost.

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.

And ticket prices remain on average far below those in other parts of the world, a serious problem for a company like Imax, which depends on premium pricing to justify higher production costs.

Saudi Arabia is likely to continue its policy of maintaining high crude production, which keeps oil prices from rebounding until high - cost producers like U.S. shale frackers curtail output, Kilduff said.

But in a major shift away from the previous Saudi - led policy of maintaining production to squeeze high - cost US shale - oil producers, OPEC countries agreed to target a lower level of 32.5 — 33.0 million barrels a day, although there was some skepticism about the absence of details on which members would curb output and by how much, which were delayed until the next meeting in November.

«Seeing the combined solution in action has helped us make the decision to purchase our own SurePress, which will allow us to create high - quality short - run labels, while reducing costs and decreasing production time.»

Steep hikes in world prices for black vanilla could mean higher production costs for premium ice cream makers, according to commodity analyst Mintec, which is advising ice cream producers to book their contracts for the spice now.

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Observed Danish fiscal income in 2011 (# 3.5 billion), was considerably less in absolute terms than UK income (albeit higher in relative terms), because Danish production is a fraction of that of the UK (which also means, incidentally, that Danish unit costs are higher).

Technological progress in the electronics sector, such as higher speeds, reduced costs, and smaller sizes, result in entirely new possibilities of automation and industrial production, without which «Industry 4.0» would not be feasible.

The technique, which uses a heated atomic force microscope (AFM) tip to produce patterns, could facilitate high - density, low - cost production of complex ferroelectric structures for energy harvesting arrays, sensors and actuators in nano - electromechanical systems (NEMS) and micro-electromechanical systems (MEMS).

Whether cost savings are realized depends on production costs, which can be high for universities that are rolling out their own digital content.

With lower material and production costs, and better «mix,» which means, basically, more cars sold with higher trim levels and with more options, like the Apple CarPlay / Android Auto connection available on many 2016 GM models.

Digital formats or eBooks currently have high profit margins and are not hindered by the archaic system of print which has economic problems based on cost of production, distribution and warehousing.

They had in place a hybrid publishing agreement with some of their authors that offered creative terms — usually in which the author paid for some or all of their production and print costs in exchange for higher royalty rates.

Instead of moving up to the higher performance (and cost) Low Temperature Poly Silicon LCDs, Apple chose to continue gambling on IGZO, which has resulted in both production shortages and inferior products.

You just can't get that price for the new one that just came out of the big sellers who get hc pubs because everybody wants it right off, so if you want it right off — which is a service you're getting and has higher initial costs in not only production but marketing and publicity costs — you pay a premium for it.

The retail cost of the cases is high; however, WorldReader signed an agreement with SolarFocus through which Worldreader raised funds for the tooling and production of 200 sample cases.

Another distinguishing characteristic of eco-friendly collars and leashes is price, which tends to run higher than the price of conventional collars and leashes, due to the higher cost of production and material procurement.

Thin films have only recently reached commercial production but have much lower manufacturing costs which make them competitive with higher efficiency silicon cells.

We're already seeing extremely high energy costs, food shortages around the globe (which can be tied, at least in part, to biofuel production) and droughts, floods, etc., from global warming.

They involve high energy and labor inputs, which has prevented major progress in reducing production costs.

EPA's analysis (from which it derived estimates of the impact on vehicle prices) assumed that all other vehicle attributes would be held constant, and that the increased cost of production (to meet the higher fuel economy standard) would be passed entirely on to the final buyer.

The problem is both the high cost per BTU and importing it from countries that hate us, neither of which is a great concern for electricity unless you're worried about CO2 production and I'm not concerned about CO2 production which I consider a huge net benefit to agriculture and, in the future, a handy source of carbon for the fabrication of durable goods.

Renewables have driven electricity costs so high that EU manufacturers are moving production to the US, which has cheap natural gas AND cheaper electricity prices, for the same reason: fracking for oil and natural gas.

Given that this would require a massive increase in concrete (which has higher reflectivity but produces a great deal of CO2 in the production of the concrete's cement) and a lot of new paint and light - colored gravel for commercial roofing, the economic costs would be significant.

Deploying additional capital expenditure into high cost production is risky, especially for new mines, which typically require expensive new rail infrastructure and port facilities to get coal to market.

The structure of renewable technologies, which have a high levelized cost of electricity but almost zero marginal cost of production, gives renewable energy priority in the order of dispatch.

What appears as a reduction in cost of renewables may be simply an artefact of relocating production in the East — a phenomenon which is exacerbated by high energy costs in the UK / EU.

to concentrate sunlight at extremely low costs, which generates high - temperature heat that can be used for district heating, cooling, process heat, desalination, and power production.

The question is whether this higher capacity memory will be worth the added production costs, which will eventually trickle down to consumers.

Summary High Performance Manufacturing Leader - Production, Supply Chain, Lean Implemented Lean manufacturing tools, which led to higher productivity, improved quality performance, and reduced costs.

• Coordinated effort between Development, QA, Production, DR, System, DBA, Production - support, Network Administration, Applications group and vendors for project completion ahead of schedule under budget • Incorporated new technologies with legacy systems to improve performance and reduce cost • Experienced in incorporating leading open source tools: nagios, mysql, tomcat, apache, wikis, etc. • Performed broad range of UNIX Systems, Net - Working and SAN Administration tasks for large financial and networking clients such as HSBC Bank USA, Deutsche Bank, Citi Group, ISO.com, GE Corporate Treasury, Globeop Financial Services, LLC., Sothebys.com, Church Pension Group, and Verizon Partners Solutions • Provided project leadership for managing technical resources, client / server issues, vendors, senior management reviews and hands - on technical expertise • Designed and deployed iPlanet Web / Directory server Architecture for the purpose of authentication and Widows 2000 active Directory compatibility • Prepared estimates and diagrams for the new secured Development Environment comprised of Cisco routers, local directors, hubs, Sun servers, firewalls for deployment, staging and production • Developed one to one disaster recovery using Bourne Shell scripting for Reuters» Kondor 3.0 on Solaris 8 • Minimized website down time through careful monitoring of Sotheby's Web Vision to Amazon by using FTP servers to manage high volume uploads which optimized online trading functionalities • Directed installation, configuration, and security of multiple online global auction sites • Automated operations, disk space monitoring, and backups using Bourne and Korn Shell scripting • Developed standard operating procedure for IP multi-pathing, Emulex LPFC, HBAs, EMC Power path, Navisphere, and installed JASS on new buiProduction, DR, System, DBA, Production - support, Network Administration, Applications group and vendors for project completion ahead of schedule under budget • Incorporated new technologies with legacy systems to improve performance and reduce cost • Experienced in incorporating leading open source tools: nagios, mysql, tomcat, apache, wikis, etc. • Performed broad range of UNIX Systems, Net - Working and SAN Administration tasks for large financial and networking clients such as HSBC Bank USA, Deutsche Bank, Citi Group, ISO.com, GE Corporate Treasury, Globeop Financial Services, LLC., Sothebys.com, Church Pension Group, and Verizon Partners Solutions • Provided project leadership for managing technical resources, client / server issues, vendors, senior management reviews and hands - on technical expertise • Designed and deployed iPlanet Web / Directory server Architecture for the purpose of authentication and Widows 2000 active Directory compatibility • Prepared estimates and diagrams for the new secured Development Environment comprised of Cisco routers, local directors, hubs, Sun servers, firewalls for deployment, staging and production • Developed one to one disaster recovery using Bourne Shell scripting for Reuters» Kondor 3.0 on Solaris 8 • Minimized website down time through careful monitoring of Sotheby's Web Vision to Amazon by using FTP servers to manage high volume uploads which optimized online trading functionalities • Directed installation, configuration, and security of multiple online global auction sites • Automated operations, disk space monitoring, and backups using Bourne and Korn Shell scripting • Developed standard operating procedure for IP multi-pathing, Emulex LPFC, HBAs, EMC Power path, Navisphere, and installed JASS on new buiProduction - support, Network Administration, Applications group and vendors for project completion ahead of schedule under budget • Incorporated new technologies with legacy systems to improve performance and reduce cost • Experienced in incorporating leading open source tools: nagios, mysql, tomcat, apache, wikis, etc. • Performed broad range of UNIX Systems, Net - Working and SAN Administration tasks for large financial and networking clients such as HSBC Bank USA, Deutsche Bank, Citi Group, ISO.com, GE Corporate Treasury, Globeop Financial Services, LLC., Sothebys.com, Church Pension Group, and Verizon Partners Solutions • Provided project leadership for managing technical resources, client / server issues, vendors, senior management reviews and hands - on technical expertise • Designed and deployed iPlanet Web / Directory server Architecture for the purpose of authentication and Widows 2000 active Directory compatibility • Prepared estimates and diagrams for the new secured Development Environment comprised of Cisco routers, local directors, hubs, Sun servers, firewalls for deployment, staging and production • Developed one to one disaster recovery using Bourne Shell scripting for Reuters» Kondor 3.0 on Solaris 8 • Minimized website down time through careful monitoring of Sotheby's Web Vision to Amazon by using FTP servers to manage high volume uploads which optimized online trading functionalities • Directed installation, configuration, and security of multiple online global auction sites • Automated operations, disk space monitoring, and backups using Bourne and Korn Shell scripting • Developed standard operating procedure for IP multi-pathing, Emulex LPFC, HBAs, EMC Power path, Navisphere, and installed JASS on new buiproduction • Developed one to one disaster recovery using Bourne Shell scripting for Reuters» Kondor 3.0 on Solaris 8 • Minimized website down time through careful monitoring of Sotheby's Web Vision to Amazon by using FTP servers to manage high volume uploads which optimized online trading functionalities • Directed installation, configuration, and security of multiple online global auction sites • Automated operations, disk space monitoring, and backups using Bourne and Korn Shell scripting • Developed standard operating procedure for IP multi-pathing, Emulex LPFC, HBAs, EMC Power path, Navisphere, and installed JASS on new built servers

«The survey results clearly indicate that many lenders don't have the right technology in place to handle the requirements of TILA - RESPA, and are scrambling by hiring more labor to help close the gap, which only drives loan production costs higher,» said Sanjeev Malaney, CEO of Capsilon Corporation.