Sentences with phrase «production schedules increasing»

Developed and improved daily work plans for a three shift operation; planned production schedules increasing communication between all shifts by 25 %.

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.

Increased production schedules resulted in a modest rebound in input buying by manufacturers.

Despite a tight production schedule, increased demand means the company is in the process of figuring out how to expand its facility in the most economical way while minimizing disruption to its workers, community and customers.

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You know, I wonder how many women actually get a substantial increase in milk production from those absurd pumping schedules where «substantial increase» means enough production to feed an infant on an infant - demand schedule.

Limited production capacity from supplier Lithium Energy Japan in Japan prompted the delay, but factory expansion plans scheduled for April were projected to increase production capacity to 5000 monthly units.

Source: Dodge Press Release is on Page 2 Dodge Launches 2016 SRT Hellcat Plan of Attack; Increases Production; Set to Open Orders for the Fastest, Most Powerful Muscle Cars Ever Due to unprecedented demand for the 2015 models, Dodge significantly increases production for 2016 model - year Challenger and Charger SRT Hellcats Plan includes building the remaining 2015 SRT Hellcat scheduled orders at BramptIncreases Production; Set to Open Orders for the Fastest, Most Powerful Muscle Cars Ever Due to unprecedented demand for the 2015 models, Dodge significantly increases production for 2016 model - year Challenger and Charger SRT Hellcats Plan includes building the remaining 2015 SRT Hellcat scheduled orders at BrampProduction; Set to Open Orders for the Fastest, Most Powerful Muscle Cars Ever Due to unprecedented demand for the 2015 models, Dodge significantly increases production for 2016 model - year Challenger and Charger SRT Hellcats Plan includes building the remaining 2015 SRT Hellcat scheduled orders at Bramptincreases production for 2016 model - year Challenger and Charger SRT Hellcats Plan includes building the remaining 2015 SRT Hellcat scheduled orders at Brampproduction for 2016 model - year Challenger and Charger SRT Hellcats Plan includes building the remaining 2015 SRT Hellcat scheduled orders at Brampton (Ont.)

This was never intended to be a big seller with scheduled production of 1000 vehicles per month, but talking to people at Lexus, they could have increased that had it not been for the disaster in Japan.

Unfortunately, despite Nintendo's increased production schedule, it is likely that retailers will have trouble keeping the console in stock.

Scheduled increases in the Renewable Fuel Standard mandating a tripling of U.S. biofuels production in the next decade would precipitate a massive shift of resources toward biofuels, devastating vast lands, disrupting food markets and jacking up CO2 emissions.

These tools provide the means to sharpen assessment and management capacities required to: compare the result of several water allocations plans; improve soil - moisture control - practices under rainfed conditions; optimize irrigation scheduling; sustainably intensify crop production; close the yield and water - productivity gaps; quantify the impact of climate variability and change on cropping systems; enhance strategies for increased water productivity and water savings; minimize the negative impact on the environment caused by agriculture.

Via Nikkei, Green Car Congress More on the i MiEV Electric Car Due to Demand, Mitsubishi Increases i MiEV Electric Car Production Mitsubishi i MiEV Electric Car to be Sold as Citroën and Peugeot in Europe Mitsubishi i - MiEV Electric Car to Go Global i MiEV Electric Car to be Sold 1 Year Ahead of Schedule in Japan

For attorneys who are able to provide unbundled legal services online, some of the benefits include increased client revenue, expanded online client base and improved flexibility in the work schedule as a result of the technology's ability to streamline the production of legal work.

Achieved $ 155K turnaround at a long - term CCRC account via successful compliance purchasing due to approved vendor programs, daily production meetings, scheduling accountability, increased revenue streams and business dissection.

Solid history of great results in the industry, leading to fast production schedules and increased profitability.

A well - written resume sample for this position showcases the following duties: scheduling shifts, recruiting and training employees, motivating staff, implementing proper procedures, and finding ways to increase production efficiency.

SELECTED ACHIEVEMENTS • Generated innovative ideas that increase brand recognition by 60 % • Provided technical production of clothes through patterning, fitting, presentation illustration and CAD design which increased production efficiency by 40 % • Managed internal production schedules of product advertisements, campaigns and promotions increasing sales from 60 to 80 articles per day • Developed and analyzed implementation and monitoring media plans which increased overall management of the styling department

Organize daily staff workflow by creating new production schedules, resulting in increased efficiency and teamwork.

Restructured manufacturing planning groups, resulting in a savings of $ 2.5 M. Implemented new and innovative planning system, which increased production schedule accuracy by % 100.

Analyzed claim suspensions Initiated financial recovery Trained claim and encounter processors Audited claims and encounters for accuracy Contacted medical groups to verify payments Built macros to increase processor productivity Assisted processors with basic computer questions Developed reports as requested by management Scheduled processor workloads according to inventory Initiated and tested automated system enhancements Researched financial responsibility for services billed Processed medical claims and encounters in a timely manner Maintained and distributed daily claim inventory and production reports Wrote, edited and formatted processing guidelines and informational documentation Translated written Spanish correspondence for members and billing providers Identified, recruited and coached competent team members for managerial projects.

Increased the frequency of scheduled preventive maintenance on production floor, reversing a history of unplanned equipment downtime and improving monthly output by 11 %.

Advised sales force regarding all aspects of printing and filing requirements., 1998 - 2004 RCI GROUP, INC., New York, NY, Customer Service Representative and Print Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100,Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100,production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 000.

Professional Duties & Responsibilities Directed manufacturing processes and personnel ensuring profitable operations Consistently recognized and promoted for excellence in management Responsible for team training, supervision, and performance reviews Set budgets, production schedules, and oversaw successful completion of all projects Prioritized team goals across multiple departments and stages of production Designed and implemented measures to cut operational costs and increase efficiency Ensured adherence to all quality controls guaranteeing product excellence Enforced compliance with legal and corporate safety policies and procedures Directed purchasing of high quality and cost effective raw materials Built strong relationships with clients, partners, vendors, and industry leaders Responsible for multimillion dollar inventory and production machinery Skilled in demand planning, MRP, database management, and Microsoft Office Suite Resolved client inquiries in a timely, positive, and professional manner