Joy Global Earnings Call Nuggets: Aftermarket Business and Restructuring

Restructuring

Jerry Revich – Goldman Sachs: I’m wondering if you gentlemen can talk about the restructuring that you’re planning for the back half of ’13, just give whatever level of color you’re comfortable giving us on the major efforts or businesses and if you could just help us understand the timing in the back half of the year versus earlier considering the dynamics might be, you just mentioned in response to the last question?

Michael W. Sutherlin – CEO and President: I’m going to push this over to Mike to answer, but we’re not going to be able to give you a lot of specifics because this involves facilities, people and we’ll give you some general directions and sort of where we see that in broad terms. But we just – it’s not good for our business to go down into specifics on some of those plans.

Michael S. Olsen – EVP, CFO and Treasurer: Jerry, what you need to think about is as we go into 2013 there will be two sorts of restructuring activities that will in fact take place. Earlier in the year, there will be restructuring activities that will be a continuation of some of the activities that took place in the fourth quarter of 2012. These will be the more traditional cost reduction activities where as we went through the fourth quarter and identified opportunities we also identified some additional opportunities that would allow us to position ourselves to establish a low overall cost structure. These actions will take place probably either at the very end of the first quarter or most likely in the second quarter and these as I said would be the more traditional cost restructuring, the reduction of headcount. Then in the latter part of 2013 as a result of the timing that will be required, we would in fact look to accelerate the strategic actions that Mike had identified. If you recall, part of our strategy is to move our manufacturing capacity closer to those locations where the opportunities for growth exists. So, we’ll take advantage of the opportunity with some softness in the market to downsize and possibly close those higher cost facilities, and migrate manufacturing footprint to the lower cost locations. Those activities would take place in the latter part of 2013 primarily because of the timing and planning that would be necessary to successfully execute those. So, you would be looking at two phases and two different types of cost reduction activities in 2013. We still anticipate that the costs of those activities will be in that $25 million ballpark and would still be looking at paybacks in that nine-month period. Most of the facility restructuring would be realized in 2014. Some of the more traditional restructuring activity would in fact benefit the second half of 2013.

Jerry Revich – Goldman Sachs: I appreciate the context. And then as a follow-up, I’m wondering if you could touch on where do you expect your proportion of outsourcing activities to stack up exiting 2013 versus where we’re at in the fourth quarter, and if you could just update us in your low-cost facilities roughly what proportion material costs are sourced from low-cost areas versus the higher-cost areas that we have seen historically?

Michael S. Olsen – EVP, CFO and Treasurer: I guess there is a number of questions there. As far as the outsourcing is concerned, as we’ve indicated in the past, we typically have our outsourcing range from 15% to 35% of our direct labor hours. We’ll never get to a situation where we bring all of those outsourced labor hours in house because then that would, in most instances, put those outsourcing partners out of business, and it takes years to in fact develop them. So, over the last quarter or so, we have in fact begun to bring some of that outsourced work back into our facilities and would anticipate by the end of the 2013 fiscal year, we would be at the lower end of that outsourcing range. As we look at the low-cost manufacturing facilities that’s really an evolving process. As we look at those facilities, we initially start with utilizing material that we import into those facilities in order to maintain product quality and then we have the supply chain organization developing the supply chain network that allows us to gradually increase the amount of local content that we incorporate into those products. So there really isn’t anyone percentage that I could actually give you only to say that as we move forward the benefits from moving to those low-cost manufacturing facilities will continue to increase as we source more of the material from those local supply chains.

Michael W. Sutherlin – CEO and President: Just a couple of probably amplifying comments. One is that the sourcing ratio, even in China for us the sourcing ratio today is probably less than half of our total supply is sourced locally, so we still are relatively low on that curve with a lot of opportunity. Some of the restructuring that we’re going to do in 2013 I’ll give you just an example, we have in our Australia operations we have increasing aftermarket requirements based on equipment we’ve been delivering over the last couple of years. It’s not a low-cost country for production, so we’ll start moving the manufacture of original equipment out of China to free up capacity to increase our capability to rebuild and so that out of Australia we’ll probably move that to China and be building those machines in China for delivery to Australia and then focusing our Australia capacity on aftermarket repairs and rebuilds. There’s a number of other projects that we have that are sort of similar nature, but it sort of gives you a flavor of when we talk about optimizing our manufacturing facility, that’s not what we’re talking about doing and that is one example of (indiscernible) but they are all fairly consistent in style and the overall impact.

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