2.4.0.82119100 - Disclosure - Operational Initiativestruefalsefalse1false falsefalseD2013Q2YTDhttp://www.sec.gov/CIK0001216596duration2013-01-01T00:00:002013-06-29T00:00:001true 1ntks_OperationalImprovementInitiativesAbstractntks_falsenadurationfalsefalsefalsefalsefalsefalsefalsefalse1falsefalsefalse00falsefalsefalsexbrli:stringItemTypestringfalse0Operational Improvement Initiatives [Abstract]2false 2ntks_OperationalImprovementInitiativesTextBlockntks_falsenadurationfalsefalsefalsefalsefalsefalsefalsefalseterseLabel1falsefalsefalse00<div style="font-family:Times New Roman;font-size:10pt;"><div style="line-height:120%;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;font-weight:bold;">Operational Improvement Initiatives</font></div><div style="line-height:120%;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;"><br clear="none"/></font></div><div style="line-height:120%;text-align:justify;padding-left:36px;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;">In 2012, the Company began operational improvement initiatives which it expects will result in significant improvements in efficiencies and reductions in operating costs and expenses, both in manufacturing processes and in administrative functions, which will better align the Company with the markets it serves and will improve its overall competitiveness. In addition to efficiencies and cost reductions, the Company expects that these initiatives will allow it to focus greater effort and resources on product development, marketing and sales, and customer service. The Company considers these initiatives to be important to its ability to maintain and improve its position in many of its markets and to allow it to expand in certain other markets. These initiatives address a wide variety of key areas of operations, including, for example, (i) optimizing the number and location of manufacturing, warehousing and distribution facilities, (ii) optimizing the Company's procurement sources and processes, (iii) determining the potential for leveraging administrative resources across various operating groups, (iv) combining and/or relocating individual operations to leverage common management, (v) implementing global information systems to facilitate communication and resource sharing in areas such as finance and human resources and (vi) introducing new products and expanding the Company's presence in certain markets. See Note F, "</font><font style="font-family:inherit;font-size:10pt;font-style:italic;">Exit and Disposal Activities"</font><font style="font-family:inherit;font-size:10pt;">, for further description surrounding the costs associated with certain of these activities.</font></div><div style="line-height:120%;text-align:justify;padding-left:36px;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;"><br clear="none"/></font></div><div style="line-height:120%;text-align:justify;padding-left:36px;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;">Given the wide ranging impact of these initiatives, the Company has made or plans to make significant incremental investments in staffing, research and development projects and specialized consulting resources, including engaging certain additional, third party resources with specialization in the areas of manufacturing rationalization, procurement, logistics and process optimization. The cost of these investments in external resources is expected to range from approximately </font><font style="font-family:inherit;font-size:10pt;color:#000000;text-decoration:none;">$10.0 million</font><font style="font-family:inherit;font-size:10pt;"> to </font><font style="font-family:inherit;font-size:10pt;color:#000000;text-decoration:none;">$12.0 million</font><font style="font-family:inherit;font-size:10pt;"> in 2013. </font></div><div style="line-height:120%;text-align:justify;padding-left:36px;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;"><br clear="none"/></font></div><div style="line-height:120%;text-align:justify;padding-left:36px;font-size:10pt;"><font style="font-family:inherit;font-size:10pt;">During the </font><font style="font-family:Times New Roman;font-size:10pt;color:#000000;text-decoration:none;">second</font><font style="font-family:inherit;font-size:10pt;"> quarter and first half of </font><font style="font-family:Times New Roman;font-size:10pt;color:#000000;text-decoration:none;">2013</font><font style="font-family:inherit;font-size:10pt;">, the Company recorded approximately </font><font style="font-family:inherit;font-size:10pt;color:#000000;text-decoration:none;">$4.3 million</font><font style="font-family:inherit;font-size:10pt;"> and </font><font style="font-family:Times New Roman;font-size:10pt;color:#000000;text-decoration:none;">$8.6 million</font><font style="font-family:inherit;font-size:10pt;">, respectively, of operational improvement initiative costs in SG&amp;A. There were </font><font style="font-family:inherit;font-size:10pt;color:#000000;text-decoration:none;">$0.1 million</font><font style="font-family:inherit;font-size:10pt;"> of costs associated with these activities during the second quarter and first half of 2012.</font></div></div>falsefalsefalsenonnum:textBlockItemTypenaOperational Improvement Initiatives [Text Block]No definition available.false0Operational Improvement Initiatives [Text Block]falseOperational InitiativesUnKnownUnKnownUnKnownUnKnowntruefalsefalseSheethttp://www.nortek-inc.com/role/OperationalInitiatives12