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Exit and Disposal Activities (Tables)
 9 Months Ended
Sep. 27, 2014
Restructuring Cost and Reserve [Line Items]  
Schedule of Restructuring Reserve by Type of Cost
The following table outlines amounts recorded within the unaudited condensed consolidated statement of operations associated with the Company's exit and disposal activities for the third quarter of 2014 and 2013:

 
 
For the third quarter of 2014
 
For the third quarter of 2013
 
 
SG&A
 
COGS
 
Total
 
SG&A
 
COGS
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
 
 
 
 
 
 
Manufacturing Rationalization &
     Relocation Initiatives
 
$
—

 
$
1.1

 
$
1.1

 
$
—

 
$
0.4

 
$
0.4

Warehousing & Distribution Consolidation
 
—

 
—

 
—

 
—

 
0.3

 
0.3

Subsidiary Combinations
 
2.1

 
0.3

 
2.4

 
1.7

 
0.3

 
2.0

Total
 
$
2.1

 
$
1.4

 
$
3.5

 
$
1.7

 
$
1.0

 
$
2.7



The following table outlines amounts recorded within the unaudited condensed consolidated statement of operations associated with the Company's exit and disposal activities for the nine months of 2014 and 2013:

 
 
For the nine months of 2014
 
For the nine months of 2013
 
 
SG&A
 
COGS
 
Total
 
SG&A
 
COGS
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
 
 
 
 
 
 
Manufacturing Rationalization &
     Relocation Initiatives
 
$
—

 
$
3.8

 
$
3.8

 
$
—

 
$
7.2

 
$
7.2

Warehousing & Distribution Consolidation
 
0.3

 
0.6

 
0.9

 
—

 
0.3

 
0.3

Subsidiary Combinations
 
2.6

 
0.6

 
3.2

 
5.2

 
1.4

 
6.6

Total
 
$
2.9

 
$
5.0

 
$
7.9

 
$
5.2

 
$
8.9

 
$
14.1
Manufacturing Rationalization and Relocation [Member]
  
Restructuring Cost and Reserve [Line Items]  
Restructuring and Related Costs
The Company expects that the range of total cost to complete the Manufacturing Rationalization & Relocation Initiatives is as follows:

 
 
Low (1)
 
High (1)
 
 
(Dollar amounts in millions)
Employee-related costs
 
$
10.0

 
$
11.0

Other costs, including machinery and equipment
     relocation and installation
 
9.0

 
10.0

 
 
$
19.0

 
$
21.0


(1)
The range of total estimated exit and disposal activities by segment are as follows:
 
 
Low 
 
High
 
 
(Dollar amounts in millions)
RCH
 
$
16.5

 
$
18.0

CAS
 
2.5

 
3.0

 
 
$
19.0

 
$
21.0
Schedule of Restructuring Reserve by Type of Cost
The following table sets forth the changes to the liability for the Manufacturing Rationalization & Relocation Initiatives during the nine months of 2014:

 
 
Severance
 
Other Costs
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
Balance, December 31, 2013
 
$
7.0

 
$
—

 
$
7.0

Provision (1)
 
1.0

 
2.8

 
3.8

Payments
 
(1.3
)
 
(2.8
)
 
(4.1
)
Other
 
—

 
—

 
—

Balance, September 27, 2014
 
$
6.7

 
$
—

 
$
6.7



(1)
Approximately $3.2 million and $0.6 million were recorded in the RCH and CAS segments, respectively, for the nine months of 2014.
Warehousing and Distribution Consolidation [Member]
  
Restructuring Cost and Reserve [Line Items]  
Restructuring and Related Costs
The Company expects that the range of total cost to complete the Warehousing and Distribution Consolidation is as follows:

 
 
Low (1)
 
High (1)
 
 
(Dollar amounts in millions)
Employee-related costs
 
$
1.5

 
$
1.9

Other costs, including lease cancellation costs
 
2.0

 
2.2

 
 
$
3.5

 
$
4.1


(1)
The range of total estimated exit and disposal activities by segment are as follows:
 
 
Low 
 
High
 
 
(Dollar amounts in millions)
SCS
 
$
1.9

 
$
2.1

ERG
 
0.9

 
1.1

AVC
 
0.7

 
0.9

 
 
$
3.5

 
$
4.1
Schedule of Restructuring Reserve by Type of Cost
The following table sets forth the changes to the liability for the Warehousing and Distribution Consolidation during the nine months of 2014:

 
 
Severance
 
Other Costs
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
Balance, December 31, 2013
 
$
0.7

 
$
0.3

 
$
1.0

Provision (1)
 
0.1

 
0.8

 
0.9

Payments
 
(0.8
)
 
(0.8
)
 
(1.6
)
Other
 
—

 
—

 
—

Balance, September 27, 2014
 
$
—

 
$
0.3

 
$
0.3


(1)
Approximately $0.5 million, $0.1 million, and $0.3 million were recorded in the SCS, ERG, and combined AVC segments, respectively, for the nine months of 2014.
Subsidiary Combinations [Member]
  
Restructuring Cost and Reserve [Line Items]  
Restructuring and Related Costs
Total expected costs by segment are as follows:
 
 
Low 
 
High
 
 
(Dollar amounts in millions)
SCS
 
$
0.9

 
$
1.0

RCH
 
0.7

 
0.9

AVC
 
15.4

 
15.6

 
 
$
17.0

 
$
17.5
Schedule of Restructuring Reserve by Type of Cost
The following table sets forth the changes to the liability for Subsidiary Combinations during the nine months of 2014:

 
 
Severance
 
Other Costs
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
Balance, December 31, 2013
 
$
0.9

 
$
0.8

 
$
1.7

Provision (1)
 
1.4

 
1.8

 
3.2

Payments
 
(1.2
)
 
(1.3
)
 
(2.5
)
Other
 
(0.2
)
 
0.1

 
(0.1
)
Balance, September 27, 2014
 
$
0.9

 
$
1.4

 
$
2.3



(1)
Approximately $0.1 million, $0.5 million, and $2.6 million were recorded in the SCS, RCH, and combined AVC segments, respectively, for the nine months of 2014.
Best Restructuring [Member]
  
Restructuring Cost and Reserve [Line Items]  
Schedule of Restructuring Reserve by Type of Cost
The following table sets forth the changes to the liability for the Best Restructuring during the nine months of 2014:

 
 
Severance
 
Other Costs
 
Total
 
 
(Dollar amounts in millions)
 
 
 
 
 
 
 
Balance, December 31, 2013
 
$
5.5

 
$
—

 
$
5.5

Provision
 
—

 
—

 
—

Payments
 
(5.3
)
 
—

 
(5.3
)
Other
 
(0.1
)
 
—

 
(0.1
)
Balance, September 27, 2014
 
$
0.1

 
$
—

 
$
0.1