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Restructuring of Operations | 12 Months Ended
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Dec. 31, 2017
Restructuring and Related Activities [Abstract] |
Restructuring of Operations [Text Block] | Restructuring of Operations Our restructuring activities have historically included rationalizing our operating footprint by consolidating facilities, positioning operations in lower cost locations and reducing overhead costs. In recent years, however, in response to lower demand and other market conditions in certain businesses, our focus has primarily been headcount reduction initiatives to reduce operating costs. Restructuring expense includes costs associated with current and previously announced actions and is comprised of contractual and noncontractual separation costs and exit costs, including costs associated with lease continuation obligations and certain operating costs of facilities that we are in the process of closing. During 2017, we approved additional plans to implement certain headcount reduction initiatives in our Off-Highway business as part of the BFP and BPT acquisition integration, resulting in the recognition of $14, primarily for severance and benefits costs, during 2017. Including costs associated with the newly approved actions during 2017 and costs associated with previously announced initiatives, net of the reversal described below, restructuring expense during 2017 was $14, including $8 of severance and benefits costs and $6 of exit costs. During the fourth quarter of 2017, in response to better-than-expected market recovery in our Off-Highway business in Europe, management re-evaluated the economic conditions of our global Off-Highway business and determined that a portion of the previously approved 2016 restructuring program is no longer economically prudent. This change in facts and circumstances led to the decision to reverse $8 of previously accrued liabilities. During 2016, we implemented various headcount reduction initiatives across our businesses, including the first-quarter 2016 announcement of the planned closure of our Commercial Vehicle manufacturing facility in Glasgow, Kentucky. During the second half of 2016, we also approved and began to implement other headcount reduction initiatives, the most significant of which were associated with our Off-Highway business in Europe and our Commercial Vehicle and Light Vehicle businesses in Brazil, in response to continued market weakness in those businesses at that time. Additionally, in conjunction with the SJT Forjaria Ltda. acquisition in December 2016, we approved plans to eliminate certain redundant positions as one of our initial steps toward the integration of the SJT Forjaria Ltda. operations into our Commercial Vehicle business in that region. Including costs associated with these actions and with other previously announced initiatives, total restructuring expense during 2016 was $36, including $33 of severance and benefits costs and $3 of exit costs. During 2015, we implemented certain headcount reduction programs, primarily in our Commercial Vehicle business in Brazil in response to lower demand in that region. Including costs associated with these actions and with other previously announced initiatives, total restructuring expense in 2015 was $15 and included $12 of severance and benefits costs and $3 of exit costs. Accrued restructuring costs and activity, including noncurrent portion —
| Employee Termination Benefits |  | Exit Costs |  | Total
Balance at December 31, 2014 | $ | 12 |  |  | $ | 9 |  |  | $ | 21 |
Charges to restructuring | 12 |  |  | 3 |  |  | 15 |
Cash payments | (12 | ) |  | (4 | ) |  | (16 | )
Currency impact | (3 | ) |  |  |  | (3 | )
Balance at December 31, 2015 | 9 |  |  | 8 |  |  | 17 |
Charges to restructuring | 35 |  |  | 3 |  |  | 38 |
Adjustments of accruals | (2 | ) |  |  |  |  | (2 | )
Cash payments | (10 | ) |  | (5 | ) |  | (15 | )
Balance at December 31, 2016 | 32 |  |  | 6 |  |  | 38 |
Charges to restructuring | 16 |  |  | 6 |  |  | 22 |
Adjustments of accruals | (8 | ) |  |  |  | (8 | )
Cash payments | (21 | ) |  | (7 | ) |  | (28 | )
Currency impact | 2 |  |  |  |  |  | 2 |
Balance at December 31, 2017 | $ | 21 |  |  | $ | 5 |  |  | $ | 26 |
At December 31, 2017, accrued employee termination benefits include costs to reduce approximately 300 employees over the next two years. The exit costs relate primarily to lease continuation obligations. Cost to complete — The following table provides project-to-date and estimated future restructuring expenses for completion of our approved restructuring initiatives for our business segments at December 31, 2017.
| Expense Recognized |  | Future Cost to Complete
| Prior to 2017 |  | 2017 |  | Total to Date |
Light Vehicle | $ | 10 |  |  | $ | 2 |  |  | $ | 12 |  |  | $ | — |
Commercial Vehicle | 41 |  |  | 4 |  |  | 45 |  |  | 12 |
Off-Highway | 6 |  |  | 7 |  |  | 13 |  |  |
Corporate |  |  | 1 |  |  | 1 |  |  |
Total | $ | 57 |  |  | $ | 14 |  |  | $ | 71 |  |  | $ | 12 |
The future cost to complete includes estimated separation costs, primarily those associated with one-time benefit programs, and exit costs through 2021, including lease continuation costs, equipment transfers and other costs which are required to be recognized as closures are finalized or as incurred during the closure.

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- Definition The entire disclosure for restructuring and related activities. Description of restructuring activities such as exit and disposal activities, include facts and circumstances leading to the plan, the expected plan completion date, the major types of costs associated with the plan activities, total expected costs, the accrual balance at the end of the period, and the periods over which the remaining accrual will be settled. + References Reference 1: http://www.xbrl.org/2003/role/presentationRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -URI http://asc.fasb.org/topic&trid=2175745 + Details
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