Note that the report highlights the difference between capacity supplied (both quantity and cost) and the capacity used. Managers can review the cost of the unused capacity and contemplate actions to determine whether and how to reduce the costs of supplying unused resources in subsequent periods; they can then monitor those actions over time. In some cases, the information can save companies that are considering expansion from making unnecessary new investments in capacity. For example, the vice president of operations at Lewis-Goetz, a hose and belt fabricator based in Pittsburgh, saw from his time-driven ABC model that one of his plants was operating at only 27% of capacity. Rather than attempt to downsize the plant, he decided to maintain the capacity for a large contract he expected to win later that year, for which he otherwise would have created new capacity.