Transforming how industry solves its toughest challenges by bringing simplicity, speed and scale to digital transformation. Please go ahead.Thank you. We are at the bottom of the hour. In our Greenville facility, the team used lean to cut the distance that a single part travels during production from three miles, yes three miles, to a mere 165 feet, slashing the time it took to make that part by 42%. We’re also monitoring how the resulting interest rate environment will impact pension obligations and our run-off insurance business.So let me tell you what we do know. And I -- but I think to that, I mean, it's just important for us all to remember we ended the quarter with $47 billion of liquidity on the back of the BioPharma action and some of the other things that we have done. But for today, I think that’s really what we’re — that’s what we know and that’s what we’re comfortable sharing.Great, thanks. As you may have seen we’ve agreed with Boeing on a rebalancing of our 737 MAX order book.Second, at insurance marketing rate volatility is impacting the current value of our investment portfolio and reinvestment yields, this forward deploying capital to capture market dislocation investment opportunities.
Do you think you continue to trend at this level in the second quarter or is there a more downside?Andrew, the - I think, you're referring to Page 9 in the slide deck.I think what we're seeing here - yeah, I think this is what we're seeing right now, right. Find yourself a world changing job. Larry, can you just give us a sense, and I know you guys have data going back eons in Aviation. Capital also ended with $54.5 billion of debt, which was down $4.5 billion sequentially, driven by debt maturities.
We had a few what we figure one-offs, but they’re not one-off until they go away permanently cost and execution issues, all the while the turnarounds in Hydro and Grid are, I think, moving forward, but its early days and they have a number of inheritance taxes that will take a few years to work through.So I think the cost actions that we have talked about today will accelerate those turnaround in Power and Renewables they’re dealing with different dynamics in their respective businesses. However, as COVID-19 continued to spread globally, and I’m not going to sugar coat this, we got hit hard in some of our highest margin parts of our best performing businesses. We rapidly mobilized our team in the face of COVID-19 with our top priority being the health and safety of our employees. As I noted, we entered the year with momentum. And as we get to a more normalized service environment, I think you’ll continue to see that turnaround continue to take flight.I think in Renewables, Julian, it’s a different dynamic. We plan to use the remaining $1.8 billion of proceeds to further debt reduction, and the combination of transaction will therefore be leverage neutral.Following this, GE Industrial has no debt maturities in 2021, $1.9 billion of maturities in 2022 and $900 million in 2023.
In two short months, it’s clear we share the same perspectives of embracing reality and operational bias for action and executing with speed.Thank you, Larry. The earnings miss was bad enough. Is -- and then obviously it flight dollars and RPKs are two different stories. Clearly, we’ve got a — we’ve got a fluid situation and I think the modest charges that we took, the modest changes in the first quarter clearly are going to play out as we go through the course of the year. Please go ahead.Hi, good morning, Larry, Carolina and Steve, let me maybe follow up on the -- on the Aviation...Hey, good morning. This was driven by lower volumes across sub segments and still we had lower services backlog convertibility. What -- I would say on the progress, refunds are very small so far. I guess first question is, when do you anticipate Aviation free cash flow getting to breakeven? And then, my second question was just around the operational issues.
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