Note 13. Restructuring and Integration

The following tables summarize restructuring and integration charges for the years ended December 31, 2017, 2016, and 2015.


	Year Ended December 31, 2017
	APC		PEP		Corporate and Consolidations		Total
Severance and other costs	$	17	$	—	$	—	$	17
Site closure and other associated costs		369		—		—		369

Total	$	386	$	—	$	—	$	386


	Year Ended December 31, 2016
	APC		PEP		Corporate and Consolidations		Total
Severance and other costs	$	851	$	836	$	—	$	1,687
Site closure and other associated costs		3,488		483		—		3,971

Total	$	4,339	$	1,319	$	—	$	5,658


	Year Ended December 31, 2015
	APC		PEP		Corporate and Consolidations		Total
Severance and other costs	$	672	$	850	$	—	$	1,522
Site closure and other associated costs		1,962		—		1,765		3,727

Total	$	2,634	$	850	$	1,765	$	5,249

The following tables summarize restructuring and integration reserve activity for the years ended December 31, 2017, 2016, and 2015.


	Reserve Balance as of December 31, 2016		Charges		Non-cash Adjustments			Cash Reductions			Reserve Balance as of December 31, 2017
Severance and other costs	$	1,000	$	17	$	(164	)	$	(853	)	$	—
Site closure and other associated costs		1,625		369		—			(895	)		1,099

Total	$	2,625	$	386	$	(164	)	$	(1,748	)	$	1,099


	Reserve Balance as of December 31, 2015		Charges		Non-cash Adjustments			Cash Reductions			Reserve Balance as of December 31, 2016
Severance and other costs	$	887	$	1,687	$	(278	)	$	(1,296	)	$	1,000
Site closure and other associated costs		1,845		3,971		(2,142	)		(2,049	)		1,625

Total	$	2,732	$	5,658	$	(2,420	)	$	(3,345	)	$	2,625


	Reserve Balance as of December 31, 2014		Charges		Non-cash Adjustments			Cash Reductions			Reserve Balance as of December 31, 2015
Severance and other costs	$	—	$	1,522	$	(408	)	$	(227	)	$	887
Site closure and other associated costs		—		3,727		(1,882	)		—			1,845

Total	$	—	$	5,249	$	(2,290	)	$	(227	)	$	2,732

In 2017, we recognized restructuring and integration expense of $0.4 million in our APC segment related primarily to the closure of a plant in Wheeling, Illinois, which was a part of our integration plan after the acquisition of Autocam Corporation in 2014.

In 2016, we recognized restructuring and integration expense of $4.3 million in our APC segment primarily related to the closure of the Wheeling plant. These charges consisted of $0.8 million of severance costs, fixed asset impairment of $0.3 million, and site closure costs of $3.2 million. We also recognized $1.3 million related to initiatives within our PEP segment related to integration costs, rebranding, site moving costs for two plants, and associated employee costs.

In 2015, we recognized $2.6 million of restructuring and integration expense in our APC segment related to the closure of the Wheeling plant. This charge consisted of severance costs of $0.7 million, one-time inventory reduction of $1.0 million, and a fixed asset impairment charge of $0.9 million relating to the closure of the facility. Within our PEP segment, restructuring initiatives to adjust inventory resulted in a charge of $0.9 million, which consisted of adjusting inventory for obsolescence. An additional $1.8 million was incurred at corporate for an accounting and reporting system that was ultimately never deployed and abandoned during 2015.

We are continually identifying restructuring and impairment costs at our segments. Future filings will include updates to these activities along with a reconciliation of beginning and ending liabilities. As of December 31, 2017, the entire reserve balance relates to the Wheeling plant closure. Within the next twelve months we expect to pay $1.0 million of the reserve balance, with the remaining reserve of $0.1 million expected to be paid in January 2019. We do not expect to incur any additional costs related to the closure of the Wheeling plant.