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Sample Feature and News Stories 2010-2012 Norfolk Naval Shipyard Jennifer Zingalie

100 Years of Aviation Started Here By Jennifer Zingalie, NNSY PA Specialist Norfolk Naval Shipyard (NNSY) has been building and repairing the Navy’s future force and supporting warfighting readiness for over two centuries. When in November of 1910 employees were tasked to create a platform, on the forward superstructure of Scout Cruiser Birmingham (CL-2), NNSY forefathers worked night and day to meet the call that current shipyard workers know as, “any ship, any time, anywhere”. The platform would serve to launch, for the first time ever, a plane from a warship. According to Hampton Roads Naval Museum, well respected naval architect William McEntree designed an 83X24 foot deck. However, none of his calculations had time to be confirmed through experimentation. In fact, the design was merely based on the distance and height, from the ship’s open bridge to its bow, versus aeronautical insight. The shipyard also hoisted the plane to the deck of the Birmingham the morning of the planned launch, after which the ship steamed away down the Elizabeth River to make history. Interestingly, the launch was planned just seven years after the Wright brothers proved they could defy gravity. The event was vigilantly coordinated, in a two-week span, between 24-year old demonstration pilot Eugene Ely and Capt. Washington Irving Chambers, the first U.S. Navy officer to direct and research aeronautic activities. The day was marked as rain-filled and windy in Hampton Roads but Ely was not deterred and by 3:15 of Nov. 14 he was ready to launch. The platform had been built at a downward angle of 5 degrees. After the Curtiss pusher plane took off, it seemed to onlookers, Ely--who could not swim--would meet a watery doom. In fact the plane’s tires splashed water into the propeller. Eventually with level wings and engine at full throttle Ely rose to the occasion. Yet, he only got 2 ½ miles before he realized there was damage to the propeller and quickly made the decision to land. He landed at Willoughby Spit although the plan had been to do so at the shipyard’s parade ground. The landing took place near, what is now known as Chamber’s Field, Norfolk Naval Station’s main airfield. Two months later Ely would again make history. This time he would take off from and land on the armored cruiser Pennsylvania. Only one day later, Lt. Theodore G. Ellyson would begin flight training and become the Navy’s first aviator. Forward thinking, innovation and a ready spirit, as one author put it, enabled “the Navy to accomplish what no other had attempted.” This month, naval aviation celebrates 100 years of flight and NNSY remains a predominant component striving tirelessly to provide readiness to the nation and Navy. As those who have gone before, the commitment of each shipyard employee is exemplified in cohesive dedication to safety, timeliness, cost effectiveness and high quality work.

History Maker: One Woman’s Victory Story Code 950 Carol Pugh Inducted as First Female Group Superintendent By Jennifer Zingalie

“Victory is not won in miles but in inches. Win a little now, hold your ground, and later win a little more.”-- Louis L'Amour, America’s Story Teller

It was an historic day for Norfolk Naval Shipyard (NNSY). Carol Pugh of Code 950 (Electrical/Electronics) was inducted as the first female Group Superintendent Feb. 25, at a ceremony held in building 510. Many came to share in the celebration. Amongst those in attendance included Pugh’s brother and special guest speaker, Master Chief Kenneth Pugh who previously served as the Command Master Chief for NNSY. He recognized Carol for her personal dedication not only to the shipyard, but to all Sailors in the Fleet. According to Master Chief Pugh, her commitment was indicative of her promotion to such an honorable position. Other notable attendees were members of the Superintendents Association, Naval Civilian Mangers Association, Federal Women’s Program and several NNSY apprentices. Shipyard Commander Rear Adm. (Select) Gregory Thomas said of Pugh, “One of the many things which makes the shipyard special today is that you get to where you are because you’ve earned it. Carol earned being a group superintendent at one of the most demanding and challenging shops on the waterfront … she earned it every step of the way.” Carol Bland, Nuclear Electrician who has worked with Pugh for over 12 years said, “Carol has moved from supervisor, floor manager, and nuclear director. I now know that you can do anything if you just try. She is my hero; ‘history in the making.’” When it was her turn to speak, Pugh said she was overwhelmed because although she recognized her induction as an historical day--she wanted to remind all shipyarders of their contributions to history. She mentioned notable dates such as Oct. 12, 2000 and Sept. 11, 2001, when the shipyard was amongst first responders for both the USS Cole (DDG 67) attack and the attack on the Twin Towers in New York City. “Those who worked on the maintenance repairs or availability, you helped show our enemies the strength of our nation and the people that make up this nation. I want to thank-you for your historical contributions,” she said. Pugh also went on to tell a personal story of her third/fourth year apprenticeship. She mentioned an installation project of a cable that proved to be a challenging job. At the same time, she and the team she worked with had a supervisor dedicated to keeping them on schedule, but the project didn’t seem to be going that way. One night, tired and exhausted, Pugh went home and fell asleep. She was awakened only a few hours later with a knife to her throat. “An assailant had broken into my home and whispered, ‘if you don’t scream I won’t kill you or your family’,” Pugh explained. At which time Pugh explained how many things passed through her mind, her hopes, the safety of her family, her life. “Then I thought about that cable,” she said as the crowd laughed. “I turned to that would be assailant and I said, ‘Sir, I am not done with my apprenticeship program and I have things I need to complete and furthermore, if you knew the supervisor we are working for you’re going to have to explain to him why I am not there tomorrow’,” she

said. Although the crowd seemed to enjoy the story and her ability to lighten it with humor, Pugh made her message clear. “What I wanted to tell you is, in the face of adversity there will be challenges you will have to face. There are two roads you can take—victim or victor. As the shipyard embarks on a workload unprecedented from obstacles we have not had to face in times past- I encourage you to choose the path of being the victor versus the victim. Thank-you for all that you do in this shipyard. Let’s approach our history together choosing the correct path.”

From Idea to Reality By Jennifer Zingalie, PA Specialist

At first it was only an idea.

For former Shop 38 (Outside Machine Shop) Victor Davis, it was another valve check which includes taking a nut off of a trim drain, typically a two or three person job and a process that often leaves tools and nuts damaged. “There has got to be a better way,” he joked with his friends. His frustrations lead him to sketch an idea at home during his off time. But still he thought—“it’s only an idea”.

Coincidently, the next day as Davis stood in the tool room line to perform more valve checks he filled his wait time by viewing the shipyards “Access Channel” (digital signage). Suddenly, an advertisement which read “Bright Ideas” appeared on the screen with a phone number that seemed to beckon him to call it, and he did.

“The phone call put me in contact with Pipe fitter mechanic and Union Stewart, Bob Barfield,” said Davis. He showed Barfield his drawing and together they filled out a form which helped further explain the idea. It was then reviewed by a panel of (XXXX) to see if it would save time and cost, improve quality or safety.

The review also examined if the right people, materials and equipment were available to turn the idea into reality. Davis idea met all the right requirements and was approved for prototype. One week later Davis met with Barfield in the Rapid Prototype Center located in building 171 on the third floor.

What is Rapid Prototype? The Rapid Prototype Center is a core team of mechanics represented by a Toolmaker, Woodcrafter, Sheet metal, and Fabric worker with the necessary performance improvement tools, specific industrial trade knowledge, and equipment to quickly develop working prototypes for solutions to Shipyard performance improvements.“It’s the try before you buy concept,” said Davis. And like something out of the future, NNSY is able to do this with ease with a Z-Corp Z650 3D printer--a three dimensional copier machine. One should not be deceived by the name; this “copier/printer” actually produces 3-D models and prototypes using plastic and printer ink. First an idea is turned into a computer aided design (CAD) which includes a detailed diagram complete with dimensions and textures. The machine roars to life after the CAD has been inserted and soon the idea is a tangible item that can be held, observed and analyzed.

Davis idea includes a barrel spanner threaded into a strong back plate that bolts to the bonnet of a ball valve. The threads on the barrel spanner and strong back plate match the threads on the valve stem packing nut. This allows for positive engagement of the

barrel spanner tangs into the slots of the packing nut for removal without damage to the packing nut or internal bonnet threads. This particular tool can work on up to three different valves.

Seeing his idea come to fruition excites Davis, not only because it creates an immediate process improvement, but because he knows he isn’t the only person out there with an idea. “Right now I can think of at least five people who have created their own tools and keep them in their tool bag,” said Davis. “Now, when people share their ideas everyone can benefit from them.”

Wounded Warriors Continue to Serve at Norfolk Naval Shipyard By Jennifer Zingalie, C1160 Public Affairs Specialist

For Staff Sgt. James Faraci, attending the Norfolk Naval Shipyard (NNSY)

Wounded Warrior Symposium May 4 wasn’t just for a conversation it was for an opportunity; an opportunity to serve.

Although at first sight it may not be obvious--the stout Marine is a Wounded Warrior. During his 12 years of Service, the 31-year old and father of three has been deployed to Iraq three times. In 2004, during four days of intense fighting in what is now known as the Battle of Ar Ramadi, Faraci, the former infantryman, was blown off a wall he had been leaning against, which had been hit by a rocket. During another deployment in 2006, he had to hastily jump from a moving Humvee to avoid an Improvised Explosive Device. Because of these incidents, he suffered severe hearing loss and sustained knee damage. Recently at a duty station in Norfolk, Va. he was able to be completely checked out at medical facilities. From there, he found out he had irreparable nerve damage in his arm which has lost almost all sense of feeling. He also learned he was suffering from Post Traumatic Stress Disorder (PTSD), an anxiety disorder triggered by traumatic events. Faraci was sent on to a medical board which determined he was no longer fit for duty. He was then transferred to the Wounded Warrior Program. Two days later, he was at the NNSY Wounded Warrior Symposium. “I definitely feel this is an important program, especially for these guys coming back from deployments to Iraq or Afghanistan. I think it gives the guys coming back a sense that people want them, people care about them. They didn’t have that back in Vietnam or Korea. Honestly, I feel if anyone can do the job the military does they could do anything else,” said Faraci. According to Jason Araugal who is on special detail at Naval Sea Systems Command (NAVSEA) the national average unemployment rate for people between the ages of 18-26, is at approximately 24 percent. “For Wounded Warriors that number is double,” he said. “Many of these folks are coming home without the skills they need to enter the workforce. Some may need help modifying their aspirations and transitioning back into civilian life which can be difficult. There are many ways to get them the help and skills they need through mentorship, training, education and internships. We encourage what they want to do.” NAVSEA Special Placement Analyst Jenna Sarafin added, “A Wounded Warrior is someone who is wounded, ill or injured 30 percent or more. In order to work at NAVSEA, injuries don’t have to be combat related.”

“What we do is take their resumes and get them to hiring managers and provide them with great candidates who are able to do the job.”

As the shipyard aligns itself with NAVSEA it has followed their lead in supporting the Wounded Warrior initiative and provides training, apprenticeship

opportunities or a full-time career. It also allows some active duty to come into the shipyard and receive on-the-job training to see if it would be a good fit for them. If it is, once they are off active duty, they are offered a place of employment.

James McCullough, NNSY Diversity Officer said, “When we started researching this program we found out there was a lot of experience--whether it was education or skills it’s all there. We have a resource we can use,” he said. “Wounded Warrior Program will become a part of our culture.”

Kenny Bullock, a 20-year Navy veteran and former First Class Boatswain Mate who had heard about Wounded Warriors several times was hesitant to utilize the program. “I guess the thing is I don’t feel worthy. There are others out there whose injuries are a lot worse than mine but it is important for Wounded Warriors to take and accept the help and care they can get. This program is not a handout, we need this. It is something that helps people,” he said.

Sarafin added, “This program doesn’t just stop at getting them a job. We work to help get them out of debt, with programs like USA Cares and with other military agencies that help find resources for them. We also help get children on priority one daycare in military facilities so that they can get to work. The things we do go way beyond simply getting people positions in workplaces.”

Shipyard Commander, Rear Adm. (Sel) Gregory Thomas, believes strongly in the Wounded Warrior Program. “These are people who have a profound understanding of what it means to put it all on the line and serve others. I think connecting to them helps us as a shipyard better connect to who it is we serve and why,” he said. “Now it is our opportunity to serve them in return and give them an opportunity to continue to serve. It is a continuation of what we love to do as a shipyard.”

Heavy Metal Artists Support Readiness By Jennifer Zingalie, C1160 Public Affairs Specialist Norfolk Naval Shipyard (NNSY) is the last of the four naval shipyards to still house the boilermaker craft. As one of the smallest shops in the yard, Shop 41 has 104 boilermakers; they perform work both here and travel extensively to assist the other yards. As premier craftsmen, boilermakers have, throughout time, not only built boilers which generate steam; but also influenced the nation’s economy, social infrastructure and military readiness. The profession of boilermaker dates back to the 1800’s. Their relevance greatly advanced during the Industrial Revolution when the need for steam, which began with the railroad, was in demand. As industry advanced it was only natural this unique craft would take a major role in naval shipbuilding. Although NNSY no longer builds ships, the need for boilermakers remains. According to Shop 41 Resource Manager Andrew “Radio” Friesen, a boilermaker must be a jack of all trades. Because of their expertise in fabricating heavy steel plates, a boilermaker can also perform the work of such trades as a sheetmetalist or ironworker—in fact, their ability to bend metal is unmatched. “I first came into the shipyard in 2006 as an apprentice—at the time, I was so excited to get an interview it didn’t matter what I would be doing—I didn’t really know what a boilermaker was,” said Ebony Lee, Shop 41 boilermaker mechanic. Now being in the yard for over five years she could easily explain this complex job to a child. “A boilermaker is anyone who fabricates, assembles, installs, tests or repairs boilers,” she said. “And boilers supply steam to drive turbines in ships and most power plants. If you didn’t have boilermakers then [some] ships wouldn’t move.” They also provide hot water used to cook and bathe. Boilers not only help move ships, but they also have a long life-span; some can last up to 50 years. Because of this, boilermakers must maintain and upgrade things such as boiler tubes, heating elements and ductwork. They also do things such as clean vats (large containers used to hold liquids), repair defective parts using welding equipment, and inspect fittings and check valves just to name a few. According to third-year apprentice Shannon Love, “Although we fabricate and install our own products we do rely on other shops such as Shop 38 for things like install with a check valve or Shop 56 for piping.” The work of a boilermaker is typically demanding. Lee explained, “In this job ‘only the strong survive.’ You need a strong personality and to be strong physically because you do a variety of things; you may have two or three jobs in one day. You also need to work well under pressure—meeting deadlines while providing quality work and doing so safely.” In addition, Love also said safety is what helps get the job done right the first time. He believes this is important because it is essential to getting everyone home to their families and ships back to their mission. It is also for this reason he feels safety and teamwork go hand in hand. “It’s no different than when I was a Marine in Iraq. You look out for the guy on your left and on your right--it’s the same way in the shipyard.” Friesen explained like in all NNSY shops, safety certainly is a top priority. This is because the work a boilermaker does is often in small and cramped quarters inside a

boiler, vat or tank. These areas are not only confined, but can also be dark, damp and poorly ventilated. Personal protective equipment such as a hardhat is a must, but a boilermaker may also be required to wear a harness, protective clothing or a respirator. “Paperwork is also crucial,” said Friesen. “It’s vital we check over our specifications. The paperwork gives every detail from what boiler you’re working on to what needs to be done. You don’t want to make the critical mistake of opening the wrong thing because you didn’t look at your paperwork. We are working with steam pressure and air ducts and remove covers that can weigh up to 270 pounds.” However, safety and quality seem to be second nature to Shop 41; according to Love it is simply a part of their craft, one which is continuously moving forward. Boilermakers throughout time have had a hand in many things--from the blast furnaces used to create steel, to the riveting of bridges and ships, to helping build solid fuel rocket boosters used to send astronauts into space. Across the nation, power houses and hydroelectric facilities, which support the American way of life, are built and maintained by boilermakers just like those in Shop 41. Although some would say the future of boilermakers is gas turbines and nuclear power, for this shop the future is clear. “No matter what happens we’ll always be Shop 41,” said Lee. “At the end of the day, the most important thing is that we are here for our Navy which fights for our country--that is the significance of our shop.”

Press Release Public Affairs Office FOR IMMEDIATE RELEASE Norfolk Naval Shipyard Ph. 757-396-9550 c. 757-374-6691 [email protected] Norfolk Naval Shipyard to Temporarily Close Gate 15 City of Portsmouth Traffic Patterns May be Affected

Norfolk Naval Shipyard will close Gate 15 beginning Dec. 20 and is expected to

remain closed for approximately four months. The closure comes in order to complete

gate construction upgrades.

For the duration of this renovation the hours of Gates 15B and 36 will be 4:30-8

a.m. inbound with Gate 36 reopening outbound at 2:30-5 p.m. Monday through Friday,

Gate 36 will be two lanes both inbound and outbound.

Gate 3, 14A and 18 will open 5-8 a.m. inbound and 2:30-4:30 p.m. outbound

Monday through Friday. Gate 10A, parking lot, Port Centre will be open 6-7:30 a.m. to

inbound foot traffic and reopen to outbound 2:30-4:30 p.m. Monday through Friday.

Upon exiting the truck inspection station, commercial vehicles should utilize Gate 29

which will open 4:30 a.m. to 6 p.m. to inbound and outbound traffic Monday through

Friday. Gate 10 will be open 24 hours-a-day, seven days-a-week to inbound and

outbound traffic.

--USN-- If you would like more information about this topic, contact the Norfolk Naval Shipyard Public Affairs Office at 757-396-9550

mailto:[email protected]�

NORFOLK NAVAL SHIPYARD (June 29, 2011) – Thirty-three years of service came to an end as the Los Angeles-class attack submarine USS Philadelphia (SSN 690) inactivation ceremony was held June 29 at Norfolk Naval Shipyard near. The 63 members of the ship’s crew stood on the pier and watched as the colors were lowered and the final watch was relieved. Soon after the ship was transferred to the shipyard Commander, Rear Admiral Joseph F. Campbell, for completion of the final inactivation stages, due to finish in mid-August. The crew will now return to various commands throughout the Fleet. With tears in his eyes, the Philadelphia’s final Commanding Officer, Commander David Soldow explained his feelings about the day. “It’s heart wrenching. There are no words to describe seeing your ship taken out of service for the last time.” During the ceremony Campbell said, “From Scotland to Bahrain to Gibraltar, members of this crew have served the United States as ambassadors and have done our country proud. While the boat may be inactivated one thing that will always remain active--the memories made amongst the leaders and crew members of this fine machine.” Throughout its 33-year life cycle Philadelphia supported numerous operations including Operation Desert Storm in 1991. It was the first submarine to receive the Tomahawk land attack missile capability and was also the first Las Angeles submarine to be refueled at Portsmouth Naval Shipyard, Kittery Maine. The ship also became the first Los Angeles class submarine to complete more than 1,000 dives. The contract to build Philadelphia was awarded to Electric Boat Division at the General Dynamics Corporation in Groton Jan. 8, 1971. Philadelphia's keel was laid Aug. 12, 1972, and was launched Oct. 19, 1974 and was commissioned and officially put into service June 25, 1977. The weekend of June 24 marked 34 years since Philadelphia was commissioned and one year since its decommissioning ceremony.

Service to the Fleet Norfolk Naval Shipyard “Any Ship, Any Time, Any Where” February 2011

Mission: We are NNSY continuously driving to

excellence and delivering service to the Fleet--safely with

the right quality, on schedule and within budget

USS Norfolk (SSN 714)Arrives for scheduled availability

Inside This Issue:

SERVICE TO THE FLEET: This DoD publication is authorized for members of the Department of Defense. Contents of Service to the Fleet are not neccessarily the official views of, or endorsed by, the U.S. Government, the Depart-ment of Defense, or Norfolk Naval Shipyard.

PUBLICATION DATES: Service to the Fleet is published monthly. Major articles are due on the 10th of each month; please see Public Affairs for writing guidelines. CONTACT INFO: (757) 396-9550Editors Michael Brayshaw [email protected] Jennifer Zingalie [email protected] Curtis Steward [email protected] Brian McNeal [email protected] Kristi Britt [email protected]

facebook.com/pages/Norfolk-Naval-Ship-yard/106209419410239

Service to the FleetFebruary 2011Vol. 73, No. 2

www.navsea.navy.mil/shipyards/norfolk/

CommanderRear Admiral (Sel.) Gregory R. Thomas

Deputy CommanderCaptain Robert S. Finley

Command Master ChiefScott Kelley

Public Affairs OfficerJeff Cunningham

ON THE COVER: The submarine USS Nor-folk (SSN 714) arrived at the shipyard Jan. 12 for a Drydocking Continuous Maintenance Availability (DCMAV) which is the largest to date being completed across all four ship-yards; it requires both maintenance and modernization. (See article on page 6)

NNSY Informational Line (757) 396-9551

CO’s Comments p3CMC’s Corner p4Shipyard Spotlight:Angel Eastman p5NNSY Welcomes USS Norfolk p6Strategic Goal #3:Safety, Quality, Cost, Schedule, Behavior p7Talking Shop:Shop 17 (Sheetmetal) p8NNSY Outreach: Literacy Program p11TIP Service: Commuting p13Learning Organization p14Dr. Martin Luther King, Jr. Program p16NNSY Superintendent of the Year:Billy Cox p20Federal Pay Freeze p22Electrical Safety p24

Service to the Fleet

Shipyard Commander, Rear Admiral (Sel) Gregory Thomas, works with Cradock Middle School 7th grader Jahreel Francis on Jan. 8 as part of the shipyard’s Literacy Partnership Program with the school. Shipyard volunteers donate two Saturday mornings per month help-ing to improve reading skills of students and preparing them for their SOLs. (Photo by Brian McNeal, NNSY Public Affairs Specialist.)

[Commander’s Comments]By Rear Adm. (Select) Gregory Thomas, Shipyard Commander

Service to the Fleet, February 2011 3

Before we delve into that, I would like to reiterate my appreciation to the entire shipyard for meeting the challenges, as we entered into and throughout the holidays, and the first two weeks after the holiday, safely--while supporting critical path work on USS Eisenhower (CVN 69), USS Tennessee (SSBN 734) and USS Philadelphia (SSN 698). Particularly noteworthy was the work of the project teams and crews that ensured we executed multiple propulsion plant evolutions in a safe manner on all three projects, which personified what NNSY is all about--family and teamwork. I would also like to specifically recognize Dalia McGlone (Code 100PI) and all those on the Martin Luther King (MLK) planning committee and those who assisted in the diversity day event. On behalf of the shipyard, I wish to extend a thank you to Dr. Samuel Betances, our guest speaker for this notable day. Furthermore, I want to recognize the efforts of the alert Public Works Department (PWD) watch stander, Tim Madsen [load dispatcher for the NAVFAC Region Operation Center (B174)] who helped the shipyard respond to a momentary crisis in the power grid on Jan. 14. While ultimately power was able to be restored, swiftly and with little to no effects to essential shipyard work, his vigilance allowed us to

As we move into February, I would like to address the improvement efforts being undertaken throughout the shipyard which align to

our strategic plan. This month we are focusing on Strategic Goal number three: Safety, Quality, Schedule, Cost and Behavior.

be ready. It is wonderful to have family members standing a formal watch, providing forceful back-up. As I mentioned earlier, NNSY is all about family and teamwork--very important attributes as we continue the Drive to Excellence. During the month of February, we are highlighting Strategic Goal Team Three which underlines our efforts in regards to safety, quality, cost, schedule and behavior (see article on page 7). This Strategic Team is headed up by Russ Chantry (Code 106, Safety) and Mike Zydron (Code 200, Planning and Design). The team is focused on the fundamentals of our mission. These five areas (safety, quality, cost, schedule and behavior) are fully aligned with our motto and mission “Any Ship, Any Time, Anywhere.” As with all six strategic teams, Team Three’s efforts will continue to develop as NNSY defines and nurtures changes in our behavior. These behavioral changes will be inspired by our dedication to further invest in developing our people and acquiring the five disciplines of a Learning Organization. These disciplines are: personal mastery, mental models, shared vision, team learning and systems thinking. These disciplines will assist us in our drive for success in such priority areas of safety, quality, cost, schedule and behavior. It is important we work on those

actions that will help us establish ownership for those key mission elements. Along with acquiring the five disciplines of a Learning Organization: we are profoundly committed to developing our people’s personal skills and teamwork, which, when coupled with the five disciplines of a Learning Organization, will lead to ownership and commitment to do our personal and professional best every day. One final but most important note; take a hard look at the safety data for December (see page 19). We did not meet our safety goals. When we don’t keep safety at the forefront--when we lose our focus--and don’t take ownership of safety we will see negative outcomes and hazards that are not As Low As Reasonably Achievable. By working on behaviors, we will establish the ownership required to accomplish the results we owe to the Fleet: safely delivering quality products, being on time and on budget. By working on our behavior results we not only meet the needs of the Fleet but will be on our way to becoming the number one Naval Shipyard in the U.S. Navy.

[CMC’s Corner]By Scott Kelley, NNSY Command Master Chief

Remember Our NNSY ServicemembersDeployed Overseas and their Families

4 Service to the Fleet, February 2011

Congratulations NNSY, Norfolk Naval Station Captain’s Cup Champions of 2010! Norfolk Naval Shipyard Sailors participated in the following events throughout the course of 2010, competing against hundreds of commands stationed or attached to Norfolk Naval Base, and won the competition by a landslide! Basketball, Over 30 Basketball (1st place), Racquetball (1st Place), Volleyball, Spring Softball, Summer Basketball (1st Place), Tennis (1st place), Flag Football, Fall Soccer, Dodgeball (1st Place), Volunteer events (2nd Place).

Surface Sonar Technician Second Class Christopher Norwood IRAQ Machinist Mate Second Class Eric Dart-nell AFGHANMachinist Mate Second Class Jacob Green IRAQEngineman Second Class Johnny Abner GTMO Machinist Mate Third Class Kimberly Glenn GTMO Machinist Mate Third Leslie Crawley GTMOMaster-at-Arm Second Class Luis Velazquezdelgado GTMOEngineman First Class Tyrone Jr. Kelly GTMOEngineman Erik Harris GTMO Aviation Electronics Technician Second Class Michale Plocar AFGHAN Machinist Mate Second Class Cedric Lev-erette KUWAIT Machinst Mate Second Class Shane Grif-feth GTMO Fire Controlmen Second Class Walter Jameson GTMOAviation Electronic Technician Scott Hoag

GTMOHull Maintenance Technician Charles Wilkinson GTMO Machinist Mate Second Class Pierce Ruef GTMO Electricians Mate First Class Charles Amos GTMOMachinist Mate Second Class Bryan Mazac GTMOMachinist Mate Second James Tait GTMOMechanical, Gas Turbine System Second Class Ryan Henderson GTMOAviation Technician Second Class Jesse Kramer GTMOElectricians Mate Second Class Simon Piedra GTMOMachinist Mate Second Class Michael Clark GTMOElectronics Technician First Class Eric Terry AFGHANElectronics Technician Second Class Christopher GTMOEngineman Second Class Clifford Wil-liams GTMO Machinists Mate Second Class Kevin Butler GTMO

Gunners Mate Second Class Daniel Stoops GTMO Machinist Mate Second Class Jason Cock-rum GTMOElectricians Mate Second Class Michael Turner KUWAITHull Maintenance Technician Second Class Charles Horgan AFGHANSeaman, Master-at-Arms Shane McClen-nen HONDURASMaster-at-Arms Second Class Travis Alston GTMOMaintenance Gas Turbine System Second Class Jacon Norton GTMO Machinist Mate Second Class Dasan Bulls AFGHANLt. Cmdr. Eric Williams AFGHANFire Controlman First Class Joseph Holy-field IRAQMaster-at-Arms Second Class James Ra-zanauskas IRAQ Aviation Maintenance Administrationman First Class Deana Martiz IRAQChief, Master-at-Arms Mac Blakeney IRAQ

Outstanding job and let’s press to win this back-to-back! In other news, the NNSY Veterans Network is in full swing with our latest brief on Veterans benefits in civil hiring and pay, held on Jan. 21 to a full house. We will be trying to have a brief at least bi-monthly and I have also started a Veterans Network e-mail group. If you would like to be added to the e-mail group, send me an e-mail to [email protected] and I will add you to the group.

Shipyard Spotlight:

By Jennifer Zingalie, Code 1160 Public Affairs Specialist

Angel Eastman Lean Black Belt helps NNSY chop excess


The United States Olympic Committee published, “When

achieving the highest level of karate . . . the practitioner will have learned to keep the mind free of distractions, untrue assumptions and fear. This is required to correctly assess and calibrate the speed, timing and power of an opponent.” The idea is to proactively make a move before the opponent can. For a Lean Six Sigma (L6S) Black Belt, assessment is also important; the opponent in this case is waste. In fact, when it comes to waste, the combination of Lean and Six Sigma is “lethal.” While the purpose of Lean is to eliminate waste, Six Sigma focuses on reducing defects and integrates the Theory of Constraints by reducing the build-up of processes and/or workloads known as bottlenecks. These three methodologies work together to create a better flow and yield cost avoidances. Norfolk Naval Shipyard (NNSY) Black Belts are currently process improvement event facilitators of cross-functional teams. They work to improve things such as the process of how a job gets done. One such Black Belt is Industrial and Systems Engineer Angel Eastman of Code 100PI

(Performance Improvement) who also just happens to be the former World Karate Association (WKA) World Team Tournament Champion in sparring, and a black belt in American Freestyle Karate. This Virginia Tech (VT) graduate was initially hired into the Nuclear Engineering Program at NNSY through an engineering expo at the university. After phase one of nuclear engineering training, Eastman was required to choose a shop in which she hoped to work. A co-worker suggested Performance Improvement (formerly known as Process Improvement); this suited her because it was very closely related to her degree. Shortly after she was accepted into the department, she was L6S Green Belt qualified and Black Belt certified. “Lean is very valuable and intuitive. It revolves around

continuous improvement and personal mastery – you never reach your greatest results because things are always changing and there’s always room for improvement. It’s always good to continuously assess and improve in every facet of life,” explained Eastman. “[For NNSY] this is especially important when you are trying to get more ships out safely, at a higher quality, within a

Continued on page 12

Angel Eastman of Code 100PI (Performance Improvement), Black Belt in Lean and Black Belt in Martial Arts (Photo taken by David Pastoriza, Code 1170 photgrapher)


Because of a positive attitude shared between ship and

project team as well as a “can do spirit”, Norfolk Naval Shipyard is prepared to excel at the Dry-docking Continuous Maintenance Availability (DCMAV) for USS Norfolk (SSN 714). The submarine arrived at the shipyard on Jan. 12, although preparations were taking place long before its arrival. The DCMAV is the largest to date being completed across all four shipyards; it requires both maintenance and modernization. The availability is expected to span 143 days. It will require 32,000 man-days plus more than 19,000 man-days of modernization improvements, and an average of over 350-plus shipyard employees and alteration team members. The availability is one of the first of its type at NNSY as the second largest modernization package scheduled for an availability in less than six months. The intricacy associated in coordinating work between more than 20 outside activities makes this the project one of the most involved non-CNO level submarine availabilities ever scheduled. According to Project Superintendent John Darlington, “We’ve had some churn due to [a] delay and some behind-the-scene

changes,” he said, “But both the ship and project have adapted well and we are ready for another successful submarine project.” Non-Nuclear Assistant Project Superintendent Richard Matthews said, “The delay in the start date for this availability has allowed the project to bring on supervisors early so that they had a chance to review their jobs and schedule and make changes as necessary. This is something we have done in the past but got away from. I am confident that being able to do this, implementing new initiatives such as the changes to the pre-job briefs, and training supervisors on the new expectations will lead to a successful execution.” Among the biggest tasks are repairs to internal tanks which will be executed by NNSY project team members. Another significant task is an evolution requiring the ship to be in dock. Additionally, other tasks include work on the vibration reducer and fair water planes overhaul (with assistance from OCEANEERING), and according to Work Integration Zone Manager David Tomlinson, NNSY’s “finest Tiger Team” will be completing work on the submarine’s sonar and combat systems suites. In order to successfully execute such a large availability, one

Large Task AheadNorfolk Naval Shipyard welcomes USS Norfolk (SSN 714)

By Kent Butcher, USS Norfolk Project Team (Photo by Bill Black, Code 1170 Photographer)

might ask, are team members and ship’s crew ready to tackle such a daunting mission? Darlington’s response is, “This is a great team! We have a solid rapport between the ship and NNSY, and we are more than ready to meet this challenge.”

Facts and FiguresBuilders: Newport News

Shipbuilding Co.; General Dy-

namics Electric Boat Division

Powerplant: One nuclear

reactor, one shaft

Length: 360 feet

(109.73 meters)

Beam: 33 feet (10.06 meters)

Displacement: Approx.

6,900 tons (7,010.73 metric

tons) submerged

Speed: 20+ knots (23+ MPH;

36,8+ KPH)

Crew: 13 officers,

121 enlisted

Armament: Tomahawk

cruise missiles, VLS tubes (719

and later), MK48 torpedoes,

four torpedo tubes

By Jennifer Zingalie, Code 1160 Public Affaitrs Specialist

Goal No. 3--Safety, Quality, Schedule, Cost, Behavior


By the time Dr. Martin Luther King Jr. gave his famous “I

Have A Dream Speech” it was nearly 100 years after the signing of the Emancipation Proclamation and America was still struggling with the issue of equality. Yet step-by-step, little-by-little the hopes and dreams of this one man became ingrained into the hearts of many. As time passed America saw a change in thought and behavior; ultimately a change in culture. Norfolk Naval Shipyard shares the rich history of America. Dating back to 1767, NNSY has worked under four different flags, built and maintained hundreds of ships, assisted in nine wars and overcome adversity of its own. Although NNSY has been set on fire three times, it has never been defeated. The shipyard has been key in building the U.S. Navy and continues on in its support to the Fleet. Because of its great history, it is important to NNSY leadership and employees alike to carry on by striving for excellence for both the present and future. In 2010, NNSY developed a Strategic Plan, through an initiative of its Leadership Council, for improving processes and performance. It was during the development phase of the plan that

a cross-functional team identified 48 attributes that characterize an excellent shipyard. These attributes were further evaluated and consolidated into six strategic goals and objectives focusing on people, plant and processes. From each goal, diverse, cross-functional teams were established and championed by a Leadership

Council member, to define in greater detail, a clear objective, measurable goals for each fiscal year and establish initial action points in support of achieving the goals set in the shipyard’s “Drive to Excellence.” One such team, championed by Mike Zydron of Code 200 (Engineering and Planning) and Russ Chantry of

Code 106 (Safety), focused on raising standards and improving performance areas in Safety, Quality, Cost, Schedule and Behavior. Yet the team did not look at each category as a separate entity. The team realized in order for there to be a change in any one of these areas, the biggest focus must be

on behaviors. According to Chantry, “the team looked at behavioral mindsets and focused on changing behaviors.” What does this mean exactly? It means what matters most in an excellent shipyard is not the “what” but the “who.” Both Zydron and Chantry gave an example of what a behavior change looks like. In the area of safety, one behavior change was seen in the reporting of safety deficiencies. According to Zydron, in 2010 the majority of safety deficiencies (70 percent)

were identified by the NNSY Safety Department (Code 106). To some, this may seem right, however the Safety department contains only about one percent of all NNSY employees. Zydron explained the good news for so far in 2011 is because of things like the Safety Deficiency

NNSY’s Six Strategic Goals


We are supporting the mission of the Fleet. We are enabling our Sailors and helping ensure their ship is ready for its mission. It doesn’t get any more important than that.

--Russ Chantry, Code 106 (Safety)

“

”

Talking Shop: Shop 17 (Sheetmetal)By Jennifer Zingalie, NNSY Public Affairs Specialist


When those in Shop 17 (Sheetmetal)

craft something, a piece of themselves is built into it. According to shop supervisor Jack Snyder, a 33-year shipyard veteran, many great Sheetmetalists have passed through--yet their products remain on ships all

over the world. Now the next generation is moving in, and although some processes have changed and newer machines are helping turn out products with greater ease and speed, one thing remains the same--pride in craftsmanship. First year apprentice

Lena Harty said, “Coming into the apprentice program and providing quality products means a lot because I previously spent time in the Navy as a Sailor so its back to that camaraderie of working with other service members knowing that when

they’re out defending our country that we help get them to and from safely.” One of the responsibilities of Shop 17 is developing, fabricating (creating) and installing ventilation. “Ventilation is very important because there are air-tight spaces on ships. Steam passes through some vents which need to be sealed tight because steam can damage equipment and personnel,” explained Harty. “What we do can help ensure safety on ships… knowing that these [Sailors] are able to do their jobs because we did ours is important to me.” Safety is not the only contribution Shop 17 provides the Fleet. They also help support quality of life by outfitting galleys (kitchen area), berthing (sleeping area), and other shipboard habitability with furniture they build through their layout and design division.

(Above) Working in the Brake Section of Shop 17, First-year Sheetmetal Apprentice Lena Harty, works on pipe hangars. Harty was recently trained on the machine and is eager to learn more. “I always want to be able to help in any position in the shop, I’ve always been one to get my hands into as much as I can and learn all I can,” she said. (Photos by Bill Black, Code 1170 Photographer)

(continued on next page)

Continued on page 10 Service to the Fleet, February 2011 9

“I always liked building or taking things apart ... I feel getting the hands on is going to help me with the academics.” --Lena Harty, First-Year Sheetmetal Apprentice

“I work in one of the best shops in the shipyard. My favorite thing about this shop is to seeing the products that we build out of a flat piece of metal and what we can turn it into--that’s what’s cool about our job.” --Edward Burnett, Sheetmetalist craftsman

“My favorite thing about Shop 17 is working with great people and fabricating, I truly enjoy making sheet metal proj-ects. I like a challenge, it keeps you motivated.” --Jack Snyder, Shop 17 Supervisor

Snyder explains the importance of providing these products and doing it right. “The way I look at it is, you got the Navy out there, and for example, we build them a locker. That might be the only [personal space] that a Sailor gets, and they want something they can take pride in. If we send a piece of junk, then they’re not happy--I want to make sure things that go out of here are of the highest quality,” he said. Edward Burnette, who has been involved with sheetmetal for over 40 years and has worked in Shop 17 for four years, agrees. Knowing he had a hand in outfitting ships excites him. “When I see ships on the news, or carriers that come into the yard, I feel proud knowing I’ve had a hand in some of the things on those ships,” he said. To ensure the highest

level of craftsmanship, the shop maintains its own quality assurance program. Once a job is finished, it gets turned back over to the supervisor. The supervisor checks the product to ensure the dimensions are correct and that it looks good enough to be shipped to its final destination. Other products Shop 17 provides include fabricating and installing workshop and stowage facilities, non-structural bulkheads (upright wall) and partitions. They also manufacture and install label plates.

Furthermore, Shop 17 supports the shipyard by providing other shops with various items they may need to complete their jobs. One thing that distinguishes sheetmetal workers is that they are one of the only trades that designs, manufactures and installs their own products. According to Snyder, “A person who can fabricate understands a little better how they can manipulate metal when they go to the

(Right) Edward Burnette, who has worked in sheet-metal for over 40 years, works on one of the many projects inside Shop 17. “Some shops continuous-ly do the same thing but in this shop you will get experience and know how in different jobs this is important in this shop,” he explained.

(cont’d from previous page)


Shop 17, Cont’d from pg 9

Shop 17 Supervisor Jack Snyder instructs his son, Joseph on a sheetmetal project. “It makes me feel good to know my son is in the shop, he wants to be here, he likes doing sheetmetal work, he likes the fabrication of it all, he really wants to learn this trade. Even at home he was always asking me ‘how do you learn this’ or ‘how do you do that’ and my answer was and is, ‘the shipyard taught me,’” he said. (Photo by Bill Black, Code 1170 Photgrapher)

waterfront. So if there is a problem with something not fitting properly they can actually go out there and fix it, or whatever they have to do to get it to fit.” Because of this, Burnette said, “To be a sheetmetalist you have to have a wide skill set and know how to do many things because there are so many different jobs to do, it’s very important.” Yet, with all the work that needs to be done, Snyder emphasizes that safety is always a priority. “It’s not just about someone injuring themselves but there is always a possibility of injuring the person next to you. Because of the constant grinding or beating on things in here, we wear safety equipment for ourselves but also for the safety of others.” Overall, collaboration with the shipyard and the Fleet seems to be the underlying theme in the Drive to Excellence for Shop 17. Harty, who would like to one day become a trainer in trade theory,

said, “Building something here, and bringing it to a ship and seeing how hard and fast the waterfront workers work and also how helpful and accepting the military members are to [Shop 17]—there is just a great deal of teamwork that goes on.” With 131 Sheetmetalists in the shop, 22 of whom are apprentices, Snyder reiterated that, “There is also a lot of teamwork within the shop, they take pride in helping each other. Right now we have many apprentices in here who need help and training.” Burnette also agrees and experience has taught him how important this next generation of apprentices are to the shop. “Yes, Shop 17 is an important part of the shipyard and it always will be as long as they’re making ships out of metal. You have got to have people working sheetmetal. When you see apprentices that come in here and show initiative and see them trying hard to put out a great product-–you know as they develop over time and through experience they are going to excel and one day step into our shoes.”


The Need to Read: Volunteers kick off Literacy Partnership Program

Norfolk Naval Shipyard’s outreach coordinators were

looking for another way to serve the community. Some Cradock Middle School students needed help preparing for the Standards of Learning (SOLs) tests. And a state-sponsored Literacy Through School Libraries Grant helped bring the two groups together. The result is the Literacy Partnership Program, which began Jan. 8. Shipyard volunteers donate two Saturdays per month helping to improve reading skills of students and preparing them for their SOLs. Volunteers help students attain a more comprehensive view of reading by closely examining such elements as plot, point of view and the author’s purpose. The Literacy Through School Libraries Grant funds materials and equipment for the program. “It was perfect! It was like everybody walked in at the same time,” said Dr. Rosalynn Sanderlin, Cradock Middle School Principal. “We’re excited about getting the program

off the ground, and excited to see so many come out to support our students.” Along with NNSY Outreach Coordinator Valerie Fulwood, Literacy Program Coordinator Marie Parish was instrumental in setting up the program at Cradock. Parish has partnered with NNSY since 1996 when the shipyard began tutoring at Emily Spong Elementary School, where she formerly worked. “We are anticipating with this many tutors, we will be able to serve the majority of our students [who need the assistance],” she said. “We’re very appreciative! Our hearts are very happy and full.” Parish added that an attraction for student participation is concluding

each Saturday session with fun activities

such as an art workshop or playing board games. Accordingly, Shipyard Commander, Rear Admiral Gregory R. Thomas, capped off the day of the program kickoff playing a game of basketball with the students. Thomas’s 20-year-old son, Matt, is also a program volunteer. According to the shipyard volunteers donating their weekend time to this program, they are getting as much benefit out of the program as the students. Sandra Bishop, a NNSY Defense Logistics Agency contractor, said, “All my kids are grown, so I’ve missed that motherly feeling.

By Michael Brayshaw, Code 1160 Public Affairs Specialist

As part of NNSY’s Literacy Partnership Program, Cradock Mid-dle School 5th grader Ricardo Hatcher gets some help in reading from NNSY Defense Logistics Agency Contractor Sandra Bishop. (Photo by Michael Brayshaw, NNSY Public Affairs Specialist.)

(Continued on page 22)


budget and on schedule,” she said. Eastman believes strongly in L6S methodology. “When Lean events are executed throughout the shipyard it better enables us to get ships out faster to the Fleet—our customer,” she said. “Even small savings in the present can add up to surmountable time and dollars in the future.” Yet, Eastman knows the process is ongoing. “You can’t solve world hunger with only one truck of food – it might be a place to start but it won’t solve every problem all at once. That is why there are multiple and ongoing Lean events throughout the shipyard … the Fleet also wants the ships delivered safely and securely, on time and at

high quality and within budget, and Lean targets all of those things.” This former World Champion is very familiar with the ideas of achieving major goals one step at a time. “Getting my black belt in karate was probably the stepping stone for the rest of my life. It gave me discipline, motivation and self confidence. It provided the right attitude, responsibility and accountability on how to do whatever I want to do or be whatever I want to be,” she said. In fact, her life is full of evidence of the idea of personal mastery, an idea that comes from the book The Fifth Discipline by Peter Senge, and a discipline that is part of a Learning Organization. She

graduated high school with honors, lettered in various sports such as swimming, track and cheerleading, went on to become a VT graduate and is currently working to support the priorities of the Navy. “I may not have gone into the military but I feel like, as a civilian, I am serving my country indirectly,” she said. “We [NNSY] are saving time and money by reducing travel and waste, and facilitating teams to perform Lean, the shipyard is embracing it because they did it--they own it--it’s theirs and it’s how they want it. And next year they can go at it again and see if they can make it even better.”

Black Belt, Cont’d from pg 5

Although it is not a Lean event, Angel Eastman, Code 100PI (Performance Improvement) Black Belt, facilitates a NNSY parking team event by utilizing Lean tools such as a Plan of Action & Milestones (POAM) template tailored to the specific issues which need to be ad-dressed regarding the current parking instruction. (Photo by Michael Brayshaw, Code 1160 Public Affairs Specialist.)


More than 600 Norfolk Naval Shipyard (NNSY) employees have done their

part to save money and minimize their environmental impact by enrolling in the Transportation Incentive Program (TIP) in order to commute to work. The TIP program, an initiative formed in conjunction with Hampton Roads Transit (HRT), is a commuter van pool program designed to decrease congestion by encouraging ride sharing amongst commuters. NNSY employees have 37 different van routes covering most of Hampton Roads and going as far away as Franklin and Elizabeth City, N.C. Riders typically meet their van at an authorized pickup location such as a shopping center. Since its inception in 2001, 23 area employers have joined the program. In 2010 alone, TIP has prevented almost a million pounds of Carbon Monoxide from being introduced into the environment, according to HRT. “The impact a car has on the air pollution is obvious, especially when you look at what they scrape off the tunnel walls,” said Portsmouth Naval Hospital’s Chris Caputo, a two-year TIP user. The benefits of TIP are not limited to just an environmental impact, said Program Analyst Maggie Hernandez. “I have people who have been in the program since the beginning and they love it. It’s less stressful for them. They don’t have to deal with all the traffic, especially the riders who come from as far away as Franklin. They can actually sleep on their way to and from work. Ninety-nine percent of the participants are happy and content with the program.” The benefits of TIP are felt by non-users too as the

TIP Service: Reduce Stress,

Drive Less

By Brian McNeal, Code 1160 Public Affairs

A commuter van pool program saves money and decreases congestion by encouraging ride sharing amongst commuters.

demand for parking spaces decreases as well as wait times at the gates. The program is a benefit for military and DoD personnel and open to contractors for a fee. Interested riders typically wait until the beginning of the month for their application to be processed and for space to become available. With gas prices creeping past $3.00 a gallon, TIP users can save significantly on travel expenses. “Even though I have a relatively small car, I still save about $280 a month,” said Ryan Vann of Shop 89 (Pure Water), who has been enrolled since June 2010. An added benefit of TIP is the Guaranteed Ride Program, which can give a commuter a taxi ride back to their pickup location for only $3.00 in case of a mid-day emergency. Bill Moore of Shop 1500 (Public Works), who drives a van from Gloucester, is happy about the opportunity to save resources. “I’ve been doing this for a couple of years now and I have 14 people in my van. I’d like to add another one. It’s a good way to get to work because you aren’t by yourself. I also feel great knowing I’m doing my part to help the environment and I am sure everyone in my van feels the same way.” If you are interested in enrolling in TIP or would like more information, contact Hernandez at 396-8015.

SHIRLEY SHE SAVES MONEY--Shirley Nelson, a NNSY Staff Accountant (Code 610.1), takes advan-tage of the TIP program. Nelson lives in Zuni, about an hour drive from Norfolk Naval Shipyard. (Photo taken by Dave Pastoriza, Code 1170 Pho-tographer.)


The foundation of the Learning Organization at NNSY stems from five disciplines which enable a

shift in organizational thinking and function:Personal Mastery: clarifying what really matters per-sonally and professionally. Living in service to one’s highest aspirations, from discipline to process. (Ex-ample: Setting a goal to be a qualified zone manager and then doing everything it takes to develop skills to fulfill that intent.) Mental Models: How one sees things. Deep-rooted assumptions, impressions or images of how one un-derstands the world and takes action. (Example: One person’s mental model of a police officer may differ from another’s depending on experiences.)Shared Vision: Teams identifying shared ideals of the

“Learning organizations create a culture where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspi-ration is set free, and where people are continually learning how to learn together.”--Peter Senge, Author of the Fifth Discipline, Art and Practice of Learning Organizations

Learning Organization:Acquiring knowledge and innovation to survive and thrive in a rapidly changing environment.

Information from Code 100PI (Performance Improvement)

What is a Learning Organization? A Learning Orga-nization (LO) fosters an empowering culture where everyone focuses on continuously developing orga-nizational competence and learning together to create the desired results; some characteristics of a LO are:

• Create a culture that encourages and supports con-tinuous employee learning, critical thinking, and risk taking with new ideas

• Allow mistakes, and value employee contributions,• Learn from experiences and experiments• Disseminate the new knowledge throughout the or-

ganization for incorporation into day-to-day activities• Systematically learn from experience of what works

and what does not work. The goal of learning is increased innovation, effectiveness, and performance.

future to achieve a goal. (Example: Fall 2007, Univer-sity of Hawaii Warriors inspired a statewide Shared Vision of a 12-0 undefeated season and the team receiving an invitation to a BSC Bowl game.) Team Learning: Open and honest dialogue within a group; enables the team to “think together” to mobi-lize energy toward a common goal. (Example: Talking story to plan a job; deciding as a team how the job is best accomplished. After, hold a “talk story session” to learn what the team did and did not do well so results will or won’t be duplicated and/or improved.) Systems Thinking: Awareness of how one thing af-fects another, with the ability to see the “whole pic-ture.” This enables understanding and deals with the influences that shape the outcomes of actions. (Exam-ple: The original intent of bringing the mongoose to Hawaii was to control the rat population. Unfortunate-ly, no one realized that the mongoose would be sleep-ing while the nocturnal rat is out and about. Failure to foresee the environmental impact of the mongoose on Hawaii caused other indigenous animals to become extinct as well.)

The information above relates to Lean events and participa-

tion for the Fiscal Year 2010 and 2011. Lean events will continue throughout the shipyard. Key areas are submarines, carriers, amphibi-ous ships and other ship servicing, and facilities and infrastructure through the Vision 2035, a planned

RIE/Projects Scheduled

RIE/Projects Executed

RIE/Project Participation

First Time Participants

Yellow Belt Training

99

96

965

368

785

~100

1500

800

720

487

6031

3348

1990

10

108

69

127

Lean Before and After: Continued Performance Improvement

Lean articles will now be found under a new Performance Improvement Masthead which will read “Continuous Performance Improvement” (see above, pg. 14) versus the older version of the Masthead (left). This section of Service to the Fleet will now include information in regards to the newly established Learning Organization. The next few issues will be devoted to delving into the Five Disciplines of a Learning Organization.

Information from Mike Hansley, Code 100PI.2 (Performance Improvement) Lean Implementation Division

shipyard transformation process. NNSY is also focused on 5S+2 in order to improve workplace orga-nization and identify safety and security issues to prevent injuries or violations. NNSY continues to build the capacity and capability for Lean through Black Belt and Green Belt training and certification.

In 2010, four new NNSY person-nel became Black Belts through the efforts of Performance and Im-provement (Code 100PI) and there currently are two more in training. There are also over 20 certified Green Belts, with additional Green Belts being trained.

FY 2010 Through Sept. 30 2010

FY 2011 FY 11 Actuals (Dec 31)

< Notational Plan


For more detailed information, NNSY’s 2011-2015 Strategic Plan can be found under the “Command Initia-tives” heading on the NNSY InfoWeb. Vision 2035 can be found on the NNSY InfoWeb under “Code 980 (Pro-duction Facility and Equipment Management Division).” The Command Dashboard, which is a tool that mea-sures performance of NNSY, is also available on the NNSY InfoWeb under the link “NNSY metrics.”


Keynote speaker, Dr. Samuel Betances, brought a message

of mission-driven diversity and embracing workplace cultural change during Norfolk Naval Shipyard’s (NNSY) Dr. Martin Luther King, Jr. celebration on Jan. 14. Betances, a diversity trainer and consultant who has worked with Fortune 500 companies and the Armed Forces, delivered this message during both a diversity training session and later the ceremony recognizing King’s impact on American history. During the diversity training, he stressed how vital it is for naval leadership on all levels to anticipate the future of the workforce, and

Embracing Change: Traditional Thought Challenged at Dr. Martin Luther King, Jr. Celebration By Brian McNeal, Code 1160 Public Affairs Specialist

without consideration of race or gender, getting the most talented people into a position to succeed. “Diversity is about how do we incorporate new demographic groups and how do we do it without creating the notion that it’s about representation,” said Betances. “It’s about the organization. There is a difference between changing the bulletin board and changing the organizational culture.” Many in attendance were taken by surprise, as Betances strayed from traditional messages and exclaimed that discriminatory feelings are natural. “If we are normal we are likely to

have unbalanced views. If we are normal we tend to play favorites with our family. It’s that the corporate family in the organization has not always been as expansive, so we look out for people we know but we don’t always know how to get to know people we don’t know.” The holiday celebration continued with a ceremony opened by Dalia McGlone, Code 100PI (Performance Improvement), and featured Code R.E.D.‘s James Brown, Code 222, who sang the national anthem, as well as a tribute given by George Eason, Code 2301, who gave a

“We have a responsibility to become an extension of each other’s best self and make the yard an example of what America can become.”

- Dr. Samuel Betances, diversity trainer and consultant



rendition of one of King’s famous speeches, in fact his last speech. Special guests in attendance included handicap committee chairman Paul Maddrey, Shop 99 (Temporary Services), and members of the Hispanic Committee. Following a welcome from Shipyard Commander, Rear Admiral (Sel) Gregory Thomas, Betances continued to deviate from the expected and posed the question, “Does King deserve a national holiday?” He favorably compared King’s legacy with many icons of American history including George Washington, Abraham Lincoln and Christopher Columbus. James Jones, Code 100PI, felt the presentation left a lasting impact. “I took away from his presentation that diversity of thought is what is needed to improve performance. It’s a great reminder of the work Dr. King did to help ensure that all deserve to be treated the same way in every circumstance.” Betances went on to captivate attendees with his journey from high school dropout, seemingly wanted by no one, to earning a Doctorate at Harvard University. “I hope this moment will allow [us] to begin to appreciate how [we] can continue to build on the legacy by mentoring each other and growing each other, so that we become an extension of each other’s best self to make our country stronger, healthier and freer than we found her.”

Change, Cont’d from previous page

“THETIME IS ALWAYS

RIGHTTODOWHAT IS

RIGHT”

(Right) Dr. Martin Luther King, Jr. was a vital figure of the modern era. His lectures and dialogues stirred the concern and sparked the conscience of a generation. The move-ments and marches he led brought significant changes in the fabric of American life through his courage and selfless devotion. This devo-tion gave direction to thirteen years of Civil Rghts activities. His charismatic leadership inspired men and women, young and old, in this nation and around the world. Dr. King’s concept of “some-

bodiness,” which symbolized the celebration of human worth and the conquest of subjugation, gave black and poor people hope and a sense of dignity. His phi-losophy of nonviolent direct action, and his strategies for rational and non-destructive social change, galvanized the conscience of this nation and reordered its priorities. His wisdom, his words, his actions, his commitment, and his dream for a new way of life are intertwined with the American experience. For more information go to: http://www.thekingcenter.org/DrMLKingJr/

--Dr. Martin Luther King Jr. (U.S. Civil Rights leader & clergyman, 1929-1968)

mission always. When these priorities are in place cost and schedule will follow. Although safety and quality are not variables, scheduling and cost can be. “We don’t want to—but we can be late--it can cost more. Do we have any other choice than to be safe? Do we have any other choice but deliver a first-time quality product?” Zydron asked. The Strategic Team also demonstrated the real power within a culture change is found within smaller peer groups--person-to-person. “When you are in the ‘heat of battle’ and you’re welding upside down in a bilge area and you’re trying to get the job done, that’s when it might be easier to cut a corner--but that’s when it’s important that your buddy, down there with you, has the right mindset too and is looking out for you,” he

comes to ownership and accountability as well as a vested interest in each other’s safety –it should be at the top of the list from a shared vision of what we can get behind and support and execute as a shipyard.” This Strategic Team also identified that no one should use assumptions when it comes to safety. Although at times it may seem the yard emphasizes scheduling and cost (in order to meet the demands of the Fleet), NNSY leadership believes safety and quality must always be at the forefront and are working hard to stress this more than ever as can be seen by recent advances in ongoing Learning Organization initiatives. Zydron also expressed that the right mindset for NNSY is to understand, across the board, that its priorities are safety first,


Report Form (SDR), and numerous other initiatives focused on changing mindsets of all personnel (regarding ownership and accountability for safety), 87 percent of safety deficiencies have been identified by people outside of the Safety Department. This, said Zydron, shows more people are looking out for safety issues versus only a small designated group. “Safety is a delicate balance between trying to make the goal and maintain safe practices. It’s this sort of change, where safety becomes a part of personal ownership and there is a connection between the behavior and the goal. This has led to several positive short-term results across the yard,” said Zydron. “Safety is something everyone can align with when it

explained and went on to say, “there is nothing that overpowers the influence of you watching out for me and me watching out for you times 9,000 or more people.” Chantry stressed this idea doesn’t just concern safety, but quality is also included, not only in the willingness to report discrepancies but to look out for each other. “We don’t want those outside of the shipyard pointing out our quality deficiencies—we want to self-identify them. It’s okay if during the process we find a mistake--when we do, we can get it fixed. Don’t just rely on the inspector or the regulator,” he said. Chantry explained quality is not only essential to the products NNSY produces but also the significance of what is being worked on daily. “We are supporting the mission of the Fleet.

We are enabling our Sailors and helping ensure their ship is ready for its mission. It doesn’t get any more important than that,” he said. When all is said and done, Zydron, Chantry and the Strategic Team they champion agree

Behavior, Cont’d from pg 7

Continued on next page

Ownership:

Make a Difference: From your yard to the Shipyard

We owe it to ourselves, our coworkers and our neighbors along the Elizabeth River to be better environmental stewards and dispose of trash and cigarette butts appropriately. You would not tolerate this behavior in your own yard and neither can we at Norfolk Naval Shipyard. Employee carelessness such as this shown at left allows trash and debris from our facility to be carried by storm drains directly into the tributaries along our waterfront.

Be accountable; be responsible; take owner-ship and make a difference!

No Butts About It!

(Photo by Mike Johnson, a Code 106.31 Environmental Engineer.)


in order to provide a safe environment and a culture that values quality, a person must be mentally prepared before they go to work. Zydron mentioned his own thoughts on where one’s mindset should be on a daily basis before entering the shipyard. “To me the most sobering thing is to ask myself, ‘do I want to be in the position to meet an individual’s family at the hospital and explain how I failed to do my part to keep that individual safe or from being injured?” He also added, “I truly believe when you’re talking mindset it’s all about getting mentally prepared to say: ‘I have got a lot on my plate today but at the end of the day I’m going to take care of and make a priority of anything that

could jeopardize working safely regardless of the other things going on.” Chantry also added that behaviors can change through understanding and knowledge, education and experience. He said, “When you experience something yourself and see something happen to a co-worker or someone close to you, that is an eye opener. So before something can happen, we [NNSY] are focusing on creating more awareness and making things easier to report. Hopefully we are also instilling security in employees so they know it is a good thing to report deficiencies. To speak up when something is wrong, this is the right behavior.” Finally, the Strategic Team acknowledged how safety, quality, schedule and cost go hand-in-hand. Zydron mentioned a current availability

the yard just began. “I believe the project superintendent for USS Norfolk (SSN 714), Mr. [John] Darlington, would tell you, if we can achieve the goals for safety and quality, it is almost certain cost and schedule will follow. The four categories (safety, quality, cost and schedule) work congruently,” he said and added, “When safety or quality issues do arise, for a time, all associated work is put on hold and what is known as a Work Team Investigation is held and the issues are examined. “If this happens more than once, cost and schedule is obviously impacted,” explained Zydron. Over 200 years of perseverance and adaptability has helped the shipyard make its mark. Yet with the building and maintenance of ships and support to the Fleet, the heart of

Safety Data as referenced in CO’s comments (see page 3)

Behavior, Cont’d from pg 18

the shipyard has been and continues to be its people. The shipyard is the craftsmen and support teams who have given their personal and professional best throughout time. History proves the importance that the continuous drive of its people should be to strive for excellence and NNSY employees are learning through the Learning Organization how this can be achieved through personal mastery. “Safety, quality, cost and schedule are continually improving. I know I work with people with very high standards when it comes to character and competence. Being an excellent shipyard is clearly seen in the way people behave and interact …when it comes to people’s lives, its unanimous we all have to be aware of what really matters,” said Zydron.

0

1

2

3

4

5

6

7

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

IIR

2011

2010

Goal

12 Month IIR

NNSY Total Incident Rate Fiscal Year 2011

Oct Nov Dec Jan Feb March April May June July Aug Sept

0

1

2

3

4

5

6

7

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

IIR

2011

2010

Goal

12 Month IIR

2011

12 Month IRR

2010

Goal

IIR= Number of injuries

per 100 man years worked

FY11 Goal 3.25

YTD Performance 5.22

% +/- of Goal +61%


Leadership

Project Superintendent Billy Cox received one of the greatest honors of his career on Dec. 17, 2010, when he was announced as Norfolk Naval Shipyard’s Superintendent of the Year. “It was a complete surprise!” Cox said, recounting hearing his name being announced at the annual Superintendents Association holiday dinner. “I was shocked. Then I realized I had to get up and talk in front of 160 people. It was one of the most significant events for me in my life at the shipyard. I seriously thank those in the association who believe I deserved this award and am proud to have been selected.” As Project Superintendent for USS Montpelier (SSN 765), Cox oversaw one of the shipyard’s biggest success stories in 2010, with the project team finishing its Drydocking Selected Restricted Availability (DSRA) eight days early. Not one to hoard the credit, now as of then Cox immediately directs the kudos to his whole project team. “It’s all about the team,” he said. “It was my pleasure to be on this team, and it was a satisfying pleasure when the Commanding Officer [Captain Mark Benjamin] and his team of Sailors told us we were great professionals and the shipyard of choice. The CO had good relationships with the shipyard, including personal relationships with some of the department heads as well as many of the superintendents.” Cox has been at NNSY since 1979, getting his start as an apprentice in the shipyard’s Pipe Shop. For the past ten years, Cox has served as a mentor to Dave Bittle, who is now NNSY’s Pipe Shop Superintendent. “Billy has a unique trait of possessing the ability to build a highly effective team, and is a true leader

NNSY Superintendent of the Year:Project Superintendent Billy CoxBy Michael Brayshaw, Code 1160 Public Affairs Specialist

by example,” said Bittle. “He has completed his last two submarine availabilities (USS Boise and USS Montpelier DSRAs) both ahead of schedule and meeting cost goals, this has not happened in NNSY for several years.” Next up Cox will be overseeing NNSY’s first Engineering Overhaul (EOH), taking place on USS Newport News (SSN 750) beginning

Dec. 1 of this year. Until then he is preparing for this large

job and continuing to serve in his best capacity as a superintendent to his peers. “In our oath we pledge when a fellow superintendent

calls you about a problem, that

problem now becomes a priority until it’s resolved,”

Cox said. “I feel very strongly to that commitment and try to do my best to immediately

resolve things. Right now the Shop Superintendents have the toughest job in the shipyard. I believe that if you listen to the constraints the shops have on them, seeking first to understand, the problems and support [issues] are resolved immediately.” The purpose of the NNSY Superintendents Association is to lead and manage within Norfolk Naval Shipyard and to establish close relationships between department heads and their subordinates. Other goals of the association include improving productivity in the shipyard; promoting the general professional welfare of the membership; and cultivating professional ethics of its members. (Illustration by Mark Carey, Code 1170 Illustrator)


At a Federal Managers Association (FMA) meet-ing held on Jan. 12, Darryl Perkinson, Code 900T (Training), receives recognition as a member of the National Council on Federal Management Relations, as appointed by President Barack Obama. This certificate was in recognition of Darryl’s service on that board while he was the National President of the FMA.(left to right) Jim Mahlmann (FMA National Vice President), Andy Anderson (FMA President, NNSY Chapter 3), Capt. Robert Finley (C100B) and Darryl Perkinson (C900T Superintendent).

(left) Jay Jones, Code 100PI (Performance Im-provement) Division Head, along with other leadership, including Shipyard Commander Rear Adm. (Sel) Gregory Thomas, spent the morn-ing of Jan. 21 greeting shipyard employees and passing out trifolds of the NNSY Strategic Plan. The strategic plan explains the vision of NNSY, and in the hands of employees empowers them with a shared vision in the Drive to Excellence. One of the goals of the strategic plan is to build a Learning Organization focused on five principals: personal mastery, mental models, shared vision, team learning and systems thinking.

Leadership

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

— John Quincy Adams, Sixth President of the United States (1767-1848)

March 25 8 to 10 a.m.

A pay freeze for most of the two million

federal civilian employees took effect on Jan. 1 through a Congressional legislation signed by President Obama in the previous month. The pay freeze, which is to last two years, comes as part of the administration’s plan to restore both the economic and financial health of the country. In a memorandum from the United States Office of Personnel Management Office in Washington D.C., all pay systems, pay schedule adjustments and general increases for civilian employees in Executive Branch agencies, including civilian employees of the Defense Department, will be covered under the pay freeze. Those things not a part of the pay freeze are promotion increases, within step-grade increases and other similar individually-based pay increases. In a speech he gave late November 2010 at the Eisenhower Executive Office Building of the White House, President Obama stated, “I did not reach this decision easily. This is not just a line item on a federal ledger. These are people’s lives. They’re patriots who love their country and often make many sacrifices to serve their country.” According to the administration, the pay freeze is estimated to save two billion dollars over the rest of this fiscal year and 28 billion dollars in cumulative savings over the next five years. The freeze will not apply to the military, who along with their families, continue to bear enormous burdens while the nation remains at war. For updated information go to: http://www.opm.gov/oca/compmemo/2010/2011freeze_attach4.pdf 22 Service to the Fleet, February 2011

Pay Freeze Adjustments for Federal Civilian EmployeesBy Jennifer Zingalie, Public Affairs Specialist

President Obama considers choices to be made during a budget meeting in the White House Roosevelt Room. (Of-ficial White House Photo by Pete Souza)

NNSY Facebook fan page

Two New BlogsAttention:

Robbin’s NNSY History MattersAuthored by Marcus W. Robbins, Code 1100 NNSY Facilities Program Manager

MWR Fitness CornerAuthored by Jackie Stiffler, NNSY/NMCP Fitness Coordinator

Need to Read, Cont’d from pg 11It’s nice to borrow a child and send them back! And it’s good for the kids.” Having young children himself, military volunteer Daniel Rigdon (Shop 67 X-Ray) has frequently served the local school system as an audio technician during functions at James Hurst Elementary School. While his daughter did not attend Cradock Middle School this year like originally expected, Rigdon is still happy to serve the school. “I’m just very pleased to help the community,” he said. For Code 2370’s Joshua Hall, he answered the call for shipyard volunteers based on an ingrained social responsibility. “There’s a definite need to help for the future of our country,” he said. “And I can help, so I should!”

NNSY’s Federal Women’s Program 12th annual fellowship breakfast

For tickets, call Frieda McCray at 396-7702

Tickets are $22NNSY’s Drydock Club

http://www.opm.gov/oca/compmemo/2010/2011freeze_attach4.pdf



T


The Morale, Welfare and Recreation (MWR) Auto Hobby Shop is located in Bldg. 1509 at

NNSY’s Scott Center Annex. The shop is a do-it-yourself garage set up to benefit military and civilian DoD employees and provides tools and a warm dry place to work on a vehicle. The shop does not carry or supply parts; customers will need to bring their own, such as oil, filters, spark plugs, etc. The shop has five lifts and two flat bays. Rental fees are $4.00/hr for a lift and $3.00/hr for a bay. The lifts are on a first come, first serve basis for do-it-yourself. Basic tools are provided at no extra charge. If a person brings a car in for an oil change (bringing oil and filter) the shop will provide tools and rags and will dispose of the used oil for free. The shop also provides instruction on proper lift placement and operation and oil changes. For those who do not have time, MWR also provides drop off services such as oil changes, tire balancing/rotation, fluid checks and engine diagnostics for a fee. For a list of fees, shop hours, or to schedule appointments, call 396-5871. The Auto Hobby Shop is open to all military, dependents, retirees and DoD civilian workers, and contractors with an MWR membership card.

What is the Hobby Shop?

Pedestrian Safety is a Two-Way Street

It might be easy to remember to don a hard

hat in the industrial area or insert earplugs while operating loud equipment, but all too often Norfolk Naval Shipyard employees may forget safety rules and regulations when completing a common task

such as crossing the street. Both pedestrians and motorists must work together to maintain traffic safety in and around the shipyard. “It’s a two-way street,” said Carol Cox, Code 1150 Management Analyst. “It is the pedestrian’s responsibility to try and engage eye contact with the motorist before they start crossing. The motorist as well should be looking out at crosswalks for people coming out.” Virginia State Code 46.2-924 states drivers of any vehicle shall yield the right-of-way to any pedestrian crossing at any clearly marked crosswalk,

whether at mid-block or at the end of any block, and no pedestrian shall enter or cross an intersection in disregard of approaching traffic. “I think this is where the misunderstanding

is. People think the pedestrian always

has the right of way. They

don’t

have the right of way until

they are in the crosswalk. It doesn’t

mean they can step off the curb in front of a car and expect it to stop on a dime. That’s just not possible,” said Cox. “This is all part of our safety effort of look out for yourself and look out for each other. Safety and health are inherent responsibilities of the command and direct responsibilities of every individual. Although vehicle/pedestrian collisions are an uncommon occurrence on the shipyard, there are many instances of near misses that could be avoided with a little attentiveness.

By Brian McNeal, Code 1160 Public Affairs SpecialistMWR

By David Mills, MWR Auto Hobby Shop Manager

Calendar Year (CY) 2010 is now behind us, and from an

electrical safety standpoint there are both positives and negatives to reflect upon. First, the negatives. Norfolk Naval Shipyard had 18 reportable electrical shocks, up from nine in 2009. The vast majority of these shocks involved employees whom

are not electrical workers. Also, this past year NNSY had a high number of military personnel who were shocked. It is important that NNSY employees look out for one another, civilians as well as military and contractors. It is extremely important to reverse this trend as literally, people’s lives are on the line. At NNSY, it is vital everyone (civilian, military and contractor) make it home the way they came to work--injury free. I cannot stress enough how dangerous complacency, poor planning and shortcuts in execution can hurt us. There is no reason in the world that schedule should drive you to risk your health and well-being. If the job is planned and executed

By Jerry Thornton, Code 900T Electrical Safety Instructor

• What are the hazards in the area?

• What can go wrong? How do I prevent and respond?

• What’s the skill level of my co-worker, do I have their back?

• Are you equipped for weather?

2 minute drill on the Job

Ask yourself:

Electricity Doesn’t Show FavoritismTaking Personal Responsibility for Safety

Letter to the Editor:

If you feel a job is unsafe ... stop, notify

your supervisor, and wait for a

resolution

correctly, then schedule and cost will fall in line. Remember, if you don’t have time to do it right the first time, how do you have the time to do it again? If you feel a job is unsafe or are not sure of the risk then stop, notify your supervisor, and wait for a resolution. It is important to management no one gets hurt. Beyond the priceless value of human lives and limbs, the costs of accident investigations, follow-up critiques and short and long term corrective actions are staggering. It cuts into our profits and makes us look second rate in the eyes of our customers. Yet, there are still many positives within the shipyard. After several surveillances conducted on the waterfront, most mechanics are more aware of the correct shock response procedure and most interviewed have their shock response cards with them at all times. Also, most workers are more sensitive to their surroundings and are reporting more electrical deficiencies. Remember, only you can protect you from you. You are your own last line of defense from electrical shocks. If we can have all employees take

time to think about what could go wrong, what can possibly hurt them, we have a chance to curb this negative trend of electrical shocks in 2011. Risk Mitigation, Operational Risk Management (OPM) and the Voluntary Protection Program (VPP) are all important reminders for the same thing--taking personal responsibility for safety. Take special care when it comes to electricity. Electricity doesn’t love anyone and doesn’t show any favorites.


“The official electronic newsgram of Norfolk Naval Shipyard” April 6, 2012

Norfolk Naval Shipyard’s (NNSY) Pass and I.D. Office will be closed from April 12-16 to allow the office to be relocated to the first floor of Building 1502. Arrangements should be made on April 9, 10 or 11 to receive/pick up all vehicle passes, decals, badges, CACs, NCACS, and passes needed for the period of April 12-16. Pass Office services and the CAC office will open for full service at 6 a.m. on April 17 on the first floor of Building 1502. The point-of-contact for questions is Cedell Jennings at 396-3521 or cell phone 635-6457.

Armed Forces of the United States

Navy

Doe,Jane Marie

Pay Grade RankE6 TSGT

Issue Date

2007FEB17 Expiration Date

2009JUN30

Geneva Convention Identification Card

sample

ClosingApril 12-16

OpeningApril 17 at 6 a.m.

[Pass and I.D. Closing]

Unidirectional Flushing consists of isolating a

particular pipe section or loop, typically through

closing appropriate valves, and exercising the

hydrants in an organized, sequential manner.

Unidirectional Flushing can be used on a spot basis

(in response to a specific water quality complaint) or

as a comprehensive system-wide flushing effort (to

avoid water quality problems). This flushing technique

is typically more effective than conventional flushing in

providing long-term water quality benefits.

For Unidirectional Flushing to be effective, two

criteria must govern. First, the flow velocity in the

pipes must be approximately 6 ft/sec or greater, and

second, the system must be flushed in a systematic

manner to ensure all pipe sections are completely

Uni-Directional Flushing (UDF) program to start April 10flushed, and that the biofilm residue is not simply

moved from one part of the system to another. It has

also been found to be most effective when completed

in early spring.

Custodians in all buildings will be asked to also flush

out the lines inside their buildings after flushing has

been completed in their area. Daily emails/alerts will

be sent out, with a list of buildings that possibly could

be affected, so that they will be able to track progress

and ensure flushing has been completed in their

area. Some discolored water and lower than normal

pressures might be seen in some areas, but should

clear within an hour.

Please report any issues to the ROC (Regional

Operations Center) in Bldg 174, at 396-5857 (or 5856).

NAVSEA n ow accep t i n g n om i n a t i o n s f or Total Ownership Cost (TOC) AwardDescription. This award recognizes individuals or teams for specific achievements in driving down the TOC of NAVSEA/PEO products and services. The cost of operations directly impacts the TOC of products and services. The purpose of this award is to both recognize these change efforts and showcase what an individual employee or team can do to benefit the Navy. Due Date. All nomination packages for this award are due by COB Friday, May 18, 2012. NO nominations after this date will be accepted. Eligibility. All employees from any Headquarters, affiliated PEO, Naval Shipyard or Field Activity organization are eligible for nomination.Criteria. • Nominated employee must have played a

leadership role in developing and/or deploying a change resulting in pronounced reduction in the

TOC of NAVSEA products and/or services. The change may have been in a/an: Administrative, business or technical process,Procurement approach, Acquisition program approach, Life cycle management approach

• The change must have resulted in one or more of the following: Cost savings as reflected in permanent reduction in the number of people, contractors, rental or subscription fees, material/supplies, or a reduced unit cost, Process efficiencies (e.g., cycle time reduction, increased output, lower reject rate, improved quality), Productivity improvement or the ability to do additional work or work that was not being done before.

• The primary evaluation factor is cost savings/avoidance. The secondary evaluation factors are: Potential for change to be applied elsewhere,

continued ...

Change has been approved and/or implemented/deployed, Percentage reduction in cycle time (from baseline), Use of innovative/revolutionary approaches to design of change

Nominating Procedure. Nomination packages should be emailed to the NAVSEA awards mailbox at [email protected] . Individual Level Awards. Individual nominations must include the full legal name with middle initial of the nominee, activity and activity code and supervisor name and phone number. Team Level Awards. (1) Team nominations must include a listing of ALL team members, including full legal name with middle initials, activity/activity code, and phone number of each member. (2) Please verify the team name on the nomination form is exactly as the team will want it printed on award certificates. (3) VERY IMPORTANT: Team nomination forms must be accompanied by documentation from the nominator indicating that the supervisor of each team member has been notified and concurs with the nomination. All nomination packages must be endorsed by a senior

executive in the nominees organization submitted via email to: [email protected] . Additional Information. Supervisors of award recipients will be notified in June 2012. The awards ceremony will be held at the Washington Navy Yard in July in the NAVSEA HQ Bldg 197 auditorium. The exact time and date of the ceremony will be announced at a later date. Per diem and travel costs are the responsibility of the recipient’s respective command. All information concerning this award, including submission directions and attachments, is posted on the NAVSEA Awards Program website: http://bit.ly/Hlwi24 which is public to all personnel with iNAVSEA accounts. If you are unable to access the NAVSEA Awards Program site, please submit a trouble ticket to the iNAVSEA Help Desk by visiting: http://bit.ly/I4XW1j If you do not have an iNAVSEA account, please send a digitally-signed email to [email protected] requesting an account. Questions pertaining to the specific award itself should be sent to Kimberly Smith at [email protected] .

TOC Award ...

April is Sexual Assault Awareness MonthHurts One, Affects All. Prevention of Sexual Assault is Everyone’s Duty

Sexual assault is corrosive to the Navy’s readiness and to its combat ability. Sexual assault is detrimental to the morale of our Sailors. In FY10 alone, there were 611 reports of sexual assault. Of the 441 unrestricted reports, 49% (214) were aggravated sexual assault. 65% (285) were service member on service member. Typically, there are about two sexual assault OPREPs every day. The indisputable weapon of choice in most cases of sexual assault is alcohol. There is no place for sexual assault in the Navy. We are committed to eliminating sexual assault completely; to ensuring compassionate support for sexual assault victims; to investigating all cases thoroughly; and to holding perpetrators accountable within the full extent of the law. To report a sexual assault, contact: {military} (757) 646-5827 {civilians} (757) 396-5115 or 1-877-336-6567

mailto:[email protected]





Remembering USS Thresher

By Brian McNeal, NNSY Public Affairs Specialist

USS Thresher (SSN 593) was the lead ship of the most advanced class of nuclear powered attack submarines. Designed and built by Portsmouth Naval Shipyard, it was launched July 9, 1960, and commissioned Aug. 3, 1961. On April 10, 1963, Thresher sank approximately 100 miles east of Cape Cod, Mass. while conducting sea trials. Following several shallow dives, Thresher commenced a deep dive, during which a problem developed. Thresher reported to USS Skylark (ASR 20), an escort ship, that the submarine was experiencingminor difficulties. A short time later, another message, which could not be completely understood, was transmitted from Thresher. Not long after, several noises were heard which are believed to be the sounds of Thresher attempting to blow the main ballast tanks (an emergency surface evolution). Finally came the sound of the hull crushing at great depth. Onboard were 129 officers, crew and civilian technicians.

A formal Court of Inquiry was convened April 11, 1963, to determine, if possible, the cause of the disaster. Although a number of possible scenarios were developed that could have led to the loss of the ship, the Court of Inquiry concluded that it was not possible to establish the precise cause of the accident. The court concluded that the most likely cause of the loss was the failure of a silver brazed joint in a seawater pipe. The sinking of Thresher led to the inception and implementation of the rigorous submarine safety program SUBSAFE. Today, America has the strongest and safest submarine force in history, and the personnel who go down to the sea in boats, leaving their friends and loved ones ashore, can rest a little easier knowing that their safety has been assured in part by the men of USS Thresher.

List of people who perished: http://www.history.navy.mil/danfs/t/thresher1.htm

Funded by personal contri-butions of members of the

Superintendents Association, these scholarships are intended to recognize outstanding de-pendent students of shipyard employees. Submitted applica-tions will be evaluated by the Education Committee based on academic achievements, extra-curricular personal and service activities, and a short personal narrative. Consideration will also be given to special circumstances of need. Eight $500 scholar-ships will be awarded this year - four to dependent students of employees of Norfolk Naval Shipyard at large and four to de-pendent students of a Superin-tendents Association Member.. Selectees will be presented an NAS Scholarship Certificate and a $500.00 check to be used for any legitimate educational expenses of the student. Eligibility: Sons and daughters, wherever residing, and other dependents living in the same household of a person who has been an active Norfolk Naval Shipyard employee for at least the last two consecutive years are eligible. Applicants must be

NAS Accepting Scholarship Applications through April 20 National Association of Superintendents (NAS) announces 2012-2013 academic year scholarship opportunity

enrolled, or accepted for enroll-ment, at an accredited college, university, or graduate school for the upcoming fall term.Stu-dents may apply each year they are eligible. Completed applications and all supporting documentation must be received by the Super-intendents Education Commit-tee no later than 20 April 2012 in order to be considered. Appli-cations may be emailed ([email protected]), faxed (757-396-4080), or hand delivered (Cathy Peters, Code 200, Bldg. 31, 2nd floor, south end).

Where can I get this application?

You can download an ap-plication from Webcentral-- go to Organizations, scroll down to C1100, click on PAO, on the left hand side look under docu-ments, click on NAS Scholar-ship Information 2012. You may also copy and paste the following link to your brows-er: https://webcentral.nnsy.sy/departments/C1100/C1160/NAS%20Scholarship%20Infor-mation/Forms/AllItems.aspx

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Communication Plan 2nd Quarter, 2012

Norfolk Naval Shipyard (NNSY) is the nation’s oldest continuously operating shipyard with approximately 9,500 employees, specializing in maintaining and modernizing both surface ships and submarines; platforms such as CVN and LHA/LHD surface ship classes, and SSBN, SSGN and SSN submarine classes. This creates a complex communication environment within the shipyard. Diversity and an employee’s access to communication tools adds to the complex issues of the shipyard, while the current shipyard culture is one lacking in trust and two-way communication. However, the shipyard is working to rebuild trust by integrating Learning Organization methodologies (See The Fifth Discipline, Peter Senge). Although there has been some advancements with some departments looking to the Public Affairs Office to support strategic communication of messages, PAO is working to capitalize on this generating better message focus and alignment. One major gap in the current culture is direct communication between shipyard leadership and the deckplate, particularly with middle management. PAO is utilizing the newer communication tools such as social media and digital signage, as well as embedding PA Specialists in various shipyard areas to include projects, in order to help fill gaps and retrieve strategic information to support planning and communication efforts. There has also been a lack of external communication from the shipyard to the greater community. External communication not only helps validate the shipyard but also establishes it as a credible resource during a crisis situation and PAO is working towards generating more external rleases. In summary, PAO is working with the deckplate to understand the information they need; with leadership in advising them how to more effectively communicate; with the external media in building relationships; and in best utilizing PA tactics via its strategic communication plan. All of our communication serves to align with NAVSEA and the greater Navy message.

Background

Mission, Vision and Goals Command Vision: NNSY is recognized as a world class organization in executing and developing our people and aggressively improving performance at the state of the art facility.

Command Mission: We are NNSY continuously driving to excellence and delivering Service to the Fleet safely with the right quality on schedule and within budget

Core problem

Congressional and Public Affairs Office

Command Strategic Goals: 1. Transform our shipyard into a Learning Organization 2. Improve our Knowledge, Skills and Abilities 3. Make our facilities safe, clean and functional

Goal

Lack of alignment within the shipyard makes strategic communication difficult, straining its commitment to people and threatening the overarching strategic goals.

In order to support successful achievement of the overarching strategic goals, PAO will work with various departments and serve to advise leadership to create alignment and streamlined messaging of NNSY top three strategic goals.

Chief of Naval Operation goals: 1. Sustain the current Fleet 2. Maintain and Enhance Technical Authority 3. Support Maritime Strategy 4. Total Ownership Cost Reduction 5. Attract and Retain a Talented Workforce 6. Build an Affordable Future Fleet 7. Develop Innovative Science and Technology 8. Build a Diverse Workforce 9. Implement Energy Initiatives 10. Sustain Current Fleet

1. Educate Leadership Council on utilizing Public Affairs for Departmental communication strategies in order to support across the board message alignment (90 percent participation by close of FY12)

2. Create a message alignment tool, similar to Rhumb Lines, for Leadership Council, First Line Supervisors and Zone Managers to refer to for actions, decisions and information sharing. (90% participation by close of FY12)

3. Survey deckplate on their understanding of command messages (10 percent participation close of FY12)

4. Survey deckplate on their understanding on where messaging is coming from (10 percent participation close of FY12)

5. Integrate Public Affairs into the new employee orientation process (measure by number of people reached) to explain communication tools, SOP’s, feedback process and seeking information on what media platforms are most used

6. Embedded PA Specialists who work with projects will retrieve and understand needed information that supports the project workforce (measure by spots made/project feedback)

7. Enhance Awareness of Strategic Goal Number 1 (Transform our Shipyard into a Learning Organization) by working with 100PI to develop their communication strategy (10% increase participation in Bright Ideas, LO classes close of FY12/ 10 percent increase external stories regarding LO/LEAN success stories)

8. Enhance Awareness of Strategic Goal Number 2 (Improve our knowledge, skills and abilities) (measure by information flow from other departments, measure by spots/articles created for all communication tools regarding training/spotlights and also survey deckplate on awareness of training opportunities for benchmark) (end of FY 12)

9. Enhance Awareness of Strategic Goal Number 3 (make our Facilities Safe, Clean, Functional) (measure by information flow from other departments, spots created for all communication tools regarding facility updates and also Survey deckplate on awareness of facility upgrades/complaint process for benchmark) (end of FY 12)

10. Increase external releases by 20 percent on issues relevant to economy, technology and community relations as well as CNO goals (end of FY 12)

11. Enhance awareness of community events and increase participation by 10% working closely with CFC coordinator and Outreach coordinator for most effective coverage/participation(end of FY 12)

12. Engage CO/Senior Leadership in at least one speaking engagement each month



Objectives

April 4/17/2012 Admiral John C. Harvey, Jr., Commander, U.S. Fleet Forces Command visit to NNSY, L-C1160

4/17/2012 Vice Admiral Mark D. Harnitchek, Director, Defense Logistics Agency, L-DLA

4/23/2012 Ms. Kathleen Kilpatrick, Virginia State Historic Preservation Officer (SHPO) visit to NNSY, L-PWO

4/24/2012 Virginia Military Advisory Council Meeting (VMAC), Fort A. P. Hill, Virginia, L-C1160, S-C100

May 5/8 or 10/2012 Maintenance and Repair Survey -Office Naval Research (ONR) sponsored Team, (L-C1160)

5/10/2012 Science, Technology, Engineering & Mathematics (STEM) Career Day @ NNSY, L-C100PI

5/15/2012 Rear Admiral Richard P. Breckenridge, Commander, Submarine Group Two, L-C101, S-C1160

June 6/8/2012 Portsmouth Tutorial Closeout Program, NNSY Command Briefing Rm, L-C100PI, S-C1160

6/20/2012 Office of Naval Intelligence Visit, (L-C1160), S-C312, S-C930

8/27-31/2012 NAVSEA 04X-Shipyard Program Review (SPR), L-C300

9/24-28/2012 CNO - Integrated Vulnerability Assessment, L-C800 & 1120

10/22-26/2012 NAVSEA 07Q-SUBSAFE Functional Audit, L-C200S

Public Affairs Events

Communication Tools

Method Audience Service to the Fleet Internal and External (include Learning Organization principals regarding personal

master, shared vision, team learning, systems thinking and mental models)

Yardlines (e-news) Internal only (timely information)

Facebook/YouTube/Twitter External (uses NNSY Top 3 plus CNO messages)

Blog (History/Career) External (informative specifically for job seekers or new hires)

External Website External (being updated)

Digital Signage Internal only (timely information, NNSY Top 3 and CNO messages)

Intranet (SharePoint) Internal only (SOP’s for photo approvals and article submissions. Includes Public Affairs information for the convenience of the workforce.)

All hands E-mail Internal (used for high importance information/BZ from Adm.)

Press Releases External (top priority (people/process), crisis information, press conference, milestones, outreach and any event that may affect the greater community (gate closing etc…).

NAVSEA Products (Newswire, Observer, etc.)

External (milestones/outreach)

Utilize communication tools to reference NNSY’s top three strategic goals; also to include the greater Navy mission and CNO goals, whether addressed directly or indirectly. .



CO: Driving force of the shipyard. What he says is of interest and influential to the workforce and the community. His vested interests are geared to the U.S. Navy and Sailors.

Mitch Daugherty (SES): Has influence and authority with leadership (opinion leader) his vested interest is with the civilian workforce and their performance.

Leadership: Together, their cooperation, team efforts and shared vision can drive and influence the workforce. They can also take action on workforce feedback. Their vested interest is in supporting the mission of NNSY.

Waterfront: The people at the job, their attitude, beliefs and values will be reflected in what they do is of utmost importance to get their feedback (retiring workforce and apprentice are a source of influencers and opinion leaders) their vested interest is in what they do on a daily basis.

Community/Sailors: An advocate, friend and aide to the shipyard. Their vested interest is in themselves or their service member being able to perform their mission safely. (community) vested interest is in the safety of people and the environment and a transparency in government and DOD activities.

Media: Their role helps spread the word, whether positive or negative. A good relationship can be beneficial during a crisis situation. Their vested interest is in the greater community.

NAVSEA: The parent of NNSY, has a great deal of authority over NNSY production and budget. Vested interest is in the U.S. Navy mission.

Audience

Key Messages

Messages to be indicated by public via priority messages: (primary/secondary) CO/Mitch— “We are committed to achieving the strategic goals of NNSY” •We will fight for the issues at hand and improving all areas for the safety and well being of our workforce whether internal or standing before our government/Facilities •We will back up and support our leaders for doing the right thing in a complex environment/LO Leadership—“We are committed to a shared vision” •Everything we do serves the purpose of the NNSY, vision, mission and values/safety •We will seek out open communication and listen, hear and take action on what our people are saying/LO •We will recognize our people/awards, spotlights •We will be proactive in resolving issues/feedback process •We will share knowledge and be committed to the training of our people/KSA’s Messages to be indicated to public via priority message: Waterfront—“I am vital to the mission of the shipyard, my purpose is significant” •I will provide feedback even when it is difficult/feedback process •I will do the right thing even when no one is looking/LO, safety •I will look for opportunities and share my knowledge/rapid prototype, college, training… NAVSEA—“NNSY is important to the U.S. Navy and national security” Community/Sailors—“NNSY is committed to the safety and well being of our Sailors and our community”





Social media NAVSEA Local media

May 1. Apprentice Program 2. Asian Pacific Heritage 3. Memorial Day 4. Apprentice Series Video

(Shop 56)

1. STEM (10th) 2. Career Day/STEM (4th) 3. Adm Orzalli visit

(Wounded Warrior/LEAN Green Belts)

June 1. Close-Out ceremony recognition of NNSY volunteers (8th)

2. NNSY employees/Japan recognition (?)

3. Apprentice Series Video (Shop 17)

1. Close-Out ceremony recognition of NNSY volunteers (8th)

2. NNSY employees/Japan recognition (?)

July 1. Sailor, Matt Mlachak (International Triathlon Union (ITU) World Long Course Championships)

2. Apprentice Series Video (Code 135)

3. (TRUMAN ?) 4. (Bush TBD)

1. STEM Summer Camp (16, 20th)


1. Sailor, Matt Mlachak (International Triathlon Union (ITU) World Long Course Championships)


NNSY 3-month External Release Schedule

Social Media Communications Plan (2012)

Business Objectives:

• Transform our Shipyard into a Learning Organization • Improve knowledge, skills and abilities • Make our facilities safe, clean and functional

o Learn Daily about: People Process Plant

o Teach Someone Daily about: What our people do. What our processes are. What facilities and equipment we have.

Background:

As Norfolk Naval Shipyard begins the transformation into a Learning Organization communication skills provide the critical link between core functions. In today’s modern and complex world with greater diversity, required teamwork and a flatter business environment, participatory management is becoming the norm. Because of this, communication is a means to build trust, promote understanding and empower people. It is the key to capitalization of diversity, creativity and innovation within the workforce.

Communication also occurs in various forms, one of the more modern forms being social media. Social Media can meet people anytime, anywhere. It can serve as the personality of an organization to both its internal and external audience and frequently answers the “who” and “what” questions of its publics and stakeholders. Social media answers the call for real-time information during peace and crisis while providing a two-way means of communication.

In order for NNSY to most efficiently communicate it must ensure timeliness, relevance, transparency, consistency and alignment of messages. Successfully communicating creates a need for engagement at all levels. For NNSY, a role-player in national defense, communication is the core to the strategic efforts of the greater Navy both internally and externally.

The NNSY commitment to the use of social media serves as a platform and tool for the above mentioned purposes. This ultimately supports Learning Organization principals and also the greater mission of the U.S. Navy.

Mission: (Internally) Support the ongoing efforts to develop our people and performance improvement (externally) to create awareness and generate understanding of our people and purpose

Goal: Provide structure to the NNSY social media channels in order to successfully communicate with NNSY audience in a meaningful way.

Objectives: The social media communication strategy serves to support its goal by:

• Communicating timely, accurate information (crisis management) • Communicate relevant meaningful information (strategic goals, safety, career) • Provide two-way communication • Drive the message of who we are in a fresh and relevant way • Speak to all NNSY audiences with a human element in a transparent way • Generate awareness of our community outreach and programs

Key Audience:

• *Employees/NNSY Leadership • *Job hunters/Students • Wounded Warrior/Military • *Retirees • Community

Core Messages:

Internal (2011-present): [1] Three Strategic Goals--(a) Transform SY into a Learning Organization (b) Improve knowledge, skills, abilities (c) Make facilities safe, clean, functional [2] Safety [3]Careers and Promotions [4] history

External (2011-present): (1) Recruit the future workforce (Career Blog/Twitter). (2) Show who we are and what we do (Career Blog/History Blog/FB people posts). (3) Be available for family members/community during a crisis situation. (4) CNO goals: Sustain the current Fleet, Maintain and Enhance Technical Authority, Support Maritime Strategy, Total Ownership Cost Reduction, Attract and Retain a Talented Workforce, Build an Affordable Future Fleet, Develop Innovative Science and Technology, Build a Diverse Workforce, Implement Energy Initiatives, and Sustain Current Fleet. (See CNO Guidance http://www.navy.mil/features/CNOG%202011.pdf website: http://www.navy.mil/cno/index.asp)

Tools/Resources:

Social Media policies, tools and resources are derived from NAVSEA or Office of Navy Emerging Media Integration. Quick links:

www.chinfo.navy.mil

www.slieshare.net/USNavySocialMedia

Schedule: Weekly focus area’s

Monday

Learning Organization

(monthly theme: ex. Sexual Assault—pin to top for

Tuesday

Leadership

Projects

*CNO related

Wednesday

Safety

Thursday

(DRMO)

*CNO related

Friday

Career (KSA’s)

History (Marcus Robbins-blog)

Saturday

Events/trivial/fun

Sunday

Events/trivial/fun

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week)

Other weekly posts: (1) Any major announcement. (2) Timely community/NNSY/MWR events. (3) “News” or “Information” worth sharing (typically has to do with the monthly focus, theme or *CNO related if applicable)

Schedule: Monthly observances (*federal holidays)

Jan

*New Year

*Martin Luther King Jr

(NNSY—Haiti)

Feb

*Wash~ Birthday

Black History Month

CHROME

March

National Women’s History Month

STEP

ODU Maritime Career Day

FWP

(NNSY—Japan/GW)

April

National Sexual Assault Awareness/Prevent Child Abuse Month

Thresher

May

*Memorial Day

National Jewish American/Asian Pacific Heritage Month

June

National Caribbean-Heritage Month

National Safety Month

Clean the Bay

July

*Ind. Day

Aug Sept

*Labor Day

National Preparedness

Month

CFC

Sept 11

Oct

*Columbus Day

National Energy/Cyber

Security Month

National Breast Cancer Awareness

Month

National Disability Employment

Awareness Month

(NNSY-USS Cole)

Nov

*Veterans Day

Thanksgiving

Military Family Month

National American Indian Heritage

Month

APPRENTICE GRADUATION

Dec

*Christmas

Other Monthly posts: (1) Major events/milestones (2) recognitions (3) Project successes

Date post:	17-May-2015
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