AWARDS CEREMONY SEPTEMBER 20, 2019
“Excellence is critically important as we continue to grow and transform our business into its next century of greatness.� Jennifer Boykin
SEQUENCE OF EVENTS Welcome Invocation
Jennifer Boykin President, Newport News Shipbuilding Woody Woods Designer
DINNER Remarks and Special Video Presentation Recognition of Honorees Closing Remarks
Jennifer Boykin Listed Below Jennifer Boykin
2019 MOE HONOREES CVN 80/81 Two-Ship Buy Contract Introduced by Mike Shawcross, Vice President, Enterprise (CVN 80) and CVN 81 Aircraft Carrier Programs
Gerald Johnson: Record-Breaking Leader Introduced by Dave Bolcar, Vice President, Virginia-Class Submarine Construction
Revolutionizing Naval Shipbuilding with 3D Printing Introduced by Charles Southall, Vice President, Engineering and Design
John F. Kennedy (CVN 79) Foam Pour Installation Team Introduced by Mike Butler, Director, John F. Kennedy (CVN 79) Aircraft Carrier Construction
Accounting System Audit Response Team Introduced by Christie Thomas, Vice President, Contracts and Pricing
Raising the Bar in Radiation Reduction Introduced by Mary Cullen, Vice President, Nuclear Propulsion
Machine Shop Digital Transformation Introduced by Matt Needy, Vice President, Operations
Steve Hunley: Leading by Example Introduced by Mary Cullen, Vice President, Nuclear Propulsion
Beating the Odds and Achieving Excellence on John F. Kennedy (CVN 79) Introduced by Matt Needy, Vice President, Operations
Using Virtual Reality to Transform Crane Training Introduced by Susan Jacobs, Vice President, Human Resources and Administration
John F. Kennedy (CVN 79) Game-Changing Superlifts Introduced by Mike Butler, Director, John F. Kennedy (CVN 79) Aircraft Carrier Construction John Witherspoon II: “ICARE” to Make a Difference Introduced by Bryan Caccavale, Vice President, Supply Chain Management LOT Casting and Repair Team Introduced by Dave Bolcar, Vice President, Virginia-Class Submarine Construction
Overcoming Challenges and Increasing Efficiency on USS George Washington (CVN 73) Introduced by Chris Miner, Vice President, In-Service Aircraft Carrier Programs
USS Gerald R. Ford (CVN 78) MRG MTB Repair Team Introduced by Lucas Hicks, Vice President, Aircraft Carrier Construction
Woody Woods: Laser Scanning Trailblazer Introduced by Charles Southall, Vice President, Engineering and Design 1
STRATEGY OBJECTIVES
The annual Model of Excellence awards ceremony recognizes individuals and teams who have made extraordinary contributions to the achievement of Newport News Shipbuilding’s strategic objectives through their performance and accomplishments in the following award categories:
Enable Our Workforce
Individual or team contributions that demonstrate care and improve the work environment for NNS employees.
Transform Business Operations
Individual or team contributions that demonstrate innovative thinking and/or result in new ideas and solutions that successfully achieve and significantly improve or create new processes or approaches in support of the company’s growth profitability and competitive advantage.
Execute Efficiently
Individual or team contributions that streamline and transform our current business model into a culture that embraces and implements lean thinking and processes.
Grow The Business Base
Individual’s or team’s delivery of quality products or services that far exceed the customer’s expectations or their success at creating company value through new business growth.
Lead The Way
Individual or team contributions that demonstrate courage, leadership, inspiration, teamwork, integrity and other behaviors that positively change company culture or make a difference in our community.
2
3
JOHN WITHERSPOON II: “ICARE” TO MAKE A DIFFERENCE Seven-year shipbuilder John Witherspoon II is an ambassador for the NNSFORWARD Strategy. He takes employee engagement personally, working with his coworkers both individually and in groups to advocate for engagement and an inclusive culture. In 2015, John was chosen to represent Supply Chain Management on the first Waterfront Leadership Engagement Team. He initiated a campaign called “ICARE” to promote the power of unity among divisions, which was adopted by senior leadership and influenced the creation of a Material Steward coin to recognize employees for quality work. John was the first to receive the coin, and since then has received numerous commendations. He embraces NNSFORWARD and has taken it upon himself to encourage others to see the bigger picture and their role in NNS’ future success. He defines what an engagement champion should be, and he has the ability to innovate change and the courage to make those changes reality. Thanks to John’s leadership and enthusiasm, the Logistics team has experienced a significant increase in team engagement.
4
5
RAISING THE BAR IN RADIATION REDUCTION This engineering team, working on the S8G Prototype refueling overhaul at the Kenneth A. Kesselring site, identified issues with the temporary shielding package that protects shipbuilders and sailors from radiation exposure. The deckplate engineering, management and project teams worked around the clock to design, execute and ensure timely resolution of a new shielding package, underscoring the importance of safety at Newport News Shipbuilding.
6
While many of the project details are classified, the team’s redesigned shielding package reduced radiation exposure by a factor of 7.5, resulting in a new Navy standard that is being hailed by outside regulatory organizations as a significant achievement for the program. Better yet, the team’s work was performed three days ahead of schedule and accident free.
Curtis Anderson E81
Jeffrey Berry X09
Robert Bishop X09
Reilly Bowman V X09
Allen Cognata E81
Robert Collins Jr. X09
Thomas Edwards X09
Leah Ewart E81
Emily Frantz E91
Brett LaFarr X09
Jonathan Marcellino X09
Katelyn Marquart E91
Ryan Mclaine X09
Christopher Metz E91
John Mulvaney Jr. E85
Carmelo Piazza X09
Thomas Plummer X09
Matthew Reilly X09
Susan Ritchie E91
Cody Rogers X09
Mark Tomlinson X09
Benjamin Wu E81
7
JOHN F. KENNEDY (CVN 79) GAME-CHANGING SUPERLIFTS The John F. Kennedy (CVN 79) team is constantly focused on cost reduction. Our shipbuilders understand this challenge and tackled it head on when building two major superlifts during construction of the aircraft carrier. This reduced 2.5 years of structural construction and outfitting to about 17 months. They did it by consolidating 47 units and 30 individual crane lifts into two mega superlifts that were placed shipboard just six weeks apart. Making full use of the company’s Integrated Digital Shipbuilding initiative and its associated technologies, the team developed an innovative strategy to
8
take a majority of the work that is done in the ship environment and move it to the final assembly platen, a construction area off the ship. Building the superlifts on this platen resulted in numerous benefits, including significant cost and schedule reduction, increased shipbuilder safety and ship spaces outfitted years earlier than traditionally done. The team documented lessons learned that will be beneficial to the construction of future carriers, and their dedication and innovation has changed how we build aircraft carriers, raising the bar for future ships.
Jeffrey Bilodeau K47
Randy Boone Jr. O22
Leslie Bradshaw X32
Leo Carper Jr. X91
Rodger Chandler K47
Larry Darden Jr. K47
Brett Denson X42
Tyrese Ellis X11
Peter Gravely X91
Jacob Johnston X91
James Jones K47
John Leigh III X11
Kenneth Logan K47
Kenneth Marr Jr. K47
Alexander Matthews X42
Delshawn Matthews K47
Sergio Quintero X18
Jeremy Smith K47
Kevin Stone K47 Not pictured: Richard Allsbrook, K47
James Taylor X11
Greggory Vick K47
John Walters K47
Odis Wesby K47
Aaron Wikle O22
9
MACHINE SHOP DIGITAL TRANSFORMATION This shipbuilder team, comprised of representatives from Planning, Production Control, the Machine Shop and the Component Fabrication Assembly Facility Quality Team, shared a vision, experimented with different ideas, overcame obstacles and used existing shipyard computer systems to transform the Machine Shop into a digital environment — all while still performing their normal job duties. The team developed a new digital system that takes over 70,000 data points and provides craftspeople with only the information needed to complete a job.
Troy Floyd X47
Ralph Gibson Jr. X47
Lauren Hill M10
The information is provided on a laptop that enhances the ability to status and sequence production work, increase the certainty of forecasted completion dates and provide exact material locations for all of the Machine Shop’s 75 work centers across about 40 contracts. The new process also eliminates the need to print and store 15,000 paper work packages per year, saving the company more than $10,000 per year in paper and printing supplies.
Arlene Ours X47 Not pictured: David Kramer, M53; Gregory Krank, X47; Robert Shreves, M53
John Pollock X47
10
Melynda Roberts M10
Sarah Staley X51
Christopher Wolford M53
11
REVOLUTIONIZING NAVAL SHIPBUILDING WITH 3D PRINTING Additive manufacturing, also known as 3D printing, is a disruptive and growing technology in the manufacturing industry. This team of shipbuilders worked for five years to conduct rigorous testing and analysis, develop a NAVSEA-approved material test plan, remove technological and cultural barriers, and establish first-ever technical requirements and credibility with our Navy customer to introduce 3D printing to the shipbuilding industry. Thanks to their groundbreaking efforts, the first metal additive manufacturing test report in U.S. naval shipbuilding history was established and the
first 3D-printed metal part was placed aboard USS Harry S. Truman (CVN 75). Implementation of 3D printing will be transformational in helping Newport News Shipbuilding reduce costs, schedule and improve quality, and it has the potential to lead to new growth and business opportunities for the company. The team’s work has pioneered the way forward, earning our company’s reputation as the naval shipbuilding industry leader in additive manufacturing.
Not pictured: Edward Born Jr., E56
Daniel Hebert E32
12
Timothy Pline O31
Lynn Showalter E37
John Ralls E32
Terry Tyler Jr. E30
Kyle Wade E32
13
USING VIRTUAL REALITY TO TRANSFORM CRANE TRAINING
14
Creating practical learning opportunities that are engaging and cost effective is a training challenge. This team was tasked with improving crane operations training, also known as “Lifting and Handling,” by incorporating virtual reality simulators into the initial 60 hours of classroom instruction. Simulators provide an opportunity to safely experience a realistic environment and equipment as part of employees’ initial certification process before using a real crane for validation. Simulators also reduce overall training days and the time that cranes are taken off of production for training use. They also allow trainees to practice uncommon operations multiple times safely, without fear of costly errors. The team determined that four virtual reality crane simulators could train up to 20 trainees and provide
eight hours of practical training during the initial certification process. They presented a strong business case and received the necessary funding after their initial research and development project. They also developed training scenarios for Newport News Shipbuilding and the company’s Kenneth A. Kesselring site; demonstrated the technology to shipyard leadership, the Navy Crane Center and NAVSEA; and interfaced with IT to troubleshoot technical problems and expedite the download of system updates. Their success has not only provided a more engaging training experience for future crane operators — it has inspired other divisions to pursue simulations to enhance their training efforts.
William Crawford Jr. X36
Dwayne White O26
Steven Douglas O26
James Ward Jr. O36
15
WOODY WOODS: LASER SCANNING TRAILBLAZER Introducing new technology to an age-old manufacturing process can be daunting, but not for Woody Woods. Since the introduction of laser scanning to shipbuilding in 2014, Woody has championed the technology for engineering products. He was one of the first shipbuilders to try it out during the refueling and complex overhaul (RCOH) of USS George Washington (CVN 73), and he was on the first team that worked to integrate the technology. Woody led other designers to hone their skills in scanning, developed prototypes, created walk-through training videos and worked with software vendors to add capabilities to support our business. He worked with the Supervisor of Shipbuilding, Conversion and Repair to get approval to take the equipment on the ships, and Woody worked with IT to identify and overcome computer capacity and server issues. The 33-year shipbuilder and others also stood up laser scanning services and product development teams to support the Gerald R. Ford Class and Submarine Fleet Support programs. His efforts have led to a combined savings of more than $2 million and hundreds of man hours on Washington and USS John C. Stennis (CVN 74), and Woody continues to seek new opportunities to use scanning to enable deckplate execution.
16
17
ACCOUNTING SYSTEM AUDIT RESPONSE TEAM The Defense Federal Acquisition Regulations Supplement requires defense contractors to maintain acceptable accounting systems to ensure compliance with applicable laws and regulations, reliable cost data and consistent billing procedures. This team devised a successful new strategy for managing business system audits that ultimately led to the completion of the audit one month ahead of schedule with only one finding. The Accounting System Audit Response Team served as the primary interface with the auditors to manage information requests, ensuring complete, comprehensive and timely responses.
18
While the process proved more efficient and effective for everyone, the significant value of the new approach was the shipyard’s ability to interpret and explain our data in a way that made sense to the auditors. The team established a single point of contact for the auditors, and kicked off the 12-month audit with a meeting to explain how data flows through our systems and how our processes work. As a result, there was greater understanding of Newport News Shipbuilding processes. As an added benefit, it provided useful documentation for training new employees.
Celine Baysal E47
Figen Baysal E47
James Cook O75
Carmen Downing O95
Brittany Eason O74
Christina Edwards O94
Scott Embleton O97
James Jobson O79
Thomas Jones O72
Brandy Lytle O72
Kimberly Mingee T51
Wendy Mynoymany O19
Dara O’Hanlon T51
Mary Ellen Nealy O19
James Ozment O79
Erik Udovich O97
Amy Wilda E47
Jaelen Williams E47
John Vobrak O19
19
BEATING THE ODDS AND ACHIEVING EXCELLENCE ON JOHN F. KENNEDY (CVN 79) Nobody said shipbuilding was easy, and the Covered Modular Assembly Facility (CMAF) Aircraft Elevator Assembly Team has proven that strong planning, execution, teamwork and a “can-do” spirit can make the impossible possible. The team was charged to produce aircraft elevators for John F. Kennedy (CVN 79). Due to changes in aluminum alloy requirements, the team was already experiencing several months of material delays when it was challenged to deliver the elevators months early to support the CVN 79 early launch initiative. In addition to the schedule pressure, the team was asked to reduce costs to help the company meet its commitment to our Navy customer. They went to work
20
modifying production plans, improving sequences and setting aggressive milestones. They established around-the-clock coverage. The team used innovative approaches and implemented new technologies to improve safety and efficiency. And their efforts paid off: the final two years of elevator construction were injury free, they delivered three elevators to exacting standards and reduced total construction time by 26 percent despite material delays. The team also cut costs by about 5 percent, which helped the company meet its financial commitments. Thanks to the CMAF Aircraft Elevator Assembly Team’s tremendous dedication and perseverance, they overcame the obstacles and delivered best-ever results.
Terrance Briggs X36
Joron Brown X11
George Chappell E37
Casey Coates X18
Denise Duke X11
Stanley Eley O63
John Hall X11
Ronald Hall X36
Christopher Harris X22
Raymond LaFrance Jr. O63
Mark Neal X43
Teairo Peartree X18
David Powell X44
Michael Rivera X36
Richard Snapp Jr. X11
Eddie Vennie X18
Benjamin Stilley X11
Mark Wingate X18
Not pictured: Kevin Brooks, X18; Quentin Cavanaugh, X11; Andre Conwell, X18; Kevin Crehan, O63; Ronald Delk, X11; James Reynolds III, X18
21
JOHN F. KENNEDY (CVN 79) FOAM POUR INSTALLATION TEAM Historically, the insulation foam pour process in critical tanks during aircraft carrier construction can pose significant safety, environmental, cost and schedule risks. The members of this team leaned in, regardless of their assigned department, to improve the process on John F. Kennedy (CVN 79). Thanks to their work to implement safer tooling, and improve work processes, material flow and communication, the foam pour installation
22
process was a collaborative success with no injuries or environmental incidents. In addition, the process was completed more than 18 percent below budget and in a record-setting 25 days that included a four-day hurricane shutdown. This highly successful effort will produce similar, if not better, results in future aircraft carrier construction.
Eric Allen E33
Rebecca Anderson O85
Michael Coleman O54
Vincenzo Coppa K47
Diane Grigsby O55
Joshua Hall K47
Justin Helbig K47
Brian Hoffstaetter X33
Cheryl Holt O36
Steven McDonald K47
Stephanie Neary O27
Charles Powell X91
Ronda Rakes X51
Tobias Raynor K47
David Schrimsher Jr. X33
Marvin Shields X33
Gordon Ware O31
Howard Washington X33
John Watkins Jr. X33 Not pictured: Kim Krzeski, O51; Lamonte Spruill, K47
Rebecca Webster O52
Richard West X91
Quinten White X33
Mark Wilson K47
Steven Wright X33
23
OVERCOMING CHALLENGES AND INCREASING EFFICIENCY ON USS GEORGE WASHINGTON (CVN 73) During planning for the refueling and complex overhaul (RCOH) of USS George Washington (CVN 73), it was decided that the carrier’s antenna tower would be installed on the ship as one large assembly instead of two to mitigate schedule challenges and increase efficiency. To accomplish this, Visual Work Instructions, a component of Integrated Digital Shipbuilding, were used for the first time to execute the outfitting of the antenna tower. Despite challenges, including the construction of a new crane
24
nearby that impacted material flow and the assembly location, the change in approach proved beneficial. In addition to significant cost reduction, the tower was more than 60% outfitted at shipboard landing and the work was completed 17 days ahead of schedule. Excellent communication and collaboration also led to other historic firsts for the RCOH program, including implementation of a plan to blast and coat the tower on the platen for greater efficiency.
Christopher Aldridge Jr. O22
Reginald Bell K45
Alan Bomar X47
Richard Brownschidle X42
Steven Ellis K45
Matthew Grizzard X71
Reginald Holmes X69
Bert Ihlenfeld X10
Jason Ipock K45
Chadwick Jernigan X31
Rush Johnson Jr. X47
Kelvin Jones X36
Derick Mitchell X32
Daniel Norris X42
Blake Penix K45
Travis Robinson O63
Joshua Tyree X71 Not pictured: Andrew Fletcher, O63; Richard Rumer Jr., X31
Jonathan Wehrung X31
Calvin Wilson K45
25
USS GERALD R. FORD (CVN 78) MRG MTB REPAIR TEAM Like with any first-of-class ship, one must expect the unexpected. The USS Gerald R. Ford (CVN 78) Main Reduction Gear Main Thrust Bearing Execution Team managed and executed an extremely complex, firstin-class repair during the ship’s planned maintenance that was not originally on the to-do list, and they did it with dedication and an eye toward innovation. During Ford’s maintenance, it was determined that the main reduction gear’s main thrust bearing did not meet extremely tight tolerances on all four units. To avoid a complete shipboard disassembly and removal of the MRG, and massive disruption to the rest of the ship, the team developed and executed a shipboard repair process. They constantly monitored
26
system operational requirements, gear stability and machining to exact tolerances, all while ensuring safety around a piece of rotating machinery that was not designed to be machined shipboard. The fact that each of these units was machined to drawingcompliant requirements underscores the dedication of the team and the ability of our shipbuilders to perform complex and never-before performed work in extremely complicated situations. Additionally, the team worked regular 12-hour shifts around the clock during the week and countless weekends to retire one of the most significant first-of-class technical issues remaining on the Ford class.
Brent Bayliss E86
Donnelle Brumback E86
William Cleary K45
Millard Cole Jr. X67
Richard Cortista X43
James Foshee III X43
Sylvester Hicks X67
Ryan Horstman X43
Ronnie Justice Jr. X43
James Kwasny X36
LaJuan Powell X43
Louis Rajnys X78
Edward Robertson II E86
Sherrod Robinson X36
Kenric Scarbrough E86
Cody Smith X43
Thomas Smith X43 Not pictured: Paul Beverly, X43; Charles Wood, X67; Michael Karika, X67, Posthumous Award
John Spain E86
Douglas Stephenson X36
Joseph Viars X78
27
CVN 80/81 TWO-SHIP BUY CONTRACT On Jan. 31, 2019, Newport News Shipbuilding was awarded a two-ship aircraft carrier contract that is the single largest prime Navy contract in our company’s history — and it is thanks to the hard work and dedication of this team. The contract provides the ships our nation needs at the most affordable cost. From development of the company’s business case on the benefits of a two-ship contract to crafting an expedited proposal in an unprecedented six weeks,
28
the team went above and beyond in multiple ways to accomplish the CVN 80/81 contract award that provides NNS and its workforce employment and financial stability through 2032. The team’s speed and efficiency throughout the contract process has been recognized by the Navy as a best practice for its tangible, significant and lasting benefits to the company, the community and the Navy.
Frederick Boyd X47
Michael Chandler O19
Robert Check O62
Daniel Cooney O79
Benjamin England O75
Karen Enos K22
Martin Erdossy III K01
Kimberly Hamlett O19
Steven Jacobs O19
Needham Jones III K22
Roger Kelly O19
Kelly MacDonald O50
Charles Meador O84
Jonathan Morris O19
Matthew Mulherin Jr. O70
Michael Nelson O97
Paul Northey O79
Steven Roberts K70
John Sammons III E20
Michael Urbaniak O51
Martin Walsh Jr. X10
Edward Wilczynski Jr. O19
Annalena Williams O19
Robert Winslow X47
Mathew Sullivan N358
29
GERALD JOHNSON: RECORD-BREAKING LEADER Despite increased challenges associated with material, design changes and employee turnover, the leadership of this 32-year shipbuilder has enabled the Covered Modular Assembly Facility (CMAF) team to achieve commitments that are vital to the Virginia-Class Submarine Program. Gerald Johnson has proven himself as a forward-thinking leader. To inspire collaboration, he established employee engagement events and extended staff meetings with construction, production and support organizations on all three shifts. His team mindset has contributed toward the team meeting, exceeding, and in some cases, surpassing construction expectations in 2018. His emphasis on continuous improvement resulted in 23 formally documented projects estimated to save about 6,700 man hours per hull. He was key to the planning and execution of one of the VCS Program’s first visual build management projects and the first Integrated Digital Shipbuilding wardroom and stateroom build projects, earning him recognition for going above and beyond to help drive Newport News Shipbuilding’s digital transformation forward. His team also devised and implemented construction sequence changes that supported blast, paint and special hull treatment application to a shortened scheduled delivery to the Supplemental Modular Outfitting Facility. Gerald’s success in meeting safety, quality, cost and schedule commitments can be attributed to his effective collaboration, communication and intent-based leadership. With Gerald on the job, the CMAF team is destined to hit more “best-ever” records in years to come.
30
31
LOCK-OUT TRUNK CASTING TESTING AND REPAIR TEAM This team successfully assisted the Navy in testing USS Washington’s (SSN 787) Lock-Out Trunk casting to ensure its safety following the investigation of a supplier that was practicing inadequate testing methods. The team worked quickly to identify and develop an aggressive interference and sample removal, weld and restoration schedule to support the ship’s redelivery, and completed the work ahead of schedule. The testing also prevented a full replacement of SSN 787’s LOT casting, which would
32
have added 12 months to the boat’s maintenance schedule and resulted in significant delays for future Virginia-class submarines. The team’s ability to determine a sampling plan, execute the samples and perform the repair was valuable in returning the ship to its mission. Their work also helped the Navy make educated decisions about availability of fleet assets and downstream Virginia-class submarines under construction.
Christopher Alvey E12
Bobby Aycock K46
Joseph Brown X18
Todd Dinkel O31
Kurt Fortner X18
John Fremont K46
Joseph Grice X18
Greg Guilford E14
Moody Harp E37
Bryan Heverly X82
Rodney Huffman X18
Ervin Mansfield Jr. X67
Jonathan Parker X43
Jeremiah Saffell K48
Lynn Showalter E37
Michael Stenger II X43 Not pictured: Delton Collett, X18; Michael Sager, K46
Van Thigpen X43
Ernest Wright Jr. X18
33
STEVE HUNLEY: LEADING BY EXAMPLE Since his qualification in 2012 as a nuclear shift test engineer, Steve Hunley has earned a reputation for being knowledgeable, patient and level-headed. For test engineers trying to qualify and new shift test engineers alike, Steve is the mentor of choice. When the E84 Virginia Class Submarine Nuclear Test Group began suffering from low morale and performance issues, the 12-year shipbuilder worked to turn the program around. In addition to organizing engagement initiatives and training camp sessions for his folks, Steve holds others accountable without frustrating them and views problems as learning opportunities — even in the face of schedule pressure. Under his leadership, the Delaware (SSN 791) nuclear test team is operating at 86% efficiency. His team is accident free, has reduced shiftwork and overtime, and their engagement has improved. Steve models excellence in leadership, and his accomplishments have been recognized throughout the Naval Nuclear Propulsion Program community.
34
35
Program created by Newport News Shipbuilding Communications Division