Service to the Fleet - September 2021

NNSY OFF-YARD CARRIERS GROUP KEEP NAVY'S VESSELS AT SEA

SERVICE TO THE FLEET Norfolk Naval Shipyard

We Are America's Shipyard

September 2021

NNSY SENDS FUTURE MOORED TRAINING SHIP USS SAN FRANCISCO TO CHARLESTON USS TOLEDO’S ENGINEERED OVERHAUL AT NNSY IMPLEMENTS NSS-SY IMPROVEMENTS

Table of Contents

IN THIS ISSUE Features: 3 NNSY SENIOR LEADERS

DISCUSS DEOCS FINDINGS AND PLAN NEXT STEPS

4 FROM THE COMMANDER:

NSS-SY IN AMERICA'S SHIPYARD

5 WELCOME ABOARD: NNSY’S NEW COMMAND MASTER CHIEF

16 NNSY SENDS FUTURE MOORED TRAINING SHIP USS SAN FRANCISCO TO CHARLESTON

18 SHIPYARD SPOTLIGHT: VICTORIA PENDLETON

20 NNSY'S HISPANIC

6 FOCUSED ON THE FUTURE: WHAT IS FLANK SPEED?

HERITAGE EMPLOYEE RESOURCE GROUP SPREADS CULTURE AWARENESS

7 DEPENDABLE MISSION

21 WALLACE MARTIN,

DELIVERY PILLAR FOCUS AREA THREE: PRODUCTION EFFICIENCY

NORFOLK NAVAL SHIPYARD’S NEW NUCLEAR PROGRAM MANAGER (CODE 300N)

8 NNSY STEM-ERG, OUTREACH 22 FIVE YEARS STRONG AND PROGRAM, AND PEOPLE DEVELOPMENT PILLAR TEAM WORK WITH STARBASE CAMPS TO FOSTER A LOVE OF STEM

9 NNSY COLD SPRAY TEAM

PERFORMS EMERGENT REPAIR FOR PSNS & IMF IN RECORD TIME

26

MOVING ALONG: CODE 400 CELEBRATES ANNIVERSARY AND HONORS TEAM WINS

18

24 DIVINITY AMONG HEROES: A SURGE MAINTENANCE SAILOR’S 9/11 MEMORIAL TRIBUTE

10 NNSY'S CULTURE CHANGE 26 NNSY’S OFF-YARD TEAM’S COGNIZANT PERSONS AND REPRESENTATIVES

12 USS TOLEDO’S

ENGINEERED OVERHAUL AT NNSY IMPLEMENTS NSS-SY IMPROVEMENTS

CARRIERS GROUP CONTINUES TO KEEP NAVY’S LARGEST VESSELS AT SEA

27 CONGRATULATIONS FMA SCHOLARSHIP WINNERS!

14 USS GEORGE H.W. BUSH COMPLETES DRYDOCKING PLANNED INCREMENTAL AVAILABILITY AT NORFOLK NAVAL SHIPYARD

2 • SERVICE TO THE FLEET • SEPTEMBER 2021

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VOLUME 84 • NUMBER 09 SHIPYARD COMMANDER Capt. Dianna Wolfson EXECUTIVE OFFICER Capt. Todd Nichols COMMAND MASTER CHIEF CMDCM Brent Blalock EXECUTIVE DIRECTOR (CODE 1100) Fred McKenna PUBLIC AFFAIRS OFFICER Terri Davis

Service to the Fleet

DISCIPLINARY CORNER July 2021 Closed Discipline Cases: 43

Of the 43 cases, 38 have received formal discipline: • 12 have lost employment • 7 were suspended (1 indefinitely) • 10 received letters of reprimand

The types of cases are: • 12 attendance cases • 12 conduct cases • 7 performance cases • 4 security cases • 7 other cases

SERVICE TO THE FLEET EDITOR Allison Conti PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, Troy Miller, Erica Miranda, Barbara Patrick, Jason Scarborough, Curtis Steward EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 SERVICE TO THE FLEET is a Department of Defense publication and is authorized for members of the DoD. Contents of Service to the Fleet are not necessarily the official views of, or endorsed by, the U.S. Government, the DoD, or Norfolk Naval Shipyard. Service to the Fleet is published monthly. Submissions are due on the 10th of each month. The public affairs staff reserves the right to edit submissions for content and brevity.

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NNSY leaders met July 27 to discuss the results of NNSY’s recent Defense Equal Management Institute (DEOMI) Organization Climate Survey (DEOCS) and share their department’s path forward.

NNSY Senior Leaders Meet to Discuss DEOCS Findings and Plan Next Steps

BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTO BY DANNY DEANGELIS • NNSY PHOTOGRAPHER Norfolk Naval Shipyard (NNSY) employees recently participated in the Defense Equal Opportunity Management Institute (DEOMI) Organization Climate Survey (DEOCS). The survey assesses 19 factors that can impact an organization’s climate and ability to successfully achieve its mission based on feedback from civilian employees and military members. NNSY leaders met July 27 at the Scott Center Annex Dry Dock Club and spent a full day discussing each department’s results and actions to address any issues.

NNSY’s Diversity, Equity and Inclusion Office (Code 1103) began the meeting with a brief synopsis of the overall command results from the DEOCS and provided a breakdown of each department’s results.

Each shipyard department had a representative who presented their code’s findings, solutions to address those findings,

previous or future challenges, and wins.

“The department heads engagement was critically important,” said Code 1103 Director Tarane Parker. “There has to be a cascading effect when it comes to change.”

The event was organized by Code 1103.

To prepare for the event, Code 1103 members trained personnel, performed casual and trend analysis, hosted focus groups, solicited inputs, and coordinated details for the July 27 meeting. Code 1103 was assisted by NNSY’s Department Command Resilience Team and Executive Coach Robin Brewington.

“Our employees have to see that senior leadership is dedicated to making a difference. This meeting was a step in the right direction,” said Parker. “Now, moving forward with the action plans is vital to our inclusive efforts. NNSY employees are watching intently.”

SEPTEMBER 2021 • SERVICE TO THE FLEET • 3

From the Commander, Capt. Dianna Wolfson: NSS-SY in America’s Shipyard I want to provide more insight on NSS-SY and its significance. Many of us are familiar with the idea of a “flavor of the month” when it comes to new initiatives or programs. For those who have encountered enthusiastic proposals which start strong only to lose steam, you may wonder what makes NSS-SY different. There are several factors distinguishing NSS-SY as critical to our future:

Hello, America’s Shipyard! What an exciting month of August, which included sending USS SAN FRANCISCO (SSN 711) down to Charleston to finalize all remaining work with its moored training ship conversion and USS GEORGE H.W. BUSH (CVN 77) setting off for sea trials!

How awesome to see these two vessels head down the river! An MTS conversion is the closest NNSY has come to new ship construction in nearly 65 years, and San Francisco was one of our biggest submarine projects in the 120 years our shipyard has been servicing submarines. Additionally, Bush’s Drydocking Planned Incremental Availability is one of our largest carrier projects we’ve ever conducted, spanning 30 months and marking the first time Bush had been in dry dock!

Congratulations and thank you to the project teams, Ship’s Forces and all our partners involved in coming together as ONE TEAM to accomplish these massive undertakings! This is a great recognition of our versatile service to the Fleet including both active vessels and vital training platforms for preparing the Sailors operating our Nation’s warships for the next several decades.

As we move into the final few months of the year, we should reflect how the winds of change have been blowing strong in 2021— starting with leadership changes, establishing our Strategic Framework and critical focus areas, and implementing Naval Sustainment Systems—Shipyard (NSS-SY) improvements to drive our mission in repairing, modernizing and inactivating our Navy’s warships and training platforms.

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1. NSS-SY drives improvements on a massive scale. Here at NNSY, we initiated it on USS PASADENA (SSN 752). But NSS-SY isn’t limited to one project, or even one shipyard. It’s being leveraged across all our public shipyards to transform how we conduct maintenance and modernization on our aircraft carriers and submarines. NSSSY improves work execution by streamlining processes, enhancing coordination between work groups and dismantling barriers. It directly supports our shipyard vision to deliver on time, every time, everywhere to protect America. Naval Sustainment Systems already helped the naval aviation enterprise realize an 80 percent mission capability improvement for F/A-18E/F Super Hornets and EA-18G Growlers. We are now on that same path.

2. NSS-SY focuses on supporting the mechanics. Some of you may be concerned that NSS-SY might mean more work piled on top of everything else you’re managing.

But it really doesn’t come down to working harder in execution, but working smarter in our planning. NSS-SY is designed to relieve process pressure points by challenging leaders to achieve solutions by matching requirements and resources, standardizing work, having material ready, all for maximizing YOUR time and tasks. If successful in these areas, imagine how quickly we could start ensuring dependable mission delivery!

3. NSS-SY initiatives are already showing success. Some of you might be thinking, if PASADENA undocked late, how can we say NSS-SY is successful? Had NSSSY improvements not been implemented, coupled with the laser focus and hard charging by entire project team, Pasadena would have undocked in September rather than late June. Project communications improved by

establishing an Operations Control Center and “start of shift” meetings. Forecasting improved by reinstating production shop crew boards. I shared with all of you we will continue to drive these initiatives and learning across our waterfront, and that’s exactly what we’re doing! USS TOLEDO (SSN 769) is the next project to model NSS-SY. I met with the TOLEDO team last week to talk about why it’s so exciting and about the significance of the efforts they are embarking upon. For NSS-SY to be successful, it must become embraced and leveraged across our business.

4. NSS-SY strengthens our Navy and protects our Nation. Naval warships are critical national assets. Directly or indirectly, everything we do must be in the name of servicing those warships and delivering them on time, every time. After all, we don’t work on ferries and cruise ships here, we work on warships. NSS-SY aims to rectify or remedy the way we fix and improve ships. At America’s Shipyard, we lead the charge in meeting this number one priority. While thirty years removed from the Cold War, and twenty years since the September 11th terrorist attacks, we face very concerning global threats. The reality is, we have adversaries who wish us ill.

We have navies working to become stronger and more capable than ours. Our country is in the midst of a Strategic Competition with China and Russia, and the United States Navy is at the center of upholding national security and maintaining international stability. In serving Norfolk Naval Shipyard, we effectively serve our families, our community, our Navy and our Nation.

Thanks for doing your part in implementing NSS-SY into our daily work, and all you do as a critical member of our ONE TEAM comprising America’s Shipyard! #wegotthis

Capt. Dianna Wolfson Commander, Norfolk Naval Shipyard

Norfolk Naval Shipyard welcomes its new Command Master Chief, CMDCM Brent Blalock.

Welcome Aboard: NNSY’s New Command Master Chief

BY JASON SCARBOROUGH • PUBLIC AFFAIRS SPECIALIST PHOTO BY DANNY DEANGELIS• NNSY PHOTOGRAPHER Bringing new energy, a fresh set of eyes, and a willingness to work with personnel at all levels to accomplish the mission are just a few of the characteristics that Norfolk Naval Shipyard’s new Command Master Chief (CMDCM) Brent Blalock brings to the table. He is prepared to work hard while holding himself and others accountable.

CMDCM Blalock hails from Fort Gaines, Ga. where he enlisted in the U.S. Navy in November 1999 and completed both Recruit Training and Electricians’ Mate “A” School at Naval Training Center Great Lakes. Upon graduation, he reported to his first ship in July 2000.

“I joined the Navy right out of high school because I knew college wasn’t for me at the time

and I really wanted to escape my small south Georgia town,“ said Blalock. Since enlisting, Blalock has had many sea duty assignments, serving on USS Shreveport (LPD 12), USS Blue Ridge (LCC 19), USS Philippine Sea (CG 58) and USS John Paul Jones (DDG 53). Blalock served as the Command Master Chief on both USS Hopper (DDG 70) and USS Oak Hill (LSD 51). He has seen multiple deployments throughout the Indian Ocean, Arabian Gulf, Mediterranean Sea, Black Sea, Red Sea, Philippine Sea, South China Sea, and Sea of Japan with operations and port visits in both the Northern and Southern Hemispheres.

Blalock is a father to three sons and has been married to his high school sweetheart for 20 years. When he is not supporting his family or

serving his country, Blalock loves to play golf, explore new breweries, smoke various meats and enjoy football.

Growing up in a small town in southern Georgia, Blalock’s grandfather owned a hog farm and throughout his elementary and middle school years, he participated in prize pig competitions. When Blalock reached high school, he became obsessed with hiphop music, driving his low rider truck and installing speaker systems in his friends’ cars on the weekends. Blalock said, “I feel my southern country roots have led me to become the person I am today and I look forward to serving as NNSY’s Command Master Chief.”

One of the goals Blalock has serving as NNSY’s Command Master Chief is to leave the shipyard better than when he found it and to inspire others to do the same.

Ready for the challenges ahead, Blalock stated, “NNSY is a very large command with a lot of moving parts. We have the tremendous responsibility of getting ships repaired on-time and getting them back to the Fleet. In order to meet this goal, we need to foster a climate of mutual respect, clear communication and a collaborative spirit between our Sailors and our civilian counterparts. We have to embrace new ways of doing things and not rely on the way things have always been done. Keep it simple when we can; if we overcomplicate things it will make us less efficient and less successful.”

OUR STRATEGIC FRA

INFRASTRUCTURE

FOCUSED ON THE FUTURE: WHAT IS FLANK SPEED?

Editor’s Note: Norfolk Naval Shipyard’s Strategic Framework is a tool to communicate the shipyard’s mission and vision statements, and shows how initiatives executed across the command tie together with why NNSY exists—to deliver warships. In order to bridge the gap between mission and vision, NNSY has identified four critical focus areas—our pillars. These pillars are the highest priority strategic focus areas we must urgently work to improve. They are Infrastructure; Dependable Mission Delivery; People Development; and Process Improvement and Innovation.

Flank Speed is the Navy’s new cloud network environment and provides a permanent, single enterprise Microsoft 365 (M365) solution for Modern Operations. Flank Speed was built on the lessons learned from operating in the pandemic-induced Commercial Virtual Remote (CVR) environment as well as the Navy’s current (NMCI O365) deployment of services. Flank Speed features an increased security posture and ultimately will deliver an expanded, improved, and more seamless user experience to support a more productive Navy workforce.

The global COVID-19 pandemic required a fundamental shift in the ways that teams operated. As the Navy responded to the challenge with CVR, many feared a devastating impact to productivity and mission effectiveness, but quite the opposite happened: The Navy thrived in this environment and many reported improvements to their workflows and operations.

While the pandemic has delivered massive disruptions, we have learned that there are many benefits from blending the digital and physical worlds into a hybrid, modern work environment.

Flank Speed is a huge step in future-proofing the Navy. The timing is critical because in many ways, the future operating environment – an arena with great power competition, highly complex threats, and constantly contested spectrums across multiple domains – is here today. To compete and prevail in this environment requires Joint All-Domain Command and Control, robust human & machine teaming, and intelligent systems to process data generated in real time. To achieve these new advantages, we will all be required to work differently. This is what Flank Speed

6 • SERVICE TO THE FLEET • SEPTEMBER 2021

thinks of as Modern Operations, and they are at the center of this new way of working.

The reactive adoption of CVR has already prepared the Navy to lead in the transition to Modern Operations and Flank Speed fundamentally provides critical capabilities, such as the power of the Cloud to deliver rapid access to data, continuity of information, and connection with people. In addition, the M365 suite provides a wide assortment of products that enhance decision making, productivity, and communications built on an improved security posture with Zero Trust principles.

Flank Speed will catalyze productivity across all elements of the Department of the Navy, each with an important role to play within the Modern Operations environment. For operational units, it provides mobile, global command and control. For acquisitions professionals, it enables deeper analytics and business intelligence tools to build smarter, faster pipelines to deliver systems. For the advanced development community, it provides mechanisms to perform rapid concept development and continuous delivery. For the training community, it sets the foundation for flexible, immersive solutions to sharpen the critical skills needed in the Modern Operations environment.

And for all, it creates ways to achieve meaningful connections between people from any device, any time, and anywhere.

For more information on Flank Speed and to find “How to Guides” please visit: https://flankspeed. sharepoint-mil.us/sites/Flank_Speed_Hub/SitePages/ How-to-Guides-Page.aspx

AMEWORK PILLARS ASSESSING NORFOLK NAVAL SHIPYARD’S FUNCTIONS TO STRENGTHEN RESOURCES FOR CHIEF OF NAVAL OPERATIONS AVAILABILITIES

DEPENDABLE MISSION DELIVERY

BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST Editor’s Note: Norfolk Naval Shipyard’s Strategic Framework is a tool to communicate the shipyard’s mission and vision statements, and shows how initiatives executed across the command tie together with why NNSY exists—to deliver warships. In order to bridge the gap between mission and vision, NNSY has identified four critical focus areas—our pillars. These pillars are the highest priority strategic focus areas we must urgently work to improve. They are Infrastructure; Dependable Mission Delivery; People Development; and Process Improvement and Innovation.

The NNSY Mission Pillar Team’s (MPT) priorities were identified to help improve the shipyard’s dependable mission delivery. These focus areas are: reduce overhead, optimize Direct Support Services (DSS), increase production efficiency, and inventory other direct work.

NNSY provides services to the Fleet and to other government agencies that do not directly correlate with Chief of Naval Operations (CNO) availability projects.

Taking a closer look at those services, the Business and Strategic Planning Office (Code 1200) headed up a capabilities team that consisted of one person from each department.

“We created a process that would look to divest any non-core mission capabilities,” said Code 1200 Strategic Planning Branch Head Christi Claar. “It was vital that each department had a representative on the capabilities team because each department's mission intermingles with one another, even if they are unaware it does.

Open communication would keep any department from feeling blindsided.”

Divesting a capability is turning a service the shipyard provides over to another agency, whether it be government or commercial. It is a challenging process that the shipyard does not take lightly.

“Divesting a capability will help narrow our focus to the waterfront, the CNO availabilities,” said Business and Strategic Planning Officer Cmdr. Lawrence Brandon. “However, this is where it gets tricky. If we give up a capability, then we are giving up the resources and funding for that capability as well. So we have to keep asking ourselves if this is the right course of action or not.”

With the assistance of Naval Sea Systems Command (NAVSEA) and NNSY’s leadership, a list was generated of non-core mission work. The capabilities team is tackling three items at a time, researching and investigating each one, to develop a recommended plan for the Department Head Group (DHG) to decide if divesting any particular capability is the correct course of action or not.

“We sent members of the capabilities team to areas like the life raft shop and the diesel shop to talk to them to find out everything they do,” said Brandon. “Those members will then provide the information they gathered to the team to see how divesting them would affect each department and the shipyard as a whole.”

The process that was created is not only for divesting capabilities, but it can be used for adding capabilities as well. “It helps us to take a look at the future and help determine what capabilities we will need down the road that we don’t have now,” said Claar. “The Columbiaclass submarines and the Ford-class aircraft carriers are two prime examples. With new class vessels come new requirements that the shipyard never had to do before.”

In November, this process will be evaluated. “We will have the metrics needed to make sure we continue do this long term,” said Claar. “This should be a strategic effort, so we want to make sure we do this for long term.”

Any decisions on if a capability will be divested or not is still some time away. Brandon said, “We have the right people in the right places to make the decisions that need to be made to ensure America’s Shipyard continues to strive for excellence as its ultimate goal - delivering on time, every time, everywhere to protect America.”

SEPTEMBER 2021 • SERVICE TO THE FLEET • 7

PEOPLE DEVELOPMENT

OUR STRATEGIC FRA Norfolk Naval Shipyard’s (NNSY) mascot, Yardbird Sam with STARBASE Victory students.

BUILDING THE BENCH: NNSY STEM-ERG, OUTREACH PROGRAM, AND PEOPLE DEVELOPMENT PILLAR TEAM WORK WITH STARBASE CAMPS TO FOSTER A LOVE OF STEM

BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTO BY TONY ANDERSON • NNSY PHOTOGRAPHER Editor’s Note: Norfolk Naval Shipyard’s Strategic Framework is a tool to communicate the shipyard’s mission and vision statements, and shows how initiatives executed across the command tie together with why NNSY exists— to deliver warships. In order to bridge the gap between mission and vision, NNSY has identified four critical focus areas—our pillars. These pillars are the highest priority strategic focus areas we must urgently work to improve. They are Infrastructure; Dependable Mission Delivery; People Development; and Process Improvement and Innovation.

STARBASE Victory is an innovative pathway program for fourth through seventh graders in Portsmouth Public Schools that teaches the students about Science, Technology, Engineering, and Mathematics (STEM).

Together, NNSY’s Outreach Manager Valerie Fulwood and the shipyard’s STEM Employee Resource Group (STEM-ERG) support the program in many ways including with volunteers. “NNSY employees volunteer and talk about the shipyard telling the students how they got there and what their position is,” said STEM-ERG President Erica Miranda.

While the shipyard has supported STARBASE Victory for years, this year NNSY’s People Development Pillar team worked to align the STEM-ERG to the program.

This action was in direct support of the pillar’s first focus area: “select the best candidates.” The People Development Pillar Team Lead and Shipyard Executive Director Fred McKenna toured the camp with Miranda and saw NNSY volunteers in action.

There were five different camps this summer for rising fourth through seventh graders. “LEGO WeDo Robotics Camp” was for rising fourth graders with campers exploring robot design and programming as they created robotic critters and investigated simple machines. “CODE TREKKERS” was open to rising fifth grade students. In

8 • SERVICE TO THE FLEET • SEPTEMBER 2021

the program, students decoded secret messages around Olde Towne Portsmouth using GPS units with the goal to find their agent. “Eco-Cadets” was open to rising sixth graders who engaged in a variety of ecological activities including testing water quality and creating environmental art. The rising sixth graders briefed the city of Portsmouth on suggestions to improve the environment based on their findings. “Drone Squad” was a two-week long camp open to rising seventh graders. The campers learned about the latest Mars mission as they launched rockets, flew drones, and learned Spheros coding. Finally, “PPScodings” was open to rising fifth through seventh graders. The coders used code.org, Spheros, and littleBits to learn the basics of coding, develop student-made computer programs, and explore career opportunities in computer science.

Along with meeting volunteers from America’s Shipyard, the campers even got a visit from NNSY’s mascot – Yardbird Sam! The skills the STARBASE students learn today could help to protect the nation in the future. Miranda said, “The goal of NNSY’s involvement is to continuously maintain a working relationship with STARBASE and help push their mission of keeping STEM alive as well as ensuring our future workforce for the shipyard.”

AMEWORK PILLARS PROCESS IMPROVEMENT AND INNOVATION

STEPPING UP TO THE PLATE: NNSY COLD SPRAY TEAM PERFORMS EMERGENT REPAIR FOR PSNS & IMF IN RECORD TIME

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER

Editor’s Note: Norfolk Naval Shipyard’s Strategic Framework is a tool to communicate the shipyard’s mission and vision statements, and shows how initiatives executed across the command tie together with why NNSY exists—to deliver warships. In order to bridge the gap between mission and vision, NNSY has identified four critical focus areas—our pillars. These pillars are the highest priority strategic focus areas we must urgently work to improve. They are Infrastructure; Dependable Mission Delivery; People Development; and Process Improvement and Innovation.

Norfolk Naval Shipyard’s (NNSY) Cold Spray Team was recently called upon to assist Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS & IMF) with an emergent repair for the USS Seawolf (SSN 21) availability. A hydraulic actuator was in need of repair and required a quick turnaround to support the vessel’s schedule. Without the ability to perform a traditional repair method in the required timeline, PSNS & IMF turned to NNSY’s Cold Spray Team for help.

“Without the facilities established to perform the repair themselves, Puget reached out to us as well as the vendor to see what worked best. In order to avoid fully contracting the work out, we jumped at the chance to assist in performing the cold spray repair,” said Mechanical Group’s (Code 930) Inside Machine Shop (Shop 31) Cold Spray Supervisor Jim Wiseman.

“We began to look into the challenges that would come along with the job and prepared for the actuator’s arrival, determining how we would be able to mask the part to ensure we were able to cold spray the areas needed without spraying the areas it didn’t.”

The location on the actuator that needed to be repaired presented challenges to the NNSY team as they devised a plan to mask a series of interconnected bores to protect them during the cold spray process. PSNS & IMF sent the drawings of the part in question ahead of time allowing the team a head start on the repair process while the actual component was shipped.

“Our biggest hurdle was planning out everything before the actual actuator arrived. We were able to utilize the help of Nuclear Continuous Training Development (CTD) Coordinator Kyle Cooper and the provided drawings to develop a 3-D printed mockup of the part before it arrived at the shipyard,” said Computer Integrated Manufacturing Technician Sean Schuffert.

“We were then able to practice cold spray on the mockup, trying different techniques until we came up with the best way to conduct the repair efficiently.” The

3-D printed mockup allowed for the cold spray team to start the process of programming the robot as well as develop a masking strategy while a metal mockup was being fabricated.

Cold Spray Machinist Tim Holland added, “We were also using a brand new turntable within the cold spray booth for the repair so having the mockup truly helped us save time and ensured we got the job done right the first time to best serve PSNS & IMF with what they needed.”

With using these innovative technologies to repair the actuator, the NNSY Cold Spray Team was able to complete the job in two weeks, a new record for the team whose previous average was four weeks to develop the repair procedure and execute the repair. In addition, during the repair, PSNS & IMF discovered another actuator from the Seawolf in need of the same repair.

NNSY was able to conduct this second repair one week after the previous repair was completed. With these repairs in place, PSNS & IMF was able to complete the availability.

“This was a win for the team and NNSY as a whole, utilizing multiple innovative technologies to get the job done so we can service the Fleet,” said Submarine and Piping Mechanical (Code 265) Branch Head and NNSY Cold Spray Lead Dan Stanley. “The team met the challenges head on and developed solutions to ensure we could deliver the components back to the customer as quickly as possible. The NNSY Cold Spray Team will leverage the lessons learned from this fast paced repair execution towards future cold spray repairs.”

Holland said, “At the end of the day we’re all in this together. Whenever our shipyard brothers and sisters need help, we’re going to be the first ones to step up and help out. We’re always ready to assist, no matter the job.”

SEPTEMBER 2021 • SERVICE TO THE FLEET • 9

A Clock Cannot Function without Its ‘COGs’: NNSY's Culture Change Team’s Cognizant Persons and Representatives

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY NNSY PHOTOGRAPHERS Norfolk Naval Shipyard’s (NNSY) Culture Change Team (CCT) is working toward helping America’s Shipyard change any improper behaviors of the workforce, eliminating discrimination, and encouraging the values of Care, Ownership, Respect, and Excellence (C.O.R.E.) through training, peer-to-peer accountability, and focus group feedback. The team currently has three full-time members leading the charge in these efforts; however, NNSY is a large workplace and the need to span every corner in its reach for mainstreaming culture requires assistance.

“We as CCT leads can’t be in every department at once and don’t get to see the day-to-day operations within our shipyard,” said CCT Co-Lead Carlynn Lucas. “So we established our CCT liaisons, known as cognizant persons (COGs) and CCT representatives, who support our employees directly within their shops and codes. They are the voice of the extended CCT.” COGs are GS-12 to GS-14 representatives who stay abreast of issues within their teams and provide assistance for departmental action. It is their responsibility to remove any roadblocks within the department for CCT representatives as they assist the team.

Shop 56 Non-Nuclear Submarine Director Chris Gallihugh of the The Piping and Insulation Department (Code 960) is the COG for his respective department, doing his part to assist the CCT in its efforts in culture change. As the COG and the director, Gallihugh spends time on the deckplate with the mechanics as well as in the support codes, engaging and assisting workers where he can. He wants to foster a workplace for NNSY to work as a team, learning and growing together. He says a big part of that is building relationships and trust with those around you.

“NNSY is a great place to work; however, over time we have built up divides across our workforce, between mechanics and managers, production and engineering, etc. We have to break those walls down and look for ways to help change the mindset of ‘good enough for government work’ to something more like ‘I’m proud of what I did today,’” said Gallihugh. “One way to accomplish this is to help empower our employees. As a supervisor, I did my best to stay away from statements like ‘you need to do it this way.’ Instead, I would say things like, ‘what do YOU think we should do? What have you tried? What can I do to help you?’ There is inherently some risk

involved with asking those questions and allowing the mechanics to come to solutions, but by doing so, it helps instill that sense of pride and allows for growth. I take the same approach as a director. We have smart, ambitious, and truly capable folks here - we just need to allow them to grow.”

CCT representatives are individuals who are there for their fellow coworkers, participating in the CCT extended team meetings and supporting initiatives such as the Empowerment Series, Capstone Project, and Collaborator Program. They have discussions within their department, speaking with individuals regarding the culture within their spaces and providing feedback on how to improve it.

They also meet monthly with their department heads and/or COGs to provide those candid culture conversations and feedback.

Electrical Electronics Shop (Code 950) Advanced Platform Manager Jenna Plumblee is the CCT representative for her respective department. In addition to supporting the Empowerment Series and Collaborator Program initiatives, she’s also assisted the CCT, and the shipyard, with leading management inquiries which included conducting interviews with personnel in an effort to assess the culture within a department.

“I felt that the biggest impact made during my time as a CCT representative has been during the management inquiries. I’ve found that people are looking for a way to be heard and this gives them an opportunity to voice their concerns,” she said. “It also gives the CCT an opportunity to take that information and feed it back to management in an effort to help them improve. It is a win/win for all those involved.”

Plumblee is passionate about improving the culture at NNSY and is ready to assist where she can. “I think it’s important to always be looking for ways we can do things better, including improving our culture,” she said. “There are so many ways people can make a difference, even just within their department. It doesn’t often have to be anything major, just a small act of kindness or consideration can have a domino effect within a small group that can spread to affect others.”

For more information or to learn how you can join the CCT efforts, email NNSY_CultureChangeTeam@navy.mil.

CCT COGS AND REPRESENTATIVES Code 100PI • COG – Mike Perkins, 943-8665 • Rep - Pat Davis, 396-7883 Code 100CE • COG – Chase Goodwin, 396-3855 • Rep– Kristin Wyatt, 396-2239 Code 105 • COG – Justin Vaught, 793-8248 • Rep– Jacquelyn Singletary, 7762485 Code 106 • COG – Matt Peppers, 617-7156 • Rep– Suzanne Copenhaver, 6817162 Code 109 • COG – Becky Yates, 396-8906 • Rep– Kalvin Alston, 396-0947 Code 130 • COG – Nicholas Boyle, 650-6030 • Rep– Javeus Ramsey, 396-7347 Code 200 • COG – Clyde Lacewell, 396-7011 • Rep– Maria de Sande, 396-2111; Glenda Wilson, 651-5233 Code 300 • COG – Jed Sweigart, 967-5275 • Rep– Littleton Hurst III, 580-0896 Code 300N • COG/Rep– Christopher Heine, 2971062 Code 400 • COG – Brad Crosby, 298-0455 • Rep– Ed Stolle, 708-3159

Code 500 • COG – Bruce Chapman, 396-2615 • Rep– Carol Heart, 636-8926 Code 600 • COG – Susan Wood, 396-2321 • Rep– Anthony Knoch, 396-3104 Code 700 • COG – Abimbola Osindero, 9124976 • Rep– Lateisha Robinson, 793-5817 Code 800 • POC – John Hicks, 396-0517 Tenant Command • POC – Matthew Yacobellis, 3963803 Code 900 A/B • COG/Rep– Jason Smith, 636-5771 Code 900F • COG/Rep– Jason Smith, 636-5771 Code 900T • COG – Myron Evans, 778-5436 • Rep– Michael Richards, 967-5240 Code 920 • COG – William Stubbs, 636-5833 • Rep– Lashaunta Pugh, 636-5828 Code 930 • COG – John Rowe, 396-3486 • Rep – Desiree Manley, 650-1780 Code 950 • COG – George Baker, 636-4686 • Rep – Jenna Plumblee, 323-0209 Code 960 • COG– Christopher Gallihugh, 7382176 • Rep – Robert “Evan” Gardner, 7018131

Code 970 • COG/Rep– Iris Wright, 396-3002 Code 980 • COG/Rep– Matt Diggs, 636-3562 Code 990 • COG – Donnie Harrington, 3774826 • Rep– Shaysha Banks, 532-3740 Code 1100 • COG – Khiari Tyler, 636-3506 • Rep– Dorassa Fields, 396-3672 Code 1200 • COG/Rep– Lashanna Williams, 396-1485 Code 1200N • COG/Rep– Cheryl Wilson-Bonner, 701-4305 Code 1400 • COG/Rep– Robert Conover, (215) 581-1360 Code 1500 • POC– Toya Wyche, (202) 7810504 Code 2300 • COG – Shakunda Edmonds, 4065026 • Rep – David Kolakowski, 396-8634 Branch Medical • POC – CDR Scott Welch, 953-6467 SurgeMain • COG – LCDR Emmanuel Sayoc, 353-1941

USS Toledo’s Engineered Overhaul at NNSY implements NSS-SY improvements

BY MICHAEL BRAYSHAW • DEPUTY PUBLIC AFFAIRS OFFICER PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER Effectively managing the volume of work.

Ensuring accountability with the project plan. Fixing or elevating any issues to support nonstop execution of work.

These are among the advantages of the Naval Sustainment Systems—Shipyard (NSS-SY) program, a partnership of onsite contractors specializing in business processes, and dedicated shipyard personnel, collaborating to bring innovation to the deckplates and remove any obstacles in work execution. USS Toledo (SSN 769) is now the next submarine overhaul at Norfolk Naval Shipyard (NNSY) to implement NSS-SY improvements. Toledo has been undergoing an extensive Engineered Overhaul since arriving at NNSY in Jan. 2021. Leveraging NSS-SY initiatives comes at an important 12 • SERVICE TO THE FLEET • SEPTEMBER 2021

time as the project team shifted to the more extensive maintenance once the boat entered dry dock in May. “Here at NNSY, we initiated NSS-SY on USS Pasadena (SSN 752),” said Shipyard Commander Captain Dianna Wolfson.

“But NSS-SY isn’t limited to one project, or even one shipyard. It’s being leveraged across all our public shipyards to transform how we conduct maintenance and modernization on our aircraft carriers and submarines. NSSSY improves work execution by streamlining processes, enhancing coordination between work groups and dismantling barriers. It directly supports our shipyard vision to deliver on time, every time, everywhere to protect America.”

Coordinating with NSS-SY

representatives, Toledo project leadership has been establishing a facility to drive communications and issue resolution.

Known as Operations Control Centers, these have been implemented on all NSS-SY pilot projects across the four shipyards. “When a problem occurs on the deckplate that can’t be quickly resolved, mechanics, supervisors and zone managers have a place to take their issues such that a team can get to work on it for them, ranging from material, paper, process, etc.,” said Wolfson. “This allows them to focus on their next assignment for that non-stop execution of work on the deckplates.”

The Toledo team has also been working to provide weekly forecasts of execution work, helping to work through any scheduling

conflicts as they arise. Toledo has dedicated zone managers handling scheduling, while using another zone manager group for work execution on the deckplate. The two groups work in tandem, first with the schedulers establishing the plan, and the deckplate detail driving the jobs to completion. “The key is to set an executable schedule that will drive effectiveness of the whole production system,” said Toledo Project Superintendent Doug Poynter.

Key to effective scheduling is coordinating production shop support for the project.

Improvements being worked in this area include a structured process to integrate welding into lead shop work, such as Outside Machine (Shop 38) or Pipefitter (Shop 56), with welding requests submitted 72 hours

prior to execution. Production shops are also using crew boards to track jobs for Toledo.

With clearly marked information such as job descriptions, locations, responsible persons and start and completion dates, these boards sequence significant shop jobs, ensuring ownership and visibility on any issues preventing timely accomplishment.

For NSS-SY to be successful, and NNSY to reach its vision of delivering on time, every time, Gulledge said it’s key to ensure a mindset across the shipyards that every shift, every job, every hour matters to enable boats like Toledo to meet their completion date commitments. “We have the plan, now how do we make it happen?” she said. “We must fix or elevate any issues as they arise. Is work progressing to plan, if not what’s needed to

get there? It’s about owning and knowing what’s coming down the road, looking out for barriers and potential roadblocks, and removing them to support non-stop execution.”

This article links to: Dependable Mission Delivery Process Improvement and Innovation

SEPTEMBER 2021 • SERVICE TO THE FLEET • 13

14 • SERVICE TO THE FLEET • SEPTEMBER 2021

USS GEORGE H.W. BUSH COMPLETES DRYDOCKING PLANNED INCREMENTAL AVAILABILITY AT NORFOLK NAVAL SHIPYARD

BY NNSY PUBLIC AFFAIRS AND USS GEORGE H.W. BUSH PUBLIC AFFAIRS PHOTO BY TONY ANDERSON • NNSY PHOTOGRAPHER USS George H.W. Bush (CVN 77) departed Aug. 26 for sea trials, marking completion of one of the largest and most complex aircraft carrier availabilities conducted at Norfolk Naval Shipyard (NNSY).

The Drydocking Planned Incremental Availability (DPIA), which began in February 2019, marked Bush’s first time out of the water since 2006. The shipyard workforce contributed 762,500 workdays of the 1.3 million workday availability, with the ship’s crew, Alteration Installation Teams and contractors comprising the rest.

The DPIA included a number of complicated planned efforts including a complete shaft and propeller overhaul, rudder refurbishment, catwalk and tank preservation, and modernization and upgrades to electronic and combat systems, catapults, and hotel services.

“At the beginning of this challenging availability I shared with the project team this would be a marathon event due to the large work package and the length of time it would take to return George H.W. Bush to the Fleet,” said Project Superintendent Jeff Burchett. “At that time, we had no idea what we would face with the COVID-19 pandemic and the additional challenges it brought to the team to overcome such a major obstacle on top of the planned work.

The team stepped up and worked through it.”

The ship’s commanding officer Capt.

Robert “Aggs” Aguilar was complimentary of the collaboration between NNSY and the crew.

“The end of this maintenance period marks the beginning of our team’s ability to execute our primary mission which is to provide combat capability to Fleet and Joint Force commanders whenever and wherever it is needed,” said Aguilar. “We remain grateful for the teamwork with Norfolk Naval Shipyard to get us back to sea. Now

the crew of George Herbert Walker Bush will bring the ship to life and return her to full operational capability.”

NNSY implemented process improvement and innovations in several areas of the availability, including the U.S. Navy’s first organic cold spray repairs at any of the four public shipyards to repair components on Bush. Laser scanning was used to facilitate installation of sponsons onboard, supporting first time quality. Additionally, the shipyard’s special emphasis group developed unique weight handling equipment using electric winches for servicing components while in dry dock.

“The team has been all-in with either fixing or elevating any issues as they occurred, with non-stop execution in mind to ensure USS George H.W. Bush was returned to the Fleet,” said Shipyard Commander Capt.

Dianna Wolfson. “With such an extensive and challenging availability, it took a daily commitment from our team members in delivering technical excellence and skilled craftsmanship on Bush so it could be ready to excel in its mission and demonstrate Freedom at Work.”

The ship will now complete sea trials and multiple certifications before beginning a pre-deployment training cycle.

“It’s been a unique privilege leading the project team of this availability throughout its entire duration at Norfolk Naval Shipyard,” said Burchett. “When starting the project, we adopted a quote from George H.W. Bush himself: ‘This is my mission and I will complete it.’ It’s taken a lot of teamwork and perseverance, on top of working through unexpected challenges, but today we can say the mission is complete and USS George H.W. Bush—and the Navy—is all the better for it.”

This article links to: Dependable Mission Delivery Process Improvement and Innovation SEPTEMBER 2021 • SERVICE TO THE FLEET • 15

NORFOLK NAVAL SHIPYARD SENDS FUTURE MOORED TRAINING SHIP USS SAN FRANCISCO TO CHARLESTON

BY MICHAEL BRAYSHAW • DEPUTY PUBLIC AFFAIRS OFFICER PHOTOS BY BY TONY ANDERSON AND SHELBY WEST • NNSY PHOTOGRAPHERS

LEFT: Norfolk Naval Shipyard's (NNSY) Project Team with Future Moored Training Ship (MTS) USS San Francisco (SSN 711). RIGHT: Future Moored Training Ship (MTS) USS San Francisco's (SSN 711) Ship's Force prior to the ship's departure to Charleston, South Carolina..

Following completion of its conversion work at Norfolk Naval Shipyard (NNSY), the future moored training ship USS San Francisco (SSN 711) was towed down to Charleston, South Carolina Aug. 16.

San Francisco will serve as a modern training platform for Sailors at the Nuclear Power Training Unit (NPTU) in Charleston, joining MTS La Jolla (MTS 701) which completed its conversion at NNSY in November 2019.

Converting San Francisco required separating the hull into three sections, removal and recycling of the center hull section, and adding three new sections. The new hull sections arrived from General Dynamics Electric Boat via barge. NNSY craned hull sections, averaging 700 tons, into the dock and attached them to San Francisco.

The two moored training ship conversions were the closest NNSY has come to new ship construction since the 1950s. Even more extensive than La Jolla, San Francisco’s conversion marks one of the largest submarine projects of any type in the shipyard’s history. In the midst of all the conversion work, there was also the matter of maintenance, including work typical of engineered overhauls NNSY has conducted on other Los Angeles-class submarines.

“Congratulations and thank you to the project team, Ship’s Force and all our partners involved in coming together as One Team to accomplish this massive undertaking,” said Shipyard Commander Captain Dianna Wolfson. “This is a great recognition that our service to the Fleet extends beyond active vessels to include these vital training platforms for preparing the Sailors operating our Nation’s warships for the next several decades.”

“San Francisco’s transformation from an operational fast-attack submarine to a moored training vessel is an investment in the Navy’s future,” said San Francisco Commanding Officer Captain Daniel Caldwell. “It’s remarkable to consider just how many Sailors will become proficient in their duties of fleet operation thanks to the dedicated efforts of everyone who supported San Francisco throughout all phases of conversion planning and execution these past six years.”

Throughout the conversion, the project team leveraged lessons learned from La Jolla on a variety of jobs ranging from piping installation to component outfitting to tank restoration. A challenge in the early goings of converting La Jolla was outfitting a new, empty compartment module at NNSY. As a major project improvement for San Francisco, a plan was developed to have a fully-equipped

module delivered to the shipyard, providing a savings of more than 10,000 mandays.

Innovations supporting the project team included implementing a cold cut hull cut process, installing several hatch enclosures to improve submarine access for both personnel and equipment, pretesting of the diesel generators using temporary systems to expedite final testing, and deploying a new scaffolding system to improve worker safety during the vessel’s 34 months in dry dock. This scaffolding system has since become widely used at NNSY. Once down at Charleston, work on San Francisco will continue into early next year when the conversion is officially completed and the vessel is ready for unrestricted training.

“This project has definitely been a marathon rather than a sprint, but the project team has kept up its endurance as we near the finish line,” said Project Superintendent Charles Brock. “Given the extensive work required, it’s taken a lot of effort and teaming not only within every department in the shipyard but with all nuclearcapable shipyards, both public and private, and all naval nuclear laboratories to get the ship tested and ready for tow. We were excited to see the future MTS 711 head down the river to finish the last of its testing and ultimately fulfill its new mission.”

Last month the shipyard successfully completed an incline experiment for San Francisco, a test performed when significant naval architectural changes are made to vessels. After being moved off the pier, test data determined the vessel’s lightship weight and center of gravity, both critical to stability characteristics and ensuring a safe tow to Charleston.

San Francisco and La Jolla are replacing the former submarines ex-Sam Rayburn (MTS 635) and ex-Daniel Webster (MTS 626), originally commissioned in 1964 and in use as training platforms for the past three decades.

NNSY will be conducting both their inactivations, with Rayburn first in line after arriving to the shipyard in April 2021.

This article links to: Dependable Mission Delivery Process Improvement and Innovation

SEPTEMBER 2021 • SERVICE TO THE FLEET • 17

SHIPYARD SHIPYARD SPOTLIGHT: VICTORIA PENDLETON LEAVING HER MARK ON NNSY HISTORY HER WAY

BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER

Norfolk Naval Shipyard (NNSY) has defended the Nation against many threats in its nearly 254-year history. On their first day at the shipyard, employees take an oath to protect the United States against all enemies, foreign and domestic. 2020 introduced an enemy to the Nation and the shipyard that was unprecedented – COVID-19.

NNSY’s Quality Assurance (QA) Specialist and Instructor Victoria Pendleton stood by the oath she first took in 2011 and rose to the occasion. Pendleton worked relentlessly with reduced support and ever changing conditions to ensure that her team did what was needed for the shipyard to fulfill its mission.

“When so many high risk personnel were out, I organized and worked with the remaining instructors to not only keep everyone up-to-date on their qualifications, but to also get an entire class of new hires and Sailors all through the initial training,” said Pendleton. “This was while working within the very sudden and constantly updating restrictions to gatherings. I’m proud of my teammates who really stepped up and taught 18 • SERVICE TO THE FLEET • SEPTEMBER 2021

in some less than ideal locations in the height of summer.”

Pendleton’s roots at NNSY are deep.

She has family members who have worked for America’s Shipyard for more than four generations. But Pendleton’s journey that eventually led her to the shipyard is unique.

Pendleton has a degree in history and previously worked for the U.S. Department of Agriculture (USDA). Following a reduction in force at USDA, Pendleton sought employment at NNSY. In 2011, she was hired as a Shop 31 Inside Machinist Apprentice. After graduating early with honors, she took a position as a machinist at the Naval Foundry and Propeller Center (NFPC) in Philadelphia. She returned to NNSY in 2016 as a Non-Nuclear Inspection Division (Code 133) Inspector before being promoted to QA Specialist and Instructor in 2019.

In her current role, Pendleton works on lesson plans, coordinates with other code’s training departments, schedules classes, and helps out with training issues. When asked what she enjoys most about her role,

Pendleton said, “I greatly enjoy being able to help people find solutions to problems.

Sometimes it’s a simple fix of updating a record, sometimes it’s a major undertaking that requires communication to different codes.”

Pendleton holds numerous volunteer positions outside of her official role. She has worked with NNSY Command Historian Marcus Robbins on revamping the shipyard’s Heritage Room in Bldg. 1500, volunteered on the committee to plan Family Day, and is involved in the Federal Women’s Program. Recently, she completed NNSY’s QA Department’s (Code 130) Quality Employee Development Program (QEDP). The program was designed to enable “high performing, results-oriented leaders to develop strategic leadership competencies,” according to Code 130 Workforce Development Roy Gilbert.

“Volunteering a little bit of time can not only help you meet new people, but give you some amazing experiences you might not otherwise get,” said Pendleton.

Pendleton’s volunteer work is just one

S

example of her commitment to the NNSY team.

“I love seeing others succeed in their goals and want to do anything I feasibly can to help them be their best selves,” said Pendleton. “Everyone has something they can bring to the table to help complete our mission. NNSY needs all the skills and knowledge that comes from different people with different backgrounds. I don’t believe there is one job in NNSY that doesn’t require each of us to rely on others to meet our individual goals needed for us to succeed in our ONE MISSION.” Her supervisor, Code 133 Branch Head Blake Owney said, “Victoria is a hard worker and exhibits C.O.R.E values in her everyday duties. She is extremely committed to NNSY’s mission and enjoys working with the shipyard historian and other departments for knowledge sharing. Victoria regularly volunteers to take part in shipyard initiatives and drills to further her development as both an outstanding Code 133 instructor and NNSY employee. When not supporting the shipyard, she can be found cosplaying as a galaxy saving Mandalorian. This is ‘her’ way.”

2020 was a year unlike any other and Pendleton was able to make her own mark on NNSY’s long history. When put to the test, Pendleton stood by the words she swore on her first day as a shipyard employee. Her cando attitude and commitment to the shipyard’s mission allowed her to face adversity with resilience and perseverance. “It is important to never give up,” said Pendleton. “I recently heard a line while watching the show Bluey with my daughter that really struck me as something to always remember: ‘we all lose the game sometimes – the important part is that we try again tomorrow.’”

10 THINGS YOU DIDN'T KNOW ABOUT Victoria Pendleton 1. She has been making costumes for 20 years.

2. She grew up riding horses on a small farm.

3. She has dined with several Star Wars actors.

4. She owns four cats and a corn snake.

5. She recently purchased a fixer upper.

6. She is currently learning crossstitch.

7. She calls her two year old daughter "Sunshine".

8. Her family has lived in Hampton Roads for more than 150 years.

9. She met her husband, Mike, at an anime club in 2002.

10. Her favorite color is teal.

SPOTLIGHT

EL GRUPO DE RECURSOS PARA EMPLEADOS DE LA HERENCIA HISPANA DE NNSY DIFUNDE CONCIENCIA CULTURAL

NNSY's Hispanic Heritage Employee Resource Group Spreads Culture Awareness

BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER

Norfolk Naval Shipyard’s (NNSY) Employee Resource Groups (ERG) are here to serve shipyard employees seeking out information that might not be readily available in the workspace. “The ERG groups provide a safe haven or an alternate source for employees to ask questions, and find resources they would otherwise not feel comfortable asking their chain of command,” said Hispanic Heritage ERG’s President Ivonne Jacome.

The Hispanic Heritage ERG has been active in the past by holding events to spread awareness to shipyard employees about Hispanic heritage and its culture.

20 • SERVICE TO THE FLEET • SEPTEMBER 2021

Los Grupos de Recursos para Empleados (ERG) de Naval de Norfolk (NNSY) están aquí para servir a los empleados del astillero que buscan información que podría no estar disponible en el espacio de trabajo. “Los grupos de ERG brindan un refugio seguro o una fuente alternativa para que los empleados hagan preguntas y encuentren recursos con los que de otra manera no se sentirían cómodos preguntando a su cadena de mando”, dijo la presidenta de Hispanic Heritage ERG, Ivonne Jacome.

El ERG de la Herencia Hispana ha estado activo en el pasado mediante la celebración de eventos para concienciar a los empleados de los astilleros sobre la herencia hispana y su cultura.

“Tuve una educación diversa y multicultural, pero no fue hasta que serví en el ejército que me di cuenta de Realmente Cuan grande era una minoria y de la falta de recursos especialmente para las mujeres”, dijo Jacome.

“El Mes de la Herencia Hispana es una oportunidad para compartir nuestra cultura con otras personas que no tuvieron la oportunidad de experimentar en sus vidas antes. Es una oportunidad para romper cualquier estereotipo que la gente pueda tener sobre la comunidad hispana ".

No hubo eventos en 2020 o este año para el mes de la Herencia Hispana, que se celebra del 15 de septiembre al 15 de octubre debido al COVID-19.

“Es posible que no podamos realizar ningún evento este año, pero el ERG todavía está activo tratando de hacer correr la voz a través de las redes sociales, la señalización digital, el Servicio a la Flota, por nombrar algunos”, dijo Jacome. "Además, todavía nos reunimos todos los meses y actualmente estoy en el proceso de configurar una línea de conferencia telefónica".

Si está interesado en obtener más información sobre el ERG de la herencia hispana o en buscar recursos, comuníquese con Ivonne Jacome en Ivonne.e.jacome@ navy.mil.

“I had a diverse and multicultural upbringing, but it wasn’t until I served in the military that I realized how much of a minority I really was and the lack of resources for minorities, especially for women,” said Jacome. “Hispanic Heritage Month is a chance to share our culture with others who didn’t have the opportunity to experience in their lives before. It’s a chance to break any stereotypes that people might have on the Hispanic community.”

There were no events in 2020 or will be this year for Hispanic Heritage month, which runs from Sept. 15 – Oct. 15, due to COVID-19.

“We might not be able to hold any events this year, but the ERG is still active in trying to get the word out though social media, digital signage, Service to the Fleet to name a few,” said Jacome. “Plus we still meet each month and I am currently in the process of getting a conference call line set up.”

If you are interested in finding out more information about the Hispanic Heritage ERG or looking for resources, contact Ivonne Jacome at Ivonne.e.jacome@navy.mil.

Wallace Martin, Norfolk Naval Shipyard’s New Nuclear Program Manager (Code 300N) STORY BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST PHOTO BY DANNY DEANGELIS • NNSY PHOTOGRAPHER Born and raised in Savannah, Ga., Norfolk Naval Shipyard’s (NNSY) recently promoted Nuclear Program Manager (Code 300N) Wallace Martin graduated from Georgia Tech in 1991 with a Bachelor’s degree in Aerospace Engineering. After relocating to Hampton Roads, Martin started a career that has now spanned for 30 years, with plenty of service still yet ahead.

“I started my career in NNSY’s Nuclear Test Engineering Division (Code 2340) where I began in the Shift Testing Engineer (STE) program,” said Martin. “In 1994, I qualified as an STE, where I was the shipyard representative responsible for the safe operation and testing of the propulsion plants during maintenance availabilities.

STEs work closely aboard our naval vessels with Ship’s Force, support codes and production shops.”

For most of the 1990s, Martin was involved with the inactivation of nuclear guided missile Virginia-class cruisers. At the start of the new millennium, he began working on aircraft carrier Planned Incremental Availabilities (PIA) and Docking Planned Incremental Availabilities (DPIA). In 2007, he began serving as the Chief Test Engineer (CTE) on USS Harry S Truman (CVN 75) as part of the core project team for three Chief of Naval Operations (CNO) availabilities. In 2015, Martin was promoted to Project Superintendent for the USS San Francisco (SSN 711) Moored Training Ship (MTS) conversion.

While he still takes pride in the work done on the San Francisco, his proudest moment in his NNSY career came when he served as the Deputy Operations Officer (Code 301) for the shipyard in 2020.

“The shipyard saw some dark days when COVID-19 struck,” said Martin. “With a reduced workforce coming in our gates every day for months and our mission still needing to be met, we came together to share resources across the entire waterfront each day to keep us moving forward on all fronts as a ONE TEAM in pursuit of our ONE MISSION. Despite all of the uncertainty and challenges our people were facing both home and at work, we still did what it took to undock USS George H.W. Bush (CVN 77), undock San Francisco, delivered USS Wyoming (SSBN 742) back to the fleet, and in parallel issued a Resource Constrained Schedule (RCS) overlapping Truman’s Extended Carrier Incremental Availably with the Bush. The shipyard really came together in those days and accomplished things that truthfully amaze me to this day.”

As the nuclear production manager, Martin will oversee nuclear work performed at NNSY; Navy Nuclear Regional Maintenance Department (NRMD) Kings Bay; Georgia, NRMD Norfolk; Naval Support Activity Charleston, South Carolina; and the Kenneth Kesselring Site, Saratoga Springs, New York. His additional

responsibilities include managing on-scene emergency response personnel and training of the nuclear workforce.

“While the technical knowledge in nuclear work I gained during my time in Code 2340 will help me in my new role, my time on the waterfront as a project supervisor gave me experience and understanding of motivations, aspirations, and challenges that all of us as shipyard employees come in contact with every day,” said Martin. “I’ve been there too and now I am excited for the opportunity to continue to build on what we have done so far, such as putting training back in the hands of our production shops and leading the Naval Sustainment Systems Shipyard (NSS-SY) transformation in up-ending the typical business model by putting mechanics at the top of our pyramid that we are all here to support as the ones actually creating value for our customers.”

Martin earned his Master’s degree in Engineering Management using NNSY’s tuition assistance program in 2003. He said that education is not only a great way to better yourself, but also to open doors to great opportunities. “Many of our senior leaders in the shipyard came in as brand new entry-level employees. Opportunities like these are endless at NNSY if you put your mind to do it, work hard, and put the mission before yourself,” said Martin.

Martin said he is both honored and excited to assume his new role at NNSY. He hopes to help NNSY’s ONE TEAM work towards its ONE MISSION of repairing, modernizing, and inactivating the U.S. Navy’s warships and training platforms. “These are important and exciting times for America’s Shipyard and I am glad to be a part of it.”

LEFT: Shipyard Commander Capt. Dianna Wolfson celebrated the Contracting Office’s (Code 400) efforts during its five-year Anniversary Celebration July 26, praising the team for their abilities and the successes.

Five Years Strong and Moving Along: Code 400 Celebrates Anniversary and Honors Team Wins

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER The Norfolk Naval Shipyard (NNSY) Contracting Department (Code 400) celebrated five years strong at America’s Shipyard, bringing the team together July 26 to honor the journey so far, the wins accomplished, and what’s on the horizon continuing forward.

In previous years, contracting at NNSY was awarded through different agencies. It created an environment where leadership had less control over what was being done within the shipyard and it became a need to find a solution and bring contracting into America’s Shipyard in the form of its own department.

In 2011, ideas were shared of the future Code 400 and how it could be established at NNSY. Through assistance from Naval Sea Systems Command (NAVSEA), Code 400 was officially approved in 2015 and stood up in 2016.

“It takes a lot of work to get the vendors, contractors, and resources on the deckplate to support our availabilities and in the past we felt like we didn’t have the control to get what we needed in a timely manner,” said Shipyard Commander Capt. Dianna Wolfson who had seen firsthand the challenges presented for contracting during her time at NNSY as Operations Officer. “Since the establishment of Code 400, we’ve grown into a well-oiled machine and we have our destiny now in our own hands. The abilities this team has in providing for our customers, I know I don’t have to worry about this team because 22 • SERVICE TO THE FLEET • SEPTEMBER 2021

we have the best and brightest in position to get the job done. What you do every day takes skill and knowledge in law, acquisition, and negotiation. I’m so impressed with the abilities of this team to handle the job with a sense of urgency and commitment to ensure we get it done right. I have complete trust and confidence in the team at Code 400.”

Since its first contract was awarded July 26, 2016, Code 400 handles hundreds of contracts a year for the shipyard and continues to grow and adapt with the needs of the U.S. Navy. The team consists of contracting specialists, officers, and leaders who have supported a number of availabilities, including USS Dwight D. Eisenhower (CVN 69), USS Harry S. Truman (CVN 75), USS George H.W. Bush (CVN 77), MTS Daniel Webster (MTS 626), MTS Sam Rayburn (MTS 635), USS Wyoming (SSBN 742), USS Pasadena (SSN 752), USS Albany (SSN 753), USS Toledo (SSN 769), USS New Mexico (SSN 779), USS John Warner (SSN 785), USS Washington (SSN 787), and the USS San Francisco (SSN 711) conversion.

Property Administrator and Plant Clearance Officer Nancy Garsik has been with Code 400 since 2016 and has seen firsthand what the team has achieved since its conception. “I helped us award one or first contracts with the CVN 69 and it was such a huge milestone for us and a huge step in the right direction,” said Garsik. “We were

able to quickly amass the contract and get the resources the shipyard needed to get the job done, all with the assurance from NAVSEA that we could handle the contracts in place.

We’ve continued to grow and succeed from there, working as a team in order to support the needs of NNSY. We all take immense pride in what we do and I am so thankful to be part of Code 400.”

“One of the biggest wins for us on the execution side was securing the Indefinite Delivery, Indefinite Quality (IDIQ) contract for Submarine Preservations, taking ownership of the contracts from MARMAC so that they could be handled in-house,” said Code 441 Branch Head Lee Wallace whose division covers submarines, nuclear execution, and barge contracts.

“This contract and others are awarded due to our team developing relationships with our teaming partners and bringing them into the fold, establishing those connections so that we are as a team can continue to grow and support each other. It also takes a lot of coordination between codes and project teams, relying on communication to ensure we’re getting what the shipyard needs when it needs it. We’re all in this together – ONE TEAM serving ONE MISSION.” Contract Specialist Caleb Profitt is one of the newer faces of Code 400, with ten months under his belt in the position.

However, he feels that same pride and determination to come to the shipyard every

day and provide his best. “When you take a step back and look at the bigger picture for the job you do each day, you see what role you play in servicing for the fleet. For example, one of the contracts we deal with is securing cranes for the shipyard. As you come to work every day, you see firsthand the cranes on the horizon, working to service our Navy’s vessels. Without us, our workforce wouldn’t have the tools they need to get the job done. And if our workforce isn’t well-fitted to complete the job, we wouldn’t be able to get our Sailors back to the fleet to serve their mission. We all have a part to play in protecting America.”

Now five years strong with NNSY, Code 400 is looking towards the future, ready to face whatever challenges are ahead.

“It was a long road to get us to where we are today,” said Code 400 Chief of Contracting Brad Crosby. “We have a wealth of talented individuals who work hard each day to provide their support in servicing our fleet, procuring contracts and ensuring our workforce has the resources they need to get the job done. I couldn’t be prouder of our team and look forward to what’s ahead.”

This article links to: Dependable Mission Delivery Process Improvement and Innovation

FROM TOP TO BOTTOM: Code 400 Chief of Contracting Brad

Crosby led the celebration during the Contracting Officer Five Year Anniversary July 26; NNSY’s Nuclear Engineering and Planning Manager (NEPM) Jeremy Largey addresses the Contracting Office (Code 400) team, sharing his thoughts on the shipyard’s need for teamwork and comradery.

SEPTEMBER 2021 • SERVICE TO THE FLEET • 23

Members of the Navy Region Mid-Atlantic Fire and Emergency Services at Norfolk Naval Shipyard (NNSY) raise the 9/11 memorial artwork called “Divinity Among Heroes.”

DIVINITY AMONG HEROES: A SURGE MAINTENANCE SAILOR’S 9/11 MEMORIAL TRIBUTE STORY AND PHOTOS BY JASON SCARBOROUGH • PUBLIC AFFAIRS SPECIALIST The events of September 11, 2001 brought out the fundamental humanity of so many people. The desire for human connection and shared grief had perfect strangers drawn to one another. On the days following 9/11, as it became commonly known, it was discovered how much people can care about one another. Americans reached out in heroic ways to assist those in distress.

Differences were replaced with commonality.

The fabric of unity and faith united not just a Nation, but much of the whole world.

This mindset is what drove Norfolk Naval Shipyard (NNSY) reservist Machinist Mate Chief Petty Officer (MMC) Joseph Pisano in creating a 9/11 memorial tribute piece and commemorating the 20th anniversary.

MMC Pisano’s goal was that his artwork would provide a reminder of that unity, faith and resolve in America following the events of Sept. 11, 2001.

U.S. Navy Reservist MMC Pisano was recalled to active duty in July 2020 to support USS Bonhomme Richard’s (LHD-6) post24 • SERVICE TO THE FLEET • SEPTEMBER 2021

fire recovery efforts. Upon completion of his duties, he volunteered to support NNSY’s Surge Maintenance (SurgeMain) team providing relief during the pandemic and was mobilized from San Diego, California in December 2020. Upon Pisano’s arrival to NNSY, he became the medical liaison point of contact and demobilization medical team lead where he tracked more than 400 Reserve Sailors mobilized on short-notice orders.

Pisano stated, “Medical readiness has been my focus at NNSY, as well as demobilizing 400 plus Sailors. Since mobilization for SurgeMain has been a new frontier, so has the medical mobilization aspect, accommodating Sailors with their medical needs and helping to fulfill their medical requirements.”

Due to the restrictive parameters on social activities, along with travel restrictions for military personnel during the pandemic, Pisano began following his passion, creating unique artwork, to occupy his time outside of work. In March 2021 he began creating a 9/11 memorial tribute piece that he calls

“Divinity Among Heroes.”

This tribute was created with iconic imagery in mind. The idea for a portion of the piece was taken from the images of the American flag draped over the Pentagon after the attack, the World Trade Center’s Twin Towers standing tall with the iconic 360-foot antennae, and the historic photo of New York City firefighters raising the U.S. flag, reminiscent of the Marines raising the flag atop Mount Suribachi during the Battle of Iwo Jima in World War II. The base of the piece evolved into a simulated fire truck with hose panels and gauges. The bumper portion of the firetruck is composed of donated license plates that represent those lost on Sept. 11. The final piece is the cross, hovering above the iconic firefighters, symbolizing the cross of steel beams found among the debris of the World Trade Center site.

“The dimensions, in my mind, needed to be big enough to grab the attention of the audience - the Twin Towers stand at 10 feet in height, the flag is nine feet in length

LEFT: In the Navy Region Mid-Atlantic Fire and Emergency Services firehouse aboard Norfolk Naval Shipyard (NNSY) the “Divinity Among Heroes” memorial artwork stands in an ambulance bay.

ABOVE: Members of the Navy Region Mid-Atlantic Fire and Emergency Services.

BELOW: Machinist Mate Chief Petty Officer (MMC) Joseph Pisano stands by his creation of the 9/11 memorial tribute piece called “Divinity Among Heroes.”

and the entire piece is four feet wide by 12 feet in height. To date, this is my most ambitious project in terms of size. The size factor is meant to be the first ‘wow’ factor.

The second ‘wow’ factor being the medium of choice,” said Pisano.

Pisano’s top priority, and an initial challenge in creating the piece, was ensuring the art would ultimately be uplifting. He knew the medium would have to quickly allow the audience to identify the image, yet once close enough to see, would challenge the viewer’s perspective and imagination. The medium is designed to draw the audience into the piece and make it interactive. The piece is made up of more than 30,000 drywall and trim screws that were donated by a local machine shop.

The towers are constructed of approximately 26,000 drywall screws. The drywall screws, with the larger surface area of the two screws, make up the towers. The trim screws, with the smaller surface area, make up the iconic firefighter image, which consists of another 4,000 trim screws and topped with real ashes.

Fittingly, the firefighters of NNSY installed the initial first screw of the North Tower, first screw of South Tower and first screw of the firefighter image.

The flag is comprised of 2,978 one inch wooden blocks. When researching, Pisano

discovered 2,977 persons perished from the Sept. 11 attacks. The additional block is for the only K9, Sirius, killed in the attack. The names of all victims are handwritten on each block, with one victim’s name per block, unless the victim was pregnant. In that case, ‘unborn’ is written with the pregnant women’s name.

The base of the piece, a simulated fire truck, is constructed of authentic gauges, cranks, handles, hoses, chevrons, and plates from a decommissioned fire truck. There is a subtle symbolic aspect to the piece, with the three gauges: top, middle and bottom. The top gauge is set at 343+1, middle gauge set at 60 and the bottom gauge is set at eight, indicative of the 412 First Responders lost that day. The cross, fabricated out of clear acrylic to symbolize the two I-beams that were fused together from the heat of the fires at the World Trade Center site that formed a cross. Lastly, a silver bell, mounted above a board of firefighter patches, is positioned behind the piece for ceremonial use if required.

Having served in the U.S. Navy Reserves for more than 21 years, MMC Pisano is committed to the service of our Nation.

While serving at NNSY as a medical liaison during the pandemic, Pisano made the most

of his free time. He successfully embarked on an artistic journey in hopes that his artwork would unite people, remind others of the faith in humanity following the attacks, and provide another outlet to heal from the losses that occurred 20 years ago on September 11th. These hopes are examples of his passion, vision and commitment to the service to his country. Pisano stated, “My top priority while activated was to serve NNSY; my top priority and initial challenge for 9/11 piece was creating an image that would not open wounds or deepen the wounds already struggling to heal. I am very pleased with how the piece turned out, I feel I accomplished this and to top it all off I created this piece in my hotel room.”

SEPTEMBER 2021 • SERVICE TO THE FLEET • 25

NNSY’S OFF-YARD CARRIERS GROUP CONTINUES TO KEEP NAVY’S LARGEST VESSELS AT SEA

NNSY’s Off-Site Carrier group third year welder appreantice (shop 26) Alexander Petrie, welds on an assembly for the dirty drain system for the USS Harry S Truman (CVN 75).

BY TROY MILLER• PUBLIC AFFAIRS SPECIALIST PHOTOS BY DANNY DEANGELIS • NNSY PHOTOGRAPHER Like cars, aircraft carriers need to have periodic maintenance to keep them running at peak performance. There are also times when they might need some unexpected repair work. For cars we have a multitude of garages and service centers. For aircraft carriers, we have Norfolk Naval Shipyard’s (NNSY) Off-Yard Carriers team comprised of approximately 100 employees.

“Unlike those on-yard at NNSY, the carriers we work on are still active and can be deployed at a moment’s notice,” said Off-Yard Carrier Group Superintendent Chris Comar. “It’s paramount we get the job done on time with high quality in order for the carrier to get back to the Fleet to fulfill the Navy’s mission.”

The group’s fiscal year 2021 record speaks for itself. The team is eight out of eight for projects completed within the timeframe given with windows of opportunities, the time between underway periods, and one for one on time with a Refueling Complex Overhaul (RCOH) for USS John C. Stennis (CVN 74).

Assistant Project Superintendent Stephanie Landreth stated being late is not an option. “We are constantly striving to get the job done ahead of time by asking ourselves ‘how can we infuse more time into our schedule?’” she said.

A window of opportunity is usually three to five weeks in length.

Because of the short window, the group does a lot of preparation beforehand. “Our biggest challenge is time,” said Pipefitter Shop (Shop 56) Work Leader Christopher Steele. “This is why we plan ahead to ensure that we have all the tools and materials needed to complete the job in the allotted time.”

The team has an ever-changing workload depending on what breaks, but the mission never changes: to provide maintenance and repair to deployable and deployed ships. To achieve that mission, the carrier group has the full support of NNSY’s shops and codes including Operations (Code 300), Production Resources Shops (Code 900), Lifting and Handling (700), Engineering and Planning 26 • SERVICE TO THE FLEET • SEPTEMBER 2021

Department and Work Control (Code 200), Work Packaging and Control, and Defense Logistics Agency (DLA). “We all have a different job to perform, but we all have the same mission and this is why it’s important to work together as a team,” said Comar.

Although the group is located at Naval Station Norfolk (NSN), its services have no boundaries. If a carrier is forward deployed and needs maintenance performed, the group will send a fly-away team to the location of the carrier.

“Some of the work is too high-level for Sailors to do while underway,” said Deputy Superintendent Randall Hall. “We send a fly-away team with the skills, tools and experience needed to perform the work so the carrier can continue on with its mission.”

According to Comar, dependable mission delivery is what it’s all about for the off-yard carriers team. “It doesn’t matter if the ship is at NSN, deployed overseas or getting ready to go into NNSY for extended work, we do what needs to be done in order to get ship underway again on time,” said Comar. “Each person here takes pride in what they do, because they know what they do matters to the Sailors, to the Navy and to the country.”

This article links to: Dependable Mission Delivery

Congratulations FMA Scholarship Winners!

Norfolk Naval Shipyard's (NNSY) Federal Manager's Associated awarded its scholarships Aug 12. The scholarships were presented by FMA Chapter 3 Vice President Jeris Smith and FMA Chapter 3 Scholarship Committee Chair Shanna Krauss. Seven scholarships were awarded in total.

Photos by Troy Miller, Public Affairs Specialist

Daisha Elliott

Tory Brown

Daughter of Tywanda Hall (Code 930) Nursing at Norfolk State University

Son of Tanya Brown (Code 361) General Studies at Randolph College

Moneka Skeeter

Paige Dollar

Daughter of Artisha Ballard (Code 900R) Associate of Applied Science, Tidewater Community College

Michelle Endrusick Daughter of Jonathan Echols (Code 100PI.3) Pre-Med at The College of William and Mary

Daughter of Robert Dollar (Code 1581) Virginia Polytechnic Institute and State University

Khiari Tyler Jr. Son of Khiari Tyler Sr. (Code 100PI.3) Mechanical Engineering at Norwich University

Not pictured: Donnie Smith III, son of Donnie Smith Jr. (Code 990).

SEPTEMBER 2021 • SERVICE TO THE FLEET • 27

C-FRAM FRAUD SCHEME AWARENESS SEPTEMBER EDITION: DEFECTIVE PRICING

Contractors inflating their costs in order to increase profits or limit losses.

DOD EXAMPLE Boeing-Owned Drone Maker to pay $25 Million to Settle Allegations That it Used Recycled Parts on Military Projects On January 12, 2021, Insitu, Inc. (a wholly-owned subsidiary of Boeing Defense, Space & Security) agreed to pay $25 million to settle allegations that it violated the False Claims Act by knowingly submitting materially false cost and pricing data for contracts with the U.S. Special Operations Command (USSOCOM) and the Navy to supply and operate Unmanned Aerial Vehicles (UAVs). Between 2009 and 2017, Insitu entered into contracts with the Navy and USSOCOM for the supply and operation of UAVs, also known as drones, at various sites identified in the contracts. The settlement resolves allegations that Insitu knowingly induced the Government to award it these noncompetitively-bid contracts at inflated prices by proposing cost and pricing data for new parts and materials while planning to use less expensive recycled, refurbished, reconditioned, and reconfigured parts to perform the contracts. The settlements resolve allegations filed in a qui tam lawsuit.

The settlement is the product of a joint investigation by the Defense Criminal Investigative Service (DCIS), the Defense Contract Audit Agency (DCAA), and the Department of Justice.

INDICATORS (RED FLAGS) Falsification or alteration of supporting data; Failure to update cost or pricing data when costs or prices have decreased; Failure to correct known system deficiencies.

LEARN MORE TODAY Check out the C-FRAM site on WebCentral under C100CE for more information.

Need to report fraud? Contact the NNSY Hotline today at 757396-7971 or NNSY_IG_HOTLINE@navy.mil.