NNSY CELEBRATES WOMEN'S HISTORY MONTH
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
March 2022
100 YEARS OF U.S. AIRCRAFT CARRIERS STARTED AT NORFOLK NAVAL SHIPYARD! NNSY’S FALL PROTECTION HIGH RISK TEAM MAKES HUGE STRIDES IN ENSURING A SAFE WORKPLACE
Table of Contents
IN THIS ISSUE Features: 3 CAREER COUNSELOR
UPDATES: BENEFITS OF AN INDIVIDUAL DEVELOPMENT PLAN (IDP)
4 FROM THE COMMANDER: NSS-SY: A ONE TEAM EFFORT
5 NNSY’S CONTRACTING
DEPARTMENT LEADS PROCUREMENT PACKAGE TRAINING FOR CUSTOMERS
6 NORFOLK NAVAL
SHIPYARD'S STRATEGIC FRAMEWORK: THE LATEST UPDATES IN INFRASTRUCTURE, DEPENDABLE MISSION DELIVERY, PEOPLE DEVELOPMENT, AND PROCESS IMPROVEMENT AND INNOVATION
8 100 YEARS OF U.S. AIRCRAFT CARRIERS STARTED AT NORFOLK NAVAL SHIPYARD
10 CATCHING YOU BEFORE
THE FALL - NNSY’S FALL PROTECTION HIGH RISK TEAM MAKES HUGE STRIDES IN ENSURING A SAFE WORKPLACE
12 CELEBRATING WOMEN’S HISTORY MONTH AT NORFOLK NAVAL SHIPYARD
PROGRAMS
18 READY SET PULL! NNSY
8
EMPLOYEES JOIN NAVY TEAMS IN ANNUAL PLANE PULL COMPETITION
20 SHIPYARD SPOTLIGHT:
ZOE FINKE – PROJECT SUPPORT PLANNER TO PIERMASTER
22 CELEBRATING AMERICA’S SHIPYARD EMPLOYEES SUPPORTING NAVAL SUSTAINMENT SYSTEM – SHIPYARDS
24 BZ100 AWARDS 28 NORFOLK NAVAL
SHIPYARD WINS TWO ENVIRONMENTAL AWARDS IN 2021
29 OSHE HONOR ROLL 30 NOBODY GETS HURT TODAY: SAFETY FIRST!
31 WAYPOINTS IS COMING TO 18 NNSY
32 CFRAM FRAUD SCHEME
AWARENESS: FALSE STATEMENTS AND CLAIMS
14 ED STOLLE BECOMES
NORFOLK NAVAL SHIPYARD’S CHIEF OF THE CONTRACTING OFFICE
16 NNSY AUDITORS ANSWER THE CALL TO SUPPORT THE CORPORATE SPECIAL EMPHASIS 2 • SERVICE TO THE FLEET • MARCH 2022
20
SHIPYARD COMMANDER Capt. Dianna Wolfson EXECUTIVE OFFICER Capt. Todd Nichols
VOLUME 85 • NUMBER 03
Service to the Fleet
NNSY DISCIPLINARY CORNER
SERVICE TO THE FLEET EDITOR Kristi Britt
During the month of January, the command issued numerous actions. The following are examples and associated behaviors: 4 Suspensions: (non-supervisors) of government property. unauthorized absenses; (supervisor) - failure to carry out supervisory 8 Reprimands: (non-supervisors) responsibilities. excessive unauthorized absences, failure to comply with NNSY 5 Indefinite Suspensions: (nonCOVID-19 mandate; (supervisor) supervisors) failure to meet condition unauthorized leave. of employment. 6 Terminations: (non-supervisors) 8 Removals: (non-supervisors) intoxicants, security violation, excessive - intoxicant violation, excessive unauthorized leave. unauthorized leave; (supervisor) misuse
PUBLIC AFFAIRS STAFF Michael Brayshaw, Troy Miller, Erica Miranda, Barbara Patrick, Jason Scarborough, Curtis Steward
CAREER COUNSELOR UPDATES: BENEFITS OF AN INDIVIDUAL DEVELOPMENT PLAN (IDP)
COMMAND MASTER CHIEF CMDCM Brent Blalock EXECUTIVE DIRECTOR (CODE 1100) Brad Crosby PUBLIC AFFAIRS OFFICER Terri Davis
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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Did you know the IDP benefits both the employee and the organization? The employee benefits by enhancing their knowledge, skills and experiences in their current role and they create a path of long term goals. An IDP breaks development into three distinct areas namely, experience, exposure, and education. The organization benefits by improving employee capabilities, workforce planning, and strategic planning. Competent employee performance, improved morale, and personal job satisfaction result in the organization becoming more effective at meeting the mission. For more information, contact NNSY Career Counselors at NNSY_WFD@navy. mil or visit our Sharepoint site at https://webcentral.nnsy.navy.mil/Departments/C900/ C900CU/WD/SitePages/Home.aspx . We are here to help make this process easy.
MARCH 2022 • SERVICE TO THE FLEET • 3
From the Commander, Capt. Dianna Wolfson: NSS-SY: A ONE TEAM Effort!
In the last several weeks we conducted a significant workforce communication rollout about Naval Sustainment System-Shipyards (NSS-SY) and why it's so important to our future. As a business and process improvement initiative to increase the ontime delivery of submarines and aircraft carriers across all four public shipyards, NSSSY is all about getting better in our business of ship maintenance so we can deliver “on time, every time.” NSS-SY has the full buy-in of Navy leadership and it's using proven practices that were very successful in improving the naval aviation enterprise. Naval Sustainment Systems already helped realize an 80 percent mission capability improvement for F/A-18E/F Super Hornets and EA-18G Growlers. We're seeing the results in our work too that started with NSSSY helping us to deliver USS PASADENA (SSN 752) back to the Fleet last October. Through initiatives like our Operations and Production Control Centers, NSS-SY enables better communications between those doing the work (the supported) and those who help ensure it gets done (the supporting). That way, when problems arise, they can be quickly identified and resolved thanks to improved collaboration and accountability. NSS-SY is working to ensure that our workforce has all the tools, materials and support needed to execute our work with urgency and resolve. It's staggering to consider there can be more than 100,000 individual jobs required to return a ship back to the Fleet. We're not going to deliver on time, every time until we're dependably 4 • SERVICE TO THE FLEET • MARCH 2022
finishing all those individual jobs with urgency and consistency. The work we do is very big and complex, and NSS-SY keeps us centered on the day-to-day discussions and duties needed to ultimately deliver our ships, these critical national assets, so they can be at sea where they belong. Contrary to some concerns I've heard, NSS-SY is not about working harder on the deckplates. NSS-SY is about working smarter in planning, not harder in execution. Because you already work hard. As leaders, both at the NAVSEA level and here at NNSY, we need to center on the big picture, bringing greater consistency and standardization to our business, and being more forwardthinking in seeing potential impacts on our availabilities down the road so we can mitigate them to avoid these impacts bringing us to a halt. NSS-SY helps us do that! In late 2021, NAVSEA deployed a Ready-Willing-Able survey to the shipyards to gauge NSS-SY's progress and if employees were willing to embrace the needed changes. NNSY and the entire corporation received some very revealing feedback, including concerns about our ability to change, a lack of urgency and uncertainty about leadership support. This feedback helped drive many of the discussions we recently had within our work groups addressing NSS-SY. Hopefully, as many of you saw from watching the Vice Chief of Naval Operations video along with our own NNSY video featuring employee testimonials, we have tremendous support of the most senior Navy leadership, and our own teammates involved in NSS-SY are embracing the changes. We'll be sharing more employee perspectives like that with you. Because I don't want you to take my word for it; listen to our own teammates about how this is helping us reach the goal line. Please engage in some self-reflection about your ability to embrace NSS-SY through the lens of readiness, willingness, and ability. When you're ready, you understand the change, how it affects you and why it's important for our organization. When you're willing, you believe the change will be beneficial to our organization and want to make a meaningful contribution. And when you're able, you have the tools,
skills and support necessary to personally bring change. We know change can be difficult, especially in a process-driven and requirement-based business. And I've learned that it's completely okay to be uncomfortable at times, because that is when our biggest learning and growth happens. Given the threats we're facing now with adversaries such as Russia and China, combined with the amount of time our ships are spending in the shipyards, we also know maintaining status quo is a losing proposition. So when asked to do something different, we must be poised and ready for change and give it our best effort, as ONE TEAM in meeting our ONE MISSION. Are you ready? Are you willing? Are you able? Because if we're each capable of change at the individual level, then we're absolutely capable of change at the organizational level. #wegotthis!
Capt. Dianna Wolfson Commander, Norfolk Naval Shipyard
Contracting Department (Code 400) Contracting Specialists Brandi Monroe (left) and Jeremy Weible (right) developed and personally conduct the Procurement Package training once a month at the Dry Dock Club for all interested customers.
NNSY’S CONTRACTING DEPARTMENT LEADS PROCUREMENT PACKAGE TRAINING FOR CUSTOMERS STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST I PHOTOS BY DANNY DEANGELIS • NNSY PHOTOGRAPHER Contracting Department (Code 400) Contracting Specialists Brandi Monroe and Jeremy Weible recently took initiative to address a growing need for Norfolk Naval Shipyard (NNSY) employees when it comes to procurement packages. Procurement packages are developed with contracting to line up requirements to acquire things like equipment, training, supplies, and more. The package helps secure these items, providing a timeline for everything to be carried out and ensure everything falls within the specifications established in that contract. A trend Code 400 personnel noticed is that customers weren't providing the proper forms or information needed when submitting packages, causing delays across the board as specialists worked with the stakeholders to collect everything needed to get started. "We saw the need and jumped at the chance to assist,” said Monroe. “We developed a two-hour training course where we walk our customers through the entire process, going into detail every form required for the package. In addition, we clearly outline expectations with our customers, sharing with them what we need from their end and what they can also expect of us as the specialists working their package. We also share with them what goes on behind the scenes and break down every step from the contract's initial package to its implementation – giving them insight on the full journey.” The training was initially developed and piloted in August 2021 and has since officially launched. The trainings are currently held once a month at the Dry Dock Club at Scott Center Annex and are open to all shipyard personnel who may have a hand in any procurement packages. All attendees receive a packet with everything they would need to put a package together. Since the launch, more than 100 NNSY personnel have attended and already the team can see improvements in the overall process.
"Our customers have been really receptive with the training and appreciative that we take the time to break everything down for them so they understand what to do,” said Monroe. “We want our customers to know that we're there for them every step of the way and want to help them succeed and get the assistance they need. This effort not only helps us provide timely support for our stakeholders but also helps us keep everyone synchronized across the yard and be on the same page when it comes to procurement packages. This will all help us ensure we have everything ready to go and get it turned around as quickly as possible.” She continued, “At America's Shipyard, we are ONE TEAM serving ONE MISSION. We're in this together and this has been a big win for us to ensure we're all on the same page and are able to work as one to get what we need to service our fleet.” Code 450 Division Head Tiffany Trotter added, “On the heels of receiving and facilitating the NSS-SY briefing, and understanding the importance of the concept, within Code 400 we are even more eager to do our part to keep America safe. With every acquisition no matter how big or small it is important that we provide the warfighter and the waterfront warriors with exactly what they need. To do that we must first have an executable procurement package that we can utilize to engage industry for the things that we cannot produce organically. I view it as an obligation to educate NNSY on the procurement process; that's how we become better as a whole. It is important that we all lean forward to support the mission, clearly communicate the needs, and return vessels back to the fleet on-time every time.” To learn more about the procurement package training, email Monroe at brandi.monroe@navy.mil.
MARCH 2022 • SERVICE TO THE FLEET • 5
Norfolk Naval Shipyard's Strategic Framework: The Latest Updates in Infrastructure, Dependable Mission Delivery, People Development, and Process Improvement and Innovation
Editor's Note: Norfolk Naval Shipyard's (NNSY) Strategic Framework is a tool for communicating the shipyard's mission and vision statements. It 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 change agents—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.
Infrastructure In support of the Infrastructure Pillar, the Information Technology (IT) office (Code 109) worked with the Defense Information System Agency (DISA) to bring Enterprise Voice Over Internet Protocol (EVOIP) to Norfolk Naval Shipyard (NNSY). Ultimately, EVOIP is a telephone and instead of it running over the traditional telephone system, it uses the same IT network that supports the shipyard's local area network/legacy computers and adds another telephone capability in case of outages of the existing system. By utilizing the Defense Information System Agency services and the shipyard's local area network (SYLAN), Code 109 was able to provide an additional telephone service to NNSY. This service can now be provided to locations not supported by the Base Communication Office's primary telephone system or where backup/critical telephone services are needed. The Code 109 project team examined several options to bring EVOIP services to the NNSY. One option was to establish NNSY's own internal EVOIP system, which would have cost over $3.5 million in new IT equipment, technical support, and training. By procuring a solution from DISA, which aligns with DOD cloud based strategies, it allowed Code 109 to bring this new capability to the shipyard for onetenth the cost. DISA EVOIP services are based on an IT service model that allows the shipyard to increase or decrease our user footprint based on mission requirements or other financial obligations. Code 109 is continuing to work with other mission partners on several IT service capabilities such as increased functionality of the Navy's Flank Speed initiatives using Office 365 and Microsoft Teams.
6 • SERVICE TO THE FLEET • MARCH 2022
Dependable Mission Delivery Optimize Direct Support Services (DSS): In order to ensure Chief of Naval Operations (CNO) projects return maximum throughput, maximizing support resources and driving the hiring for our support department sizes upward, NNSY is using existing processes to reduce our DSS on both aircraft carrier and submarine projects. While NNSY's nuclear work DSS ratios are within current benchmarks, the shipyard continues to pursue reduction of DSS for non-nuclear work to more closely align with NAVSEA benchmarks. NNSY's two most recent availabilities on USS Dwight D. Eisenhower (CVN 69) and USS Toledo (SSN 769) reduced DSS budgets by 37 resources per day (RPD) total in their respective Final Review Estimates (FRE) over recent availability averages. The shipyard plans to achieve further reductions on its next two availabilities by an additional combined 32 RPD. NNSY continues to develop accountability mechanisms within the command for those plans, while carefully ensuring it is not sacrificing support of mechanic needs to accomplish their work efficiently.
People Development In last month's Service to the Fleet, the People Development Pillar discussed the key focus areas for innovating and improving whole person development. This included establishing Developmental Pathways utilizing competencies, individual development programs, mentoring, and succession planning. The People Development Pillar Team continues implementation and improvement of competency cards to ensure our workforce is equipped with the knowledge, skills, and abilities to perform their job successfully. Standardizing the developmental conversation between supervisors and employees supports employee growth as subject matter experts and leaders. We want all personnel to have the opportunity to integrate leadership development into their career pathway, and this begins by increasing the awareness of leadership developmental opportunities available for all NNSY employees. Did you know that Foundations of Leadership, Right Thinking, Foundations of People Development, Inside Out Coaching, Crucial Conversations, and Crucial Accountability are just a few of the leadership development courses and
trainings available at NNSY? You can find out more visiting the Workforce Development SharePoint site on WebCentral and/ or group email NNSY_WFD@navy.mil. Stay tuned for more information on People Development Pillar Team initiatives that can help you lean-in to your development and accelerate your career at Norfolk Naval Shipyard.
Process Improvement and Innovation The Process Improvement and Innovation (PI&I) pillar team is committed to accelerating, advocating for, and fostering an environment and culture of continuous process improvement and innovation so that we as a shipyard can deliver our ships on time, every time, to protect America. Some recent wins and initiatives seen in PI&I are the use of unmanned vehicles, including the underwater remotely operated vehicle (ROV) Deep Trekker DTG3. This underwater ROV features a 1080p photo/video camera, a 1000 Lumen built-in light system, eight-hour battery life, GPS navigation, and a manipulator claw. With these features, it can perform underwater dives for the shipyard, inspecting docks, vessels, and more beneath the surface. This initiative saves time, resources, and keeps personnel safe as inspections initially required divers to be sent under water to examine the areas in question. The team has been hard at work testing the utility of the underwater ROV in cases such as performing ballast tank inspection trials in the U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center (SRF-JRMC), completing sea chest inspection tests for USS George H.W. Bush (CVN 77), and performing caisson and “swim-by” surface ship inspections. Team members also plan to perform control tank inspections for USS Harry S. Truman (CVN 75) in the future. In addition, the team is looking to utilize unmanned aerial vehicles (UAVs) in the future, including performing approved flights for crane inspections, safety inspections, and surveillance. Once pilot training is secured and completed for those manning the UAVs, the team will begin implementation of the UAVs in needed areas. To learn more about the underwater ROV, check out the August 2021 Service to the Fleet on Issuu at https://issuu.com/ nnsy/docs/2021_august_sttf and DVIDS at https://www.dvidshub. net/publication/issues/58639. For more information regarding innovation, contact the NNSY T&I Lab at 757-396-7180 or email the REAL Ideas program at NNSY_REALIdeas@navy.mil.
GIVE BLOOD SAVE LIVES
Norfolk Naval Shipyard is continuing its fight on the emergency blood shortage and we need your help to deliver blood supplies to those in need. Here's a list of upcoming blood drives coming to the shipyard. All blood drives are held in the Bldg. 1500 Lobby from 8:30 a.m. to 12:30 p.m. April 19 - 20 July 11 - 12 September 20 - 21 December 12 - 13 Appointments can be made at https://www.militarydonor.com/ For more information, please contact Melanie Prescott at melanie. prescott@navy.mil or go to https:// www.militaryblood.dod.mil/
100 years of U.S. Aircraft Carriers Started at Norfolk Naval Shipyard STORY BY MICHAEL BRAYSHAW • DEPUTY PUBLIC AFFAIRS OFFICER PHOTOS FROM MARCUS W. ROBBINS • SHIPYARD HISTORIAN
From left to right: USS Langley underway on the Elizabeth River at Builders Trails, circa 1922; USS Langley in Dry Dock 4, early October 1924; Langley bow view at Berth 7 and 8, circa 1921. On March 20, 2022, the United States Navy is celebrating 100 years of aircraft carriers in active service—a history which began at Norfolk Naval Shipyard (NNSY). NNSY converted the first aircraft carrier USS Langley (CV-1), commissioned March 20, 1922, from the collier USS Jupiter (AC-3) beginning in early 1920. The collier, responsible for transporting fuel to coal-burning ships, was selected as the best platform for conversion as its cargo spaces could stow aircraft with ample room for a combined hangar and repair plant. Jupiter, built at Mare Island Naval Shipyard and launched in 1912, already had an impressive history in its own right for being the Navy's first turbo-electric ship and first vessel to transit the Panama Canal. In addition to a flight deck, NNSY installed an armory, machine shop, and photographic and aerological labs onboard. An electric elevator moved aviation components while electric cranes moved aircraft topside. Despite the conversion, some unique features could be traced back to the ship's origins. Langley was nicknamed the “covered wagon” given its unique look with the assembled deck resembling a canopy. The Navy's first carrier also had the navigating bridge below the flight deck. Originally, a pigeon house was onboard so aviators could use the birds in delivering emergency communications, a lighter solution to bulky wireless radio sets at the time. This space was later converted into quarters for Langley's 8 • SERVICE TO THE FLEET • MARCH 2022
commanding officer. Too slow for battle, retrofitted for its new mission and undersized compared to future carriers, Langley nonetheless met its aim as a floating laboratory for testing seaborne aviation. With naval aviators eager to try out the prototype, many of them got their chance in fall 1922. The first launching took place Oct. 17, by Lt. Virgil C. Griffin in a VE-7 “Bluebird” adopted from the U.S. Army to become the Navy's fighter aircraft of choice. Nine days later, Lt. Cmdr. Godfrey Chevalier touched down on Langley in an Aeromarine while the carrier was underway. The ship's own Commanding Officer, and a major advocate for carrier development during World War I, Cmdr. Kenneth Whiting became the first naval aviator catapulted from a carrier deck, on Nov. 18. Following all these achievements in aviation, Langley spent its next two years in a battery of trainings, tests and public demonstrations as the Navy's sole carrier. Joining the Pacific Battle Fleet in late 1924, Langley patrolled the world's largest ocean for the next 12 years. By 1936, Langley was becoming obsolete in the shadow of three newer carriers, and converted into a seaplane tender. During World War II, Langley assisted Royal Australian Air Force with anti-submarine patrols and was assigned to AmericanBritish-Dutch-Australian forces challenging Japanese offensives. While carrying 32 P40 fighters to Java Feb. 27, 1942, the ship
was attacked by several Japanese enemy bombers making five hits, rendering the historic ship inoperable and forcing it to be torpedoed by escorting destroyers to ensure Langley would not fall into enemy hands. Following Langley's destruction, NNSY had significant carrier contributions to provide during World War II. The shipyard constructed three Essex-class carriers from the keel up—most famously the USS Shangri-La (CV-38) which helped end the war in Japan, and USS Lake Champlain (CV-39) which set speed records transporting servicemen home. In the decades since, NNSY has proudly served the Navy and Nation in the depot-level maintenance of Atlantic Fleet carriers, and is home to the only federally owned carrier dry dock on the East Coast. Currently NNSY is overhauling USS Dwight D. Eisenhower (CVN 69), in the midst of a Planned Incremental Availability. “On March 20 we observe the centennial of aircraft carriers serving and strengthening our Nation and are proud knowing it was Norfolk Naval Shipyard that converted the Navy's very first aircraft carrier, USS Langley," said Shipyard Commander Captain Dianna Wolfson.“Now, we are forward-focused bringing process
improvement to our carrier work through initiatives such as Naval Sustainment System—Shipyards (NSS-SY), and leveraging upgraded facilities through the Shipyard Infrastructure Optimization Program (SIOP) to accommodate the Gerald R. Ford-class carrier and meeting all the demands of the 21st century Fleet. I'm confident knowing it's the people in America's Shipyard today who are at the forefront of strengthening the Navy's carriers for their next century of service.”
From top to bottom, left to right: USS Jupiter in Dry Dock 3, June 23, 1920; USS Jupiter Stern Painting Scheme at Norfolk July 20, 1917; USS Jupiter at Mare Island on December 3, 1912; and USS Jupiter on the Elizabeth River, on June 20, 1915.
MARCH 2022 • SERVICE TO THE FLEET • 9
From left to right: Code 106 Fall Protection Program Manager Joshua Sgambelluri, Shipyard Instructional Design Center (Code 1170) Instructional Designer Leonard Owens, Temporary Services Shop (Code 990) Fall Protection High Risk Team Lead Karen Whitaker, and Code 900T Fall Protection Instructor Frank Kauffman
CATCHING YOU BEFORE THE “FALL”: NNSY’S FALL PROTECTION HIGH RISK TEAM MAKES HUGE STRIDES IN ENSURING A SAFE WORKPLACE STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST I PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER Norfolk Naval Shipyard (NNSY) is in the business of repairing and modernizing our Navy's fleet to serve the mission of protecting America. In order to achieve this mission, the workforce is hitting the deckplate every day to perform the needed maintenance that keeps our Navy's warships strong and ready to return to the fleet. As they work, potential fall hazards span the shipyard's infrastructure, from ladders, elevated platforms, scaffolding, and more. It's important to have the training ready for the employees to protect themselves and avoid a tumble, as well as provide them an avenue to voice their concerns should a hazard need to be eliminated to avoid potential issues in the future. Enter the NNSY Fall Protection High Risk Team – a group of individuals dedicated to ensuring America's Shipyard is safe and ready to tackle the fall hazards they may encounter on the job. “We're here for everyone, ready to answer questions and assist where we're needed. We want to be as helpful to our shipyard team as possible and want folks to feel comfortable contacting us and sharing with us their experiences and needs. Whether it's tackle potential hazards or looking into new equipment we could use, we're here to help!” said Temporary Services Shop (Code 990) Fall Protection High Risk Team Lead Karen Whitaker. “We also meet multiple times a month to ensure all the latest information is getting to the workforce when it comes to workplace safety.” One of the team's latest ventures was one that greatly affects the 10 • SERVICE TO THE FLEET • MARCH 2022
corporation as a whole, with input coming in from the four public shipyards as well as Naval Sea Systems Command (NAVSEA). With policy changes in fall protection requirements as well as a need for a centralized training within the enterprise that pertains specifically to the work being done at the shipyards, the team was tasked with developing a fall protection competent person course for personnel. "This course is both in-class and hands-on and pertains to the equipment and knowledge required for folks to be able to develop protection plans and training for fall protection,” said Code 106 Fall Protection Program Manager Joshua Sgambelluri, who's been directly involved in the content, flow, and development of the course itself. “Part of the drive for its development is we simply don't have enough competent persons when it comes to fall protection on the deckplate – with only around 60 currently we needed to find a better way to train our people.” At the shipyard, most employees who work in areas that require fall protection take an authorized persons course, giving them a brief overview of equipment and safety practices for the job. However, a competent person course is dedicated to going more in-depth with the knowledge and equipment readily available, including understanding the range of harnesses, proper fitting of equipment, and more. With this training, those competent persons are able to take a more leading role to ensure they and their team are ready for a job, planning out what fall protection is needed for projects, figuring
out the qualifications and risk assessments, make improvements as needed, and more. Code 900T Fall Protection Instructor Frank Kauffman has been directly involved in the development of the course and will be the lead instructor for NNSY once the course has finished its full development and is up-and-running with the masses. He noted that another reason this course is needed is to ensure the right training is being implemented across the board for the corporation. “In the past, when we needed to train someone to be a competent person, we would have to send them off-yard to one of the outside vendors to receive the training. However, there was no consistency in that training across the board and many of them were focused on more construction-based training and not on maritime work. We needed something that would give the full depth of knowledge required for the work we do to those ready to take on the challenge.” Kauffman continued, “This course will also be huge in cost savings for the Navy. We will be able to handle these trainings in house and know that our people are getting the knowledge, skills, and abilities needed to be considered a competent person.” Sgambelluri added, “The savings will be both direct and indirect, because having more highly-trained personnel on the deckplate will have an immeasurable return on investment. We're working to ensure that each and every fall protection job is done as safely as possible and having these competent persons at the ready will help make that happen.” Shipyard Instructional Design Center (Code 1170) Instructional Designer Leonard Owens was the lead in constructing and designing the course in order to meet the NAVSEA requirements. He said, "with the need for the course identified, we analyzed the requirements as a corporation as well as had input from the other shipyards to address any local requirements they may have to build something that can be essential and fit the needs of our employees. NAVSEA really stepped in to meet the challenges required, backing us and supporting us as we pushed to get this training off the ground. And with everyone's input and overcoming the challenges of not being able to meet in person, and the continued challenges faced during the COVID-19 pandemic, we've finalized the course and have been able to pilot it with representatives from across the corporation to gain feedback as well as aim for that final approval for our official launch.” The training is nearing completion, with a pilot taken place in December to highlight what the course will entail in its future launch. "This has been a long time coming for our team and we're all ecstatic to be reaching the finish line," said Kauffman. Whitaker added, “This is huge for our corporation and we're looking to develop as many competent persons as we can to carry out the mission of the shipyard and the Navy. We want to ensure the safety of our people and give them whatever they need to succeed.” You can learn more information on fall prevention and protection at the shipyard on the Code 106 WebCentral page: https://webcentral.nnsy.navy.mil/Departments/C106/c106.2/ sitepages/Fall%20Protection%20V2.aspx?PageView=Shared. Interested in the High Risk Program? You can reach out to Sgambelluri at Joshua.sgambelluri@navy.mil.
Have an idea for a story for Service to the Fleet? Want to nominate someone for Shipyard Spotlight? Need to advertise an upcoming event? Email the NNSY Public Affairs Office Today! nfsh_nnsy_pao@ navy.mil
Celebrating WOMEN'S + HISTORY MONTH At Norfolk Naval Shipyard PHOTOS FROM THE NNSY ARCHIVES, COLLECTED BY MARCUS W. ROBBINS • NNSY HISTORIAN
Women have played a vital role in our mission to service the fleet for generations. In honor of Women's History Month, Norfolk Naval Shipyard salutes our women workers - from past, to present and future. We'll be featuring a series of photographs celebrating our women of the workforce throughout the month of March on the NNSY Facebook page at www.facebook.com/ norfolknavalshipyard1/. Use #NNSYHistory and #NNSYWHM to join the conversation.
ED STOLLE BECOMES NORFOLK NAVAL SHIPYARD’S CHIEF OF THE CONTRACTING OFFICE
STORY BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST I PHOTOS BY DAVE PASTORIZA • AUDIOVISUAL DIRECTOR When asking Norfolk Naval Shipyard's (NNSY) Chief of the Contracting Office Ed Stolle who would he want to have lunch with if he could chose anyone dead or alive, he picked a group of people who would expand his knowledge in in the business world. “My wife and I really enjoy watching the show Shark Tank. As I watch that show I have so many questions for the sharks and am impressed at what they have accomplished," said Stolle. "I would say that I would love to have lunch with the sharks to pick their brains about a number of things in hopes to extend my knowledge in the business world which would not only benefit myself, but also the shipyard." The Virginia Beach native recently became the second person to hold the title of Chief of the Contracting Office (Code 400) since its establishment in 2016. Upon graduating Virginia Tech in 2008 with a degree in business management, he was hired under the Naval Acquisition Internship Program as a contract specialist. After completing the program in 2012, he became a contract specialist at the journeyman level eventually becoming a branch head/contracting officer. "After about a year after Code 400 was stood up, I came onboard 14 • SERVICE TO THE FLEET • MARCH 2022
to be Code 420's business operations division head," said Stolle. “After holding that position for a year, I transitioned into the Code 430 Carrier (CVN) Contracting Division Head position.” In September 2019, he was promoted to Code 400's Deputy Chief of the Contracting Office where he served until becoming Chief of the Contracting Office. Code 400 is relatively a youthful department compared to other contracting offices throughout the Navy. “For someone like me, that excites me. It means there is lots of room to grow and develop and to be able to be a part of that is something that keeps me highly motivated to give my best,” said Stolle. One of Stolle's focus areas for the department is to transition from being reactionary to being predictive to the maximum extent. “To the best of my team and I's ability, we want to find solutions to avoid the contracting requirement surprises,” said Stolle. “I believe with a deliberate approach we can drive improvement in this area. When issues arise we not only need to address them in that moment but also ensure that we take the time to perform a root cause analysis to see if there are ways to avoid similar situations in the future and put
Norfolk Naval Shipyard’s Chief of Contracting Office Ed Stolle conducts a meeting with members of his team. processes and procedures in place that will lead to more efficient and effective resolution in the future.” Stolle continued, “While we must always continue to remain focused on maintaining our contracting warrant authority granted to us by Naval Sea Systems Command (NAVSEA) 02 – Contracts Directorate, we will also need to place a continuous focus on selfassessment and continuous process improvement. This includes continuing to mature in the tracking of key focus areas and conducting meaningful health assessments via the use of fact-based metrics. We must also turn our focus to improving the entire procurement process across the shipyard, which includes early engagement from stakeholders prior to submitting contracting packages to Code 400 for action. We have already made significant progress in these areas and look forward to continued improvement.” In his off time, Stolle likes to spend time with family and friends,
dabbles in meteorology, specifically storms such as hurricanes, snowstorms, and nor'easters, and of course watch Shark Tank with his wife. If Stolle's dream to have lunch with the sharks comes, he better bring his wallet for sharks are expensive to feed. Lunch will cost an arm and a leg. "I'm looking forward to working with the fine folks of Code 400 in a new capacity," said Stolle. "They do great things every day and I am excited to be part of this team to ensure we deliver the ships back to the Fleet on time, every time, anywhere to protect America."
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NNSY Auditors Answer the Call to Support the Corporate Special Emphasis Programs The Norfolk Naval Shipyard auditors were recently awarded BZ100s for their efforts to support the Corporate Special Emphasis Programs.
STORY BY JOHN FINEFIELD • NNSY SUBSAFE PROGRAM DIRECTOR I PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER Functional and Certification audits of SUBSAFE, Fly-By-Wire (FBW) and Deep Submergence Scope of Certification (DSS SOC) work are an essential element of compliance verification and require trained subject matter experts qualified as auditors. Functional Audits are designed to determine the health of the Special Emphasis Programs (SUBSAFE, FBW, DSS SOC Programs) executed at a command and provide authorization for the command to continue to execute work within the NAVSEA Special Emphasis Programs. They are not boat specific and they assess the internal processes, procedures, and controls exercised in the performance of Special Emphasis Programs at a command. There are two sub categories of functional audits, internal and NAVSEA. Functional audits happen once a year (usually in the fourth quarter of the calendar year at NNSY). At NNSY, they alternate between internal (run by the Code 200S office, in the odd calendar year) and NAVSEA (in the even calendar year). NNSY just completed the Internal Functional Audit of NNSY's Special Emphasis Programs in December of 2021. Functional Audits are foundational and provide the basis for successful execution of Certification Audits. Certification Audits are boat specific and serve to ensure that the boat is safe to go to sea and conduct "Unrestricted Operations to Design Test Depth." The Certification Audit occurs during the endgame of every Chief of Naval Operations (CNO) availability. In a major availability, there is an Internal Certification Audit, which is conducted by the shipyard and there is a NAVSEA Certification Audit, which is conducted by NAVSEA with a team of auditors from all over the community. In a minor availability, only the shipyard Internal Audit is required. The audit teams that execute Certification and Functional Audits are comprised of personnel from across the corporation that execute Special Emphasis Program work on a daily basis. 16 • SERVICE TO THE FLEET • MARCH 2022
NNSY is responsible for supplying auditors in support of NAVSEA audits. Each audit requires NAVSEA 07Q to assemble a team of subject matter experts, who are also qualified and experienced auditors, from headquarters and field activities to conduct the audit. Requirements to become a qualified NAVSEA auditor vary based on the type of audit. Functional Auditors: NAVSEA Instruction 4855.35E establishes the NAVSEA Functional Audit Program and provides requirements for becoming a NAVSEA qualified functional auditor. Becoming a qualified NAVSEA functional auditor requires the following: • Has the appropriate knowledge, skill, and at least two years of experience related to the functional area(s) for which they are being nominated • Has participated in at least two audits (internal or external) and demonstrated their ability to work well in a team setting and clearly document their audit findings • Has read and understands SUBSAFEGRAM 90, Functional Auditor Guidelines, and NAVSEA Instruction 4855.35 • Has successfully completed their activity's latest SUBSAFE/ DSS/FBW SCS Awareness Training Auditors will submit a Functional Auditor Qualification Card to the SUBSAFE Program Director (SSPD), and once the SSPD approves of the auditor's application, will submit the auditor's name for consideration to participate on a NAVSEA functional audit team. Certification Auditors: SUBSAFEGRAM 80 (FBWGRAM 2 includes similar for NAVSEA FBW Auditor Certification) includes the requirements for the NAVSEA SUBSAFE Certification Audit (SSCA) auditor certification program. Becoming a NAVSEA SSCA trainee auditor requires the following: • At least three years of SUBSAFE Program experience • Completion of NAVSEA Certification Auditor Training
• Participation in at least two internal SSCAs and demonstration of ability to work well in a team setting and clearly document audit findings • Submittal of a SSCA Auditor Nomination Form to the SSPD for approval; once approved, the auditor is eligible to participate on a NAVSEA SSCA audit team as a trainee • Participation in at least two NAVSEA SSCAs as a trainee with positive evaluation from each NAVSEA 07Q Team Leader as the final step in certification NNSY has a total of 32 active auditors, including 27 SUBSAFE Certification Auditors, 3 FBW Certification Auditors, 25 Functional Auditors and 1 DSS SOC surveyor; many NNSY auditors are cross qualified amongst the four disciplines. Over their careers these 32 auditors have completed 630 weeks of auditing, totaling more than 12 years in support of the program away from their families and their day jobs. These are NNSY's subject matter experts and many serve as members of the NNSY SUBSAFE Improvement Committee and are dedicated and willing to take their craft on the road in support of NNSY's programs and the NAVSEA enterprise. They exemplify NNSY's C.O.R.E. values and are ready and willing to provide expert advice and guidance on the execution of Special Emphasis Program work. NNSY auditors have been instrumental over the last 18-plus months in meeting the call of NAVSEA to continue to execute mission critical Functional and Certification audits, working remotely, and traveling both locally and outside the area. NNSY provided extensive support of USS Helena (SSN 725), supporting six separate efforts to evaluate work performed by Huntington Ingalls Industries, with a total of 15 different NNSY auditors performing 28 weeks of auditing in support of returning the boat safely to the Fleet. In addition to Helena, NNSY auditors supported 17 Certification Audits with 59 weeks of audit support, 15 Functional Audits with 21 weeks of audit support, 3 DSS SOC Audits with three weeks of audit support and two new activity qualification audits with two weeks of audit support. NAVSEA 07QB Deputy Director Submarine Safety and Quality Assurance Wayne Rolland said, “NAVSEA 07Q greatly appreciates Norfolk Naval Shipyard's effort in supporting the vast majority of audits in the Tidewater area throughout the COVID pandemic. During periods of travel restriction, NAVSEA relied heavily on NNSY subject matter experts to execute critical Functional and Certification audits in the area, supporting the ability of all local activities to continue critical SUBSAFE work. NNSY's support and leadership greatly assisted NAVSEA 07Q in the development and creation of the first-ever fully remote audit of activities. While not a preferred method, NAVSEA's ability to execute remote audits sustained the certification of multiple activities and assets through the
pandemic, demonstrating that execution of the SUBSAFE mission is one of the top priorities for the Navy.” Participants in SUBSAFE, Deep Submergence, and Fly By Wire audits will meet some of the Navy's most knowledgeable subject matter experts from the public and private shipyards, surface and undersea warfare centers, NAVSEA Technical Warrant Holders, and program office representatives. The knowledge, contacts and learning gained through the audit experience is unmatched. You will uncover your strengths and fill in your weaknesses. Often the experience will show you a different approach or method to solve problems you are experiencing and advance program execution at your own command. The contacts you gain will become invaluable, as you will meet both audit team members, personnel at other commands who are working though the same challenges you are facing, and quickly realize that help is only a phone call away. Soon people will start reaching out to you! The audit experience is challenging and will take you outside of your comfort zone, but will develop public speaking skills, provide opportunities to have “hard conversations” outside of your normal work environment and will accelerate your development as leader within the NAVSEA corporation. There is no better development opportunity available to you, so consider taking your skills on the road to support the NAVSEA enterprise SUBSAFE, Fly By Wire and Deep Submergence Scope of Certification audit programs. Cdr. Jesse Nice, Director Submarine Safety and Quality Assurance, said, “Participation as a NAVSEA auditor during a Functional or Certification audit is one of the best ways that I have seen in my career to get experts in different fields from different activities to rapidly share knowledge and perspectives, spreading best practices across the enterprise. Nobel Physicist Dr. Richard Feynman discussed the power of teaching to master a subject. I offer that if you can go to an activity doing similar work with different--sometimes very different--processes and effectively audit them, you are on the road to mastery of the requirements and practices in your field. That journey to mastery starts as soon as you put your hand up to become a NAVSEA auditor, and if you don't get selected the first time, don't stop putting your name in! We carefully select our teams to ensure the right combination of talent to provide the host activity an effective audit, and a productive experience for all involved.” If you are interested in a challenging but highly effective method to increase your knowledge, skills and abilities in support of furthering your career and the SUBSAFE, FBW and DSS SOC programs at NNSY discuss with your supervisor and consider becoming a NAVSEA auditor. NNSY point of contact to pursue becoming an auditor is David Strobel, (757) 396-3111, david.strobel@navy.mil.
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Norfolk Naval Shipyard's (NNSY) Shop 67 Electronic Mechanic Zach “The Viking” Williams, Surface Fire Safety Officer Thomas “Superman” Strickland, and Naval Shipyard Support Office (NSSO) Naval Architect Eileen O'Shaughnessy traveled to Washington D.C. to participate with fellow Navy teammates in the 2021 Dulles Plane Pull event. Not Pictured: Shop 26 Supervisor and COVID Management Team member Ronnie “Sgt. Major” Willis.
READY, SET, PULL! NNSY Employees Join Navy Teams in Annual Plane Pull Competition STORY AND PHOTOS BY KRISTI BRITT• PUBLIC AFFAIRS SPECIALIST
Four employees of America's Shipyard made their way to Dulles International Airport in Washington D.C. for an exciting day alongside fellow Navy members in the 2021 Dulles Plane Pull event. An annual event to support Special Olympics Virginia, teams of 25 competed in an attempt to pull an 82-ton FedEx Airbus A320 12 feet in record time across the runway. Norfolk Naval Shipyard (NNSY) Surface Fire Safety Officer Thomas “Superman” Strickland is no stranger to the runway, participating in similar events since 1996 and competing from Baltimore all the way down to Orlando. He would frequent the D.C. event and join at the rope every year until the COVID-19 pandemic cancelled the event for the foreseeable future. Strickland had kept tabs on the website for announcements, learning of the event's relaunch in 2021 – and he was excited to see a Navy team had stepped up to the plate. "I saw who was headlining the teams and reached out to Captain Gregory Kercher and Vice Admiral Jeffrey Trussler, sharing who I was and where I was from. We established that connection and I asked if I could join their efforts,” said Strickland. “They were excited to have more onboard and said if we had anyone else interested to sign them up as well.” Up for the challenge, Strickland sought out like-minded individuals from America's Shipyard to accompany him to Dulles for the event. Shop 26 Supervisor and COVID Management Team member Ronnie “Sgt. Major” Willis had teamed up on the plane pull with Strickland in years past and jumped at the chance to pull again. “It's such a fun 18 • SERVICE TO THE FLEET • MARCH 2022
way to celebrate teamwork and to do your part for the country and the community,” said Willis. “I'm happy to be back in the saddle and looking forward to more chances in the future!” Admiral Trussler said, “Having the four members of America's Shipyard join our teams was a privilege! Superman and Sgt. Major brought years of plane pull experience and were crucial to our teams avoiding many rookie mistakes. Superman taught us how to line up, pull stance, and several tips that cut seconds off of our time and put us in a position to compete and defeat some more experienced teams.” This event was a first of its kind for Naval Shipyard Support Office (NSSO) Naval Architect Eileen O'Shaughnessy; however, she's no stranger to stepping up to the challenge for a cause. “The plane pull event had the top three things I'm passionate about: supporting our military, helping members of our community, especially instilling confidence in children, and also providing a good fitness challenge for its participants. What's more, the Special Olympics is a great program to campaign for because it promotes inclusion, skill building, comradery and friendship.” Another first timer was Shop 67 Electronic Mechanic Zach “The Viking” Williams, who had heard of plane pull events before but never got to compete himself. “It was so cool to be able to join up with fellow teammates within the Navy and join into this great cause,” said Williams. “It says a lot about our Navy community as a whole, everyone was so welcoming and cheering each other on during the event. We each had
each other's backs.” He continued, “One of the biggest reasons for me to join the cause is being someone who can lead by example. Father figures are a big thing for me and unfortunately, not everyone gets to have that sort of figure in their life. Out there on the runway, we are all hitting the pavement with raw emotion and energy. When we're out there, we're not only pulling the plane, but we're showing those on the sidelines that this is an embodiment of hard work – that we have strength and determination not only physically but aim to benefit others in what we do.” O'Shaughnessy added, “I had such a great experience for my first pull. We're already looking at ways to train for the next one and hope many more can join us in the future. It was such a unique and fun way to
support our community and it helped bring us all together for a common goal.” The Navy split into three teams, named USN Team Beast, Team Submarine, and Pull 3-2-1. Overall, they took fourth, fifth, and sixth respectively, against 35 other teams for the event. In addition, Strickland and Willis were named Most Valuable Pullers (MVPs) at the event. Some of the team's highlights included Strickland's passion and energy throughout the day, hyping everyone up throughout the event and building up their excitement to participate. In addition, they noted everyone on the team felt they contributed to the overall goal. “At America's Shipyard, it's about being ONE TEAM and that goes the same for our Navy brethren across the globe. We're all in this together, lifting each other up and having fun," said Strickland. “We're ready for more and always accepting others interested in joining our efforts.” For more information on the plane pull event, visit https:// www.specialolympicsva.org/planepull. You can also contact Strickland at thomas.j.strickland@navy.mil.
SHIPYARD SHIPYARD SPOTLIGHT: ZOE FINKE PROJECT SUPPORT PLANNER TO PIERMASTER
STORY BY JASON SCARBOROUGH • PUBLIC AFFAIRS SPECIALIST PHOTOS BY DANNY DEANGELIS • NNSY PHOTOGRAPHER Hailing from Tucson, Arizona, Project Support Division (Code 530) Piermaster, Zoe Finke spent seven years on active duty in the U.S. Navy. Serving as an Aviation Structural Mechanic on the F/A18 Super Hornet aircraft in Lemoore, California Finke deployed aboard USS Abraham Lincoln (CVN 72) in 2006 before honorably separating from the Navy in 2012. Serving the Navy once again, Finke moved to Virginia as a civilian employee in 2015 working as a Human Resources Specialist in the Norfolk, Virginia Personnel Support Detachment (PSD). From there she transferred to Fleet Readiness Center Mid-Atlantic (FRCMA) Detachment Norfolk, as an Inventory Management Specialist for the Support Equipment and Facilities Branch. Finke's background outside of her time in the Navy had been in the inventory management field. She earned a bachelor's degree in Business Administration from Brandman University in 2014, and received her Master Degree in Business Administration from University of Phoenix in 2016. Finke said, “Early in 2020, I heard Norfolk Naval Shipyard's (NNSY) Supply Department (Code 500) was being stood up and I saw my opportunity to join the shipyard team. I applied, and was hired in July 2020 as a planner for Code 530, better known as the Job Readiness Cell (JRC). My time as a planner was spent directly 20 • SERVICE TO THE FLEET • MARCH 2022
supporting the USS Pasadena (SSN 725) project. In late 2021, I applied and was selected to be a Piermaster for the JRC. As a Piermaster, I am responsible for managing the storage and relocation of ripped out material removed from naval vessels during their availability periods at NNSY. My next project will be the upcoming USS John Warner (SSN 785) availability, which I am told is the first VirginiaClass availability of its kind here at NNSY and will bring with it many logistics challenges – I am looking forward to helping the USS John Warner team succeed.” Time management is a priority for Finke in managing a very strenuous daily schedule as Piermaster, while also holding the responsibility for managing all of Code 530's vehicles and forklifts. The vehicle and forklift management responsibility has her continuously updating, tracking statuses, coordinating any maintenance, vehicle logs, gas mileage, and receipts from fuel for 20 vehicles, 14 forklifts and three swivel-mast forklifts, allowing Code 530 to operate and store material on shelving up to 20 feet high in supply cages, called “material envelopes.” Code 530 Facilities/Asset Visibility Planner Colt Brinkman stated, “Zoe was hired into Code 530 as an Inventory Management Specialist (JRC planner). She was quickly able to learn the NNSY
S
organizational structure, build relationships with project and shop personnel and learn NNSY's processes. Her ability to get up to speed quickly enabled her to excel in her job as planner. She has been instrumental in the standup of Code 530's JRC and development of new NNSY processes to include the Material Needs Review (MNR) process, which is a process designed to ensure the mechanics have everything they need to support non-stop execution of work. Her expert knowledge of shipyard, project and supply processes, coupled with her impeccable work ethic and leadership skills, resulted in her being promoted to the Piermaster position. Zoe is an exceptional leader due to her ability to trust her employees. She ensures once tasking is handed out, that she follows a ‘trust but verify’ method of following up on the work. Furthermore, Zoe goes out of her way to prioritize and assist fellow coworkers with unique opportunities that she is aware of, as well as making mentorship apart of her daily schedule.” Additionally, Finke maintains time outside of work for the Naval Sea Systems Command (NAVSEA) Next Generation (NEXTGEN) Leadership Development Program. The NEXTGEN program is the
first tier of the NAVSEA Leadership Continuum. The continuum allows employees to focus on leadership development, through various stages of their careers, in preparation for future opportunities within the organization. NEXTGEN promotes leadership skills through a blend of courses (classroom and online) involving assessments, experiential learning and individual development opportunities. Finke has proven her dedication to NNSY and the ONE MISSION - ONE TEAM mentality. She does this while balancing her home life as a wife, mother of three young boys, photography enthusiast, roller-skater and lover of the outdoors. Finke stated, “I have a great appreciation for the ONE MISSION – ONE TEAM mindset, because I see it driving culture change in our shipyard. A switch from the mindset that our jobs are unimportant to one where everyone matters is inclusive, and exactly what we need. Everyone at NNSY needs to feel like their work, their opinion, and them showing up each day matters! Hearing about our team successes on a regular basis through the shipyard commander's all-hands email updates spreads a contagious type of positivity."
Zoe Finke, Project Support Division (Code 530) Piermaster, performs spot-checks in Norfolk Naval Shipyard’s Bldg. 163. Finke conducts these spot-checks to verify and manage their equipment inventory. These checks ensure naval vessels have the proper materials during their availability and ensures the mechanics have everything they need to support non-stop execution of work.
SPOTLIGHT
Celebrating America's Shipyard and it's Commitment to Naval Sustainment System-Shipyards
Vice Chief of Naval Operations William K. Lescher has recently provided letters of appreciation to employees of America's Shipayrd whose dedicated efforts and outstanding support aligns with the mission of Naval Sustainment System--Shipyards. Congratulations and a job well-done!
Congratulations Luther Blalock! He is being recognized for his efforts in making tremendous strides in removing workflow disruptions since standing up the Shop 31 Production Control Center (PCC). He and his team have reduced deficiency log (DL) turnaround time and the number of deficiencies written against USS TOLEDO work. He has worked closely with Code 900F and Code 983 personnel to resolve and prioritize equipment deficiencies threatening work disruptions. During the daily PCC meeting, he tracks the status of every machine in need of repair within Shop 31 pushing for actionable steps and completion dates for each step in the repair process.
Congratulations Seth Dudley! He has been a pivotal part of the ongoing success of the USS DWIGHT D. EISENHOWER FY21 Planned Incremental Availability. He goes above and beyond daily shop supervisor duties to provide first time quality work and provide exceptional leadership, taking time to mentor mechanics and apprentices from his own Shop 17 Sheet Metal Shop as well as other shops. His knowledge of the carrier ventilation systems assists in his outstanding ability to provide instant attention and solutions to any issues that arise.
Congratulations Brandon Jackson! He has made tremendous strides in removing workflow disruptions since standing up the Shop 31 Production Control Center (PCC). He and his team have reduced deficiency log (DL) turnaround time and the number of deficiencies written against USS TOLEDO work. His coordination efforts with the engineering help desk employing three crew boards, along with other visual tools, to keep the goal in view while providing technical resolutions. He also works with his peers and Shop 31 leadership to identify issues to avoid writing a DL.
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Congratulations Stephen Holly! During FY20 to FY21, he was the planning and execution Project Material Manager responsible for providing support for the USS PASADENA project. Demonstrating exceptional flexibility, he proved to be an outstanding team player with a solid work ethic who exerts optimal effort in successfully completing tasks. His dedication and professionalism in attacking all material issues contributed to the successful completion of tasks on several critical path jobs. Utilizing the Daily Priority List, Material Accuracy Technology, and other databases, he continued to keep the project team abreast of material issues that did not meet required delivery dates, especially during docking and equipment removal allowing the project team to better plan work. His efforts contributed to USS PASADENA returning to the fleet on Oct. 31.
Congratulations Alma Sealey-Liggons! She demonstrated outstanding qualities as the planning and execution Project Material Manager responsible for providing support for the USS PASADENA project. She is a flexible team worker with exemplary work ethic who exerts optimal effort in successfully completing tasks. Her dedication and professionalism in adjudicating all material issues contributed to the successful Key Event/Milestone completion on several critical path jobs. Utilizing the Daily Priority List, Material Accuracy Technology, and other databases, she continued to keep the project team abreast of material issues that did not meet required delivery dates, especially during docking and equipment removal for interference and scheduled overhaul components.
Congratulations Eric Chops Clarke! He has made tremendous strides in removing workflow disruptions since standing up the Shop 31 Production Control Center (PCC). He and his team have reduced deficiency log (DL) turnaround time and the number of deficiencies written against USS TOLEDO work. He has helped author the Standard Operating Procedure for the PCC, and coordinated the implementation of visual control boards utilized in the PCC. He has accepted the role of organizing tours of outside industry facilities to gain insight and knowledge to bring into the shipyard to improve repair processes.
Congratulations Aisha Wood! She has been a team player and set an example in supporting NSS-SY Production Control Center (PCC) initiatives in her role as Shop 31 Inside Shop Supervisor. She has improved the work flow of the hydraulic section utilizing the input of her mechanics, allowing them to establish ownership and increase morale in the section. Communications within her section have improved with establishing the usage of crew boards to track jobs to support project forecasting. With information such as job descriptions, locations, responsible persons, start and completion dates, and the project key event associated with any particular job, crew boards, sequence significant shop jobs, ensuring ownership and visibility to her crew on any issues preventing timely accomplishment. With the improvements and input from the mechanics, overall throughput in her section has significantly increased.
Capt. Dianna Wolfson has handed out numerous BZ100 awards as Norfolk Naval Shipyard's Commander. The BZ100 awards are to recognize achievements and superior efforts. BZ stands for Bravo Zulu which is a traditional signal conveyed from one ship to another with flags that means "well done." To view or download your BZ100 photo, visit NNSY's Facebook page https://www.facebook.com/norfolknavalshipyard1/. Photos by Shelby West, NNSY Photographer. 24 • MARCH 2022 • SERVICE TO THE FLEET
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BRAVO ZULU, AMERICA'S SHIPYARD
Norfolk Naval Shipyard Wins Two Environmental Awards in 2021 STORY BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER Recently celebrating his 50th birthday, Woodsy Owl has been America's original and official environmental icon. Woodsy Owl has taught children and adults alike to “give a hoot; don't pollute!” If Woodsy Owl were to visit the shipyard today, Norfolk Naval Shipyard (NNSY) would do him proud. NNSY recently received the Sustained Distinguished Performance River Start presented by the Elizabeth River Project and the 2020 Pollution Prevention Partner Award from Hampton Roads Sanitation District. But this is nothing new for the shipyard. "There are 143 total River Stars in the program. This year, there are 47 awardees and of the 47, 32 are being awarded Sustained Distinguished Performance, which is documenting significant new results without advancing to another level,” said the Elizabeth River Project's Deputy Director Administrative and River Star Business Program Manager Pam Boatwright. “NNSY is at the top model level in the program and is one of the most recognized River Stars in the program – with winning 19 awards (two other River Stars have won 20). Plus in 2017, NNSY won the Inside Business River Star Hall of Fame award.” NNSY's accomplishments included the maintenance of wildlife habitats at former shipyard landfills along the river and its tributaries, the cultivation of oysters for placement onto a state maintained reef in the Elizabeth River, energy conservation projects executed by the command and pollution prevention initiatives which reduced the amount of toxic materials released to the environment. "The shipyard is continuously improving its interactions with the river through reducing pollution levels, using less water, restoring areas along the waterfront to a cleaner, more natural state, and educating its employees of the importance of this both at work and at home,” said acting Environmental Division Head (Code
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106.3) Matt Peppers. “NNSY employees volunteer at Elizabeth River Project at cleanup events, as well as serve on the Elizabeth River Project Advisory Committee, reviewing potential new businesses to become star sites based on their efforts to protect the Elizabeth River.” To receive the Hampton Roads Sanitation District Pollution Partner Award, Norfolk Naval Shipyard had to submit a project, program and/or technology effort that focuses on reduction of waste, or its toxicity at the source rather than traditional treatment, control, and disposal. Submissions can be multimedia pollution prevention efforts for air, land, or water. "NNSY earned the award by maintaining strict permit compliance and preventing excess pollution from being introduced, despite discharging on average over 1,000,000 gallons of wastewater per day into HRSD's system,” said Occupational Safety, Health, and Environment Office (Code 106D) Deputy Director John Briganti. Pollution prevention and helping to restore the Elizabeth River is a crucial element in the shipyard's day-to-day activities to fulfill its mission in the repair, modernization, and inactivation of warships and training platforms. It gives me goosebumps knowing that the NNSY team is working with our community to build a cleaner future for many generations to come,” said Shipyard Commander Capt. Dianna Wolfson. "Taking care of our environment is everyone's responsibility, together as One Team, not only as a shipyard, but also as a community as a whole, we will continue to strive to improve our environment for our employees, our families, and our communities that surround America's Shipyard.”
OSHE HONOR ROLL
The Occupational Safety Health and Environment (OSHE) Department (Code 106) would like to acknowledge the following individuals for their hard work and dedication to occupational safety, health, and the environment. Their outstanding performance contributes to furthering the mission of the shipyard and the OSHE Department.
Congratulations to the January 2022 Recipients, Pictured From Left to Right: Jimmy Cooke Shop 17 Julius Ocano Shop 26 Charles Parker Shop 11 Teara Saunders Shop 17 Tiaveon Walker Shop 17 Wes Wesson Shop 26
If you know someone who helps to further the mission of the OSHE Department (e.g., works safely, promotes a safe and healthy environment, complies with environmental regulations, etc.), please send an email to Robert Garnett in Code 106.21 detailing who is being recognized, the individual's shop/code, and a brief description of the achievement.
Stay Healthy! Keep Safe! Be Kind! MARCH 2022 • SERVICE TO THE FLEET • 29
+ NOBODY GETS HURT TODAY:
SAFETY FIRST!
NNSY’s Shipfitter Shop (Shop 11) was making it a safe fall y’all, winning the October 2021 Safety Flag and having no injuries or lost workday cases for the month. NNSY Business and Strategic Planning Officer, Cdr. Lawrence Brandon, met with shop members Jan. 26 to present awards and congratulate their achievement. Individual certificates of appreciation were presented to Christopher Kanash and Michael Mercer for their contributions to ensuring a safe workplace. “Shop 11 can be a hazardous trade but also a physically demanding one,” said Code 920 Group Superintendent William “Van” Stubbs. “We carry large plates, heavy toolbags, work with constant pinch points, and work with various hazardous materials in confined spaces. The fact that we had zero injuries for the month of October is a major win that should be celebrated.” (Photos by Shelby West, NNSY Photographer)
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“Our talent is, unequivocally, our most critical resource in shaping the future of the DON, and it is our responsibility to identify and access the skills we need, and curate and engage the best career journeys for our people.” – 2019-2030 DoN Civilian Human Capital Strategy Through a SYSCOM partnership between NAVSEA, NAVAIR, NAVSUP, Naval Shipyards, and Regional Maintenance Centers, Norfolk Naval Shipyard (NNSY) is participating in transforming the way we manage and develop our people. We are moving toward a modern software tool created to centralize learning and development, certifications, skill assessments and career planning with a new enterprise learning management system (LMS), branded Waypoints. Waypoints will put control of learning management and career development into the hands of the employee. The NNSY Waypoints Implementation team is currently working through the initial configuration phases and we'll bring you more information as it becomes available, including briefs of Waypoints, demos of the functionalities, launch dates, and more. The team is working diligently to bring the employees of America's Shipyard as much information as possible and to provide them the tools they need to succeed in their learning and career paths. Stay tuned for more in the coming weeks!
NNSY SCHOLARSHIP OPPORTUNITIES Naval Civilian Managers Association The NNSY Chapter of the Naval Civilian Managers Association is accepting applications for scholarships for incoming college freshmen. Applications are due no later than Apr. 18, 2022. Applications are available on the NCMA WebCentral page and should be submitted to Johnny Satcher at howard.j.satcher2.civ@us.navy.mil.
National Association of Superintendents The NNSY Chapter of the National Association of Superintendents (NAS) is offering multiple $500 scholarships to shipyard employee dependents. The NAS will be competitively awarding 12 scholarships this year: six to dependent students for NNSY at large and six to dependent students of NAS members. Applications require sponsorship from a member of the NAS and must be either faxed to 757-396-4080, emailed to Faultine (Tina) Rodgers at faultine.rodgers@navy.mil, or hand delivered to Rodgers or Brian Bennett no later than Apr. 15, 2022. Selected scholarship recipients will be notified no later than May 13, 2022. Criteria for eligibility for a NAS scholarship: • Sons and daughters, wherever residing, and other dependents of a person who has been an active NNSY employee for at least the last two consecutive years are eligible. Shipyard employees who are not NAS members should obtain sponsorship from an active NAS member for their dependent application. • Applicants must be enrolled (or accepted for enrollment) at an accredited college, university, or graduate school for the upcoming fall term and provide proof of same. • Previous recipients of a NAS Scholarship are permitted to apply and compete each year they are eligible.
C-FRAM FRAUD SCHEME AWARENESS MARCH EDITION: FALSE STATEMENTS AND CLAIMS
Knowingly and unwillingly falsifying, concealing, or covering up a material fact by any trick, scheme, or device; making any materially false, fictitious or fradulent by statement or representation; making or using any false writing or document knowing it contains any fraudulent statement or entry.
FEDERAL EXAMPLE
NAVY EXAMPLE
Cognosante LLC has agreed to pay the United States $18,987,789 to resolve allegations that it violated the False Claims Act by using unqualified labor and overcharging the United States for services provided to government agencies under two General Services Administration (GSA) contracts. Cognosante overcharged the United States for services performed under two GSA Multiple Award Contracts, by providing false information concerning Cognosante's commercial discounting practices during contract negotiations. Additionally, Cognosante charged the United States for labor that failed to meet the qualifications in one of the contracts.
October 2021: Airbus Defence and Space (ADSI) has allegedly violated the False Claims Act by billing impermissable fees in contracts with a number of federal agencies. ADSI submitted proposals for contracts that included an unapproved cost rate to which ADSI was not entitled. From 2013 through 2020, ADSI charged the federal government agencies an additional fee from its affiliates on top of ADSI's own fee for parts acquired by affiliates that weren't disclosed. In addition, ADSI charged a third party contractor an excessive monthly storage fee to store a radar system purchased to support a contract with the U.S. Navy. The contractor passed along the full storage fees charged by ADSI to the Navy. ADSI has agreed to pay the U.S. $1,043,475 to resolve the violations.
INDICATORS (RED FLAGS) Multiple and frequent discrepancies (facts, observed data, documentation, specifications, and inspection results don't match). Changes to the original documentation that do not appear to be authentic, such as different print or incorrect spacing. Unreasonable delays in providing supporting documentation. Contractor's expense records do not comply with contract specifications. Contractor refuses (can't) provide supporting documentation.
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 757-396-7971 or NNSY_IG_HOTLINE@navy. mil.