DON'T MISS: PROJECT BARGE CONVERSION & RPL NEW TOOL
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
February 2016
USS RHODE ISLAND ARRIVES FOR HIGH-PRIORITY ERO ACCELERATE THE CHANGE: CURRICULUM SUMMIT ENSURES RELEVANT TRAINING CORE COMPETENCIES AND EMPLOYEE DEVELOPMENT PIPELINES NNSY INNOVATIONS SAVE TIME AND MONEY
SHIPYARD SPOTLIGHT EDWIN STREET JR.
ALSO INSIDE: SHIPYARD SHUTTLE & NEW PHYSICAL PROCESS
Table of Contents
IN THIS ISSUE 18
features: 2 FROM THE COMMANDER
A time for change in America's Shipyard
4 FROM THE MASTER CHIEF
Staying safe and healthy during 2016
7 NEW VALVE COMPONENT
Innovation saves money and keeps USS Maryland ERO on schedule
10 APL-50
Recycled Barge Becomes Project HQ
12 SHIPYARD SPOTLIGHT
Accelerating the Change with Apprentice turned Supervisor, Edwin Street
14 CORE COMPETENCIES
COVER PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
10
Why Competencies and Assessments are Important to Supervisors
18 RHODE ISLAND
Rhode Island Arrives for ERO
20 ACE LOCK
Upgraded ACE Lock System Saves Half Million Dollars in Maintenance
22 PHYSICALS
New Physical Process Requires Two Appointments
24 INNOVATIONS
RPL and Code 105 Create TLD Mount to Improve Emergency Response
26 MEET YOUR MAKERS
Inside Machinist: Blaine Brillhart
27 3D PRINTING
Code 700 Cuts Training and Production Costs with 3D Printing
24
20
VOLUME 78 • NUMBER 10
Service to the Fleet
SHIPYARD COMMANDER Captain Scott Brown DEPUTY COMMANDER Captain Brian Lepine COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese PUBLIC AFFAIRS OFFICER Terri Davis
SHIPYARD
LL SNOWFA STRATEGY
EDITOR Anna Taylor PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, April Brown, Floyd Logan, Troy Miller, Curtis Steward, Jennifer Zingalie EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 SHIPYARD RADIO ADVISORY 1630 AM 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 Department of Defense, 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. LIKE US ON FACEBOOK www.facebook.com/NorfolkNavalShipyard1 FOLLOW US ON TWITTER www.twitter.com/NNSYNews WATCH VIDEOS ON YOUTUBE www.youtube.com/NNSYBroadcast VISIT THE NNSY HISTORY BLOG www.nnsyhistorymatters.blogspot.com READ STTF ONLINE www.issuu.com/nnsy
This winter is forecast to be warmer and wetter than normal for Hampton Roads. That may mean more flooding and/or frozen precipitation for our area. We will aggressively work to open the shipyard as soon as possible following a winter weather event. Please be aware parking lots, roadways, and sidewalks may not be 100% clear of ice and snow when you report to work, but every effort will be made to ensure a safe environment for all personnel. Be mindful of your surroundings and dress appropriately for the weather. Wear practical footwear for the journey from your car to your workspace. Take extra time and walk slowly to avoid slips, trips, and falls. Plan accordingly, drive carefully, and always make the best decisions for you and your family. In the event of a snowfall impacting NNSY work operations, parking is a major concern to ensure ship’s force duty sections and NNSY essential personnel get to and from work safely. Lots I, E, 7, 8, 15, 16, and 17 are currently designated lots for essential personnel. Please understand each snow event is different and factors such as snow accumulation, temperatures, and continual snow fall will impact the plow strategy.
WINTER WEATHER WATCH SOCIAL MEDIA NNSY’s Facebook page is updated regularly when severe weather threatens the region. During severe weather emergencies, the Facebook page will only post official statements. Check regularly to find out about work delays and shipyard closures.
LOCAL NEWS During severe weather emergencies, local television stations such as WAVY, WTKR, and WVEC broadcast NNSY closure information as soon as it becomes available. Check your favorite station for updates.
INFO HOTLINE The shipyard’s information hotline, 757-396-9551, is updated as needed. Dialing the number provides you with instructions for all shifts and gate closure information. Any time severe weather is threatening Hampton Roads, the shipyard hotline should be your first call. FEBRUARY 2016 • SERVICE TO THE FLEET • 3
From the Commander
CAPTAIN SCOTT BROWN
A time for change in America's Shipyard
"[We] will improve our status as a capable and trusted Naval ship repair facility, and we will excel in finding new ways to succeed by improving our capabilities and capacity."
Accelerating the Change. It’s the theme for this issue of Service to the Fleet (STTF), and it’s the theme for NNSY in 2016. America’s Shipyard will improve our status as a capable and trusted naval ship repair facility, and we will excel in finding new ways to succeed by improving our capabilities and capacity. In the latter days of 2015 and the early days of 2016, we’ve accomplished significant goals that are evidence of our effort to “accelerate the change.” Let’s look at some key examples. By focusing on excellence in work preparations and precise communication, we broke the corporate NAVSEA schedule performance record during USS Maryland’s (SSBN-738) Engineered Refueling Overhaul propulsion test program. Maryland’s test program completed in 29 days; the previous best for a boat with this type of electronics suite was 42 days. Just before the holidays in USS La Jolla (SSN-701), we reached a major milestone by establishing conditions to commence major propulsion plant work supporting the boat’s transition from a fleet asset to a 4 • SERVICE TO THE FLEET • FEBRUARY 2016
land-based training platform that provides foundational training for future Sailors. And, embodying our spirit of “Any Ship, Any Time, Anywhere,” a fly-away team to Diego Garcia provided around-the-clock technical support in USS Florida (SSGN-728) just before, and during, the holidays. Great job and thanks to the team of professionals from Fleet Maintenance Submarines (FMB), Nuclear Regional Maintenance Department, and our nuclear engineering department. We need to accelerate the change in safety. I need all hands focused on preventing injuries before they occur. Before starting a job, your work brief must include the specifics of the job and how you plan to stay safe during its execution. Our goal is to develop and discuss a safety plan for each job, engineer safety into the job, and keep ourselves safe at all times. You are empowered to keep yourself safe and stop any evolution or job that you consider unsafe. The production shops have staged Personal Protective Equipment (PPE) stations throughout the shops. These PPE stations are also staged around projects and in the drydocks. NNSY is leading the way in drydock safety by implementing a standard where no drydock services touch the drydock floor. Services must be preengineered to be safe, and we must all engage to ensure we run our services in an organized and safe manner. Be aware of your surroundings and watch your step while walking about. Many of our injuries involve slips, trips, and falls while transitioning to or from the work site. Keep your head on a swivel, don’t text or talk on your cell phone while walking, and engage others when you see them not paying attention. If an unsafe condition exists, please report it. Notify your supervisor and call the safety office at 396-7231, call the Duty Office at 396-8615 if it’s outside normal working hours, or call me anytime at 396-9333. I assure you that these conditions will receive top priority. We have placed a significant priority on cleaning up America’s Shipyard – quarterly cleanup days and improved custodial support are just two of many. Clean and orderly equates to safe. Our core is our people, and we must keep that core safe. The Chief of Naval Operations (CNO) recently released his direction for our Navy. The document is entitled A Design for Maintaining Maritime Superiority. I’ve
already started discussing it during my weekly engagements on the waterfront, and I trust you will read it. You can Google it online. A quote from the CNO: “Maintain a fleet that is trained and ready to operate and fight decisively – from the deep ocean to the littorals, from the sea floor to space, and in the information domain. Align our organization to best support generating operational excellence.” This direction aligns perfectly to our mission and our 2016 theme to accelerate the change. Accelerating change to reach operational excellence requires an allhands effort, and your personal engagement. Give 100% and keep driving to improve yourself and your shipyard. Innovation is key to meeting the CNO’s challenge of operational excellence. On page 20 of this issue of STTF, personnel from Codes 263 and 276 were instrumental in the design of an aircraft elevator lock system that’s simpler to use, requires less maintenance, and saves money. The most recent design will be installed in USS George Washington (CVN-73). On page 7, you’ll read about man-hour savings resulting from Code 930 Mechanical Group and Code 265 Submarine Mechanical/Piping Division collaboration to create a new external wiper strip retainer that prevents foreign material in Ohio-class submarine main seawater valves. Finally, this month’s employee spotlight is particularly fitting for a STTF issue about accelerating the change—Edwin Street, Shop 11 Shipfitter Supervisor on the La Jolla project. As you’ll see in his article, Edwin is a unique and dynamic individual who prides himself on looking for ways to bring positive change into the shipyard. And with the groundbreaking work we’re currently performing on La Jolla, Edwin is on the right project at the right time. America’s Shipyard is vital to keeping the fleet sailing. Thanks for being a part of it! We are Norfolk Naval Shipyard. We are America’s Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
AMERICA'S SHIPYARD SHUTTLE SERVICE The new America's Shipyard Shuttle Service transports personnel to and from both ends of the shipyard.
AVAILABLE: Monday through Friday, 0500-1700 WHO CAN RIDE? Civilians, Military, and Contractors
As this is a new service for the installation, there may be a few growing pains with timing and pick-up points. We ask that you have some patience as the drivers gain experience during the coming weeks. To request a copy of the shuttle service route map, please call the Public Affairs Office at 396-9550.
SCHEDULE: The shuttles are continuously on the move and wait times should be less than 15 minutes. STOPS: There are 21 stops across the installation. All stops are marked with an America’s Shipyard logo sign next to the road.
From the Deckplate
COMMAND MASTER CHIEF MICHAEL REESE
Health and safety in the new year
"...Seize the opportunity to honor the too-often neglected accomplishments of black Americans in every area of endeavor throughout our history." - President Gerald Ford
Who is that knocking on the door? It’s old man winter and he is here to stay for a while. It is hard to believe the holiday season has come and gone, but great to say we came through remarkably well and stayed very safe! Speaking of safe, did you know that the new 2016 Safety Handbooks are now available? All command personnel, both civilian and military, are expected to actively support safety and health matters through leadership by example in order for us to establish and maintain a safe and healthy work place. Get your handbook today and let’s all BE SAFE! I started this year saying “New Year, New Beginnings.” What better way than to do so than with a healthy mindset? Did you know heart disease is the leading cause in death in the United States for both males and females? You can make some healthy changes to lower your risk including watching your weight, quit smoking (I know it’s hard…I did it four years ago), control your cholesterol/blood pressure, get active, and eat healthy! No, you do not have to run marathons or eat strictly salads, but you need to eat to live; don’t live to eat! Let’s all take some steps to improve our health this year!
Wait a minute…that’s not all! This month is African American History Month, which started in 1976 when President Gerald Ford urged Americans “to seize the opportunity to honor the too-often neglected accomplishments of black Americans in every area of endeavor throughout our history.” The month was chosen to coincide with the birthdays of Frederick Douglass and Abraham Lincoln. What a great country we live in and represent every day! Last but not least, Welcome Aboard to the USS Rhode Island and its crew! It is a privilege to have you in our shipyard and we look forward to working with you during your time here at the shipyard. If you see some of the Rhode Island Sailors, welcome them to our home! As always, it is an honor to be in the Navy and a great time to be a part of America’s Shipyard! - CMC Sends!
Mike Reese Command Master Chief
February is
AMERICAN HEART month
Heart disease is the leading cause of death in the United States. It beats out all other diseases for this distinction among both men and women Visit www.heart.org for more information.
6 • SERVICE TO THE FLEET • FEBRUARY 2016
Innovation saves money and keeps USS Maryland ERO on schedule BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
470 manhours. $23,500. That’s the time and money already saved thanks to a new component created at Norfolk Naval Shipyard (NNSY) preventing foreign material in valves. This O-shaped component, made of highstrength aluminum and dubbed the external wiper strip retainer, was made in partnership between the shipyard’s Mechanical Group and the Engineering and Planning Department (Code 265, Submarine Mechanical/Piping Division). A core tenet of the shipyard’s mechanical/piping division is providing quick response to any issues with submarine mechanical systems and components. For this initiative, the division personnel capitalized on the increasing use of 3D printing within the shipyard to create prototypes of components that can be used in the overhaul, repair, and conversion of Navy vessels. The retainer “solves the problem of seawater getting into the actuators, and it provides additional cleanliness,” said Code 265’s Brian Helm, who helped brainstorm the component’s creation. The retainer is similar to the one on your automobile in regards to being manufactured from molded rubber. Where it differs is it serves to keep dirt and debris out of significant SSBN components and extends their service life. Due to the valve design, it’s not possible to replace the valve when it’s assembled and the submarine is in service. Helm credited collaboration with Code 265’s Brandon Jackson, who recently transferred from the shipyard’s Mechanical Group, for his knowledge of the seawater system and its components. Jackson assisted with the project from the component’s conception to installation. “His knowledge of the system allowed for hands-on knowledge coupled with technical knowledge of the valve to provide a part that would not affect valve operation. His positive attitude and belief in the design ultimately resulted in the part working exactly as intended,” said Helm. Demonstrating the “can-do” mentality within Code 265, a makeshift model was first created, cobbled out of spare parts from the USS Albany (SSN-750), currently undergoing overhaul at NNSY. “This ensured the new part would physically work as intended,” said Helm. “We were able to fit-up the 3D model using the disassembled USS Albany valves to show proof of concept.” Standing in for the piping was a piece of construction paper. The Tool Design division of the shipyard’s Mechanical Group, led by Mechanical Engineering Technician Tim Edmondson, assisted in the creation of 3D models for the external wiper strip retainer. It underwent multiple changes to get the part precisely right to meet the “very tight tolerances specified,” said Helm. “Halfway through fit-up shipboard, a problem with valve stack up tolerances required the design to be modified once again. This was quickly quantified
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by the field engineer with a dimension change and [NNSY’s] Inside Machine Shop fabricated the final production part.” “We have a 3D printer that prints in hard plastic,” said Edmondson, who’s been at the forefront of NNSY’s 3D printing innovations for the past three years. “Because we have a machine shop, and 3D modeling capabilities, we have become the source in the shipyard for hard plastic parts to be created. I worked with engineering guys here. We went through three different iterations before we finally got what they wanted.” After two months of work and three iterations of the component, Helm described it as “pretty rewarding” to see the finalized component not only working, but “exceeding expectations” during full valve operation onboard the USS Maryland (SSBN738). The collaborative efforts of NNSY’s Submarine Mechanical/ Piping Division, Mechanical Group, field engineering support will ultimately help Maryland meet its schedule for completing its Engineered Refueling Overhaul at the shipyard in February. EDITOR'S NOTE: 3D PRINTING & DESIGN SERVICES ARE AVAILABLE BY REQUEST AT: https://webcentral.nnsy.sy/sites/AML/default.aspx. FEBRUARY 2016 • SERVICE TO THE FLEET • 7
Shipyard Insider Guidance for FY16, sharing how the employee readiness groups are fitting in with the alignment of the shipyard and the Navy. Maryland Testing Record NNSY achieved a record breaking performance for the time of its propulsion plant testing on USS Maryland (SSBN-738), currently in the process of finishing up its Engineered Refueling Overhaul. This marked a new corporate best across the NAVSEA enterprise. The Maryland test program completed in 29 days; the previous best was 42 days.
» POSITIVE YARDAGE Bataan Boilermakers BZ Norfolk Naval Shipyard honored its personnel Dec. 21, 2015 for recently performing boiler work on USS Bataan (LHD5). A team of approximately 65 personnel from a cross-section of shipyard shops serviced the L-Deck at BAE Systems. Danny Hughes, former project superintendent for amphibious vessels, said that working offyard “offered a few challenges to us, but we're always up for the challenge, overcoming it and putting that best foot forward, and it showed. Keep up the good work, keep charging, and let’s keep showing that Norfolk Naval Shipyard is the first choice in ship repair, and we are America’s Shipyard!” Shipyard Commander Capt. Scott Brown commended the team, saying, “it was hard work on your part, but it’s not lost on me or our Navy.” Bataan’s Commanding Officer, Capt. J.C. Carter, said, “The boilers look great and the level of effort and dedication put forth was impressive.” Salinity Cell Solution NNSY Pipefitter Supervisor Keith Marshburn and Work Leader Anthony Larsen identified and helped solve a salinity cell problem on the USS George 8 • SERVICE TO THE FLEET • FEBRUARY 2016
H.W. Bush (CVN-77) project. There was a group of salinity cells installed shipboard, but leaked during testing. During the research and development for a solution, Marshburn and Larson discovered that the use of an O-ring would allow the salinity cell to operate under normal pressure without leaking. With engineering assistance, they performed a research and development mock up, utilizing an O-ring to seal the salinity cell. The O-ring method proved successful and was implemented onboard. This process saved approximately 50 man days per salinity cell, and material funding on the current and future projects by eliminating the removal/ replacement of salinity cells. La Jolla Milestone NNSY reached a major milestone Dec. 15 by establishing the plant conditions to commence reactor servicing work on USS La Jolla (SSN-701) which entails alterations necessary for the change in mission from a fleet asset to a land-based prototype to support plant operator training. The boat has been at NNSY since February 2015 and is undergoing its conversion to a Moored Training Ship (MTS), the first of two nextgeneration MTSes for the
Nuclear Power Training Unit in Charleston, SC. FMB Fly-away NNSY provided a fly-away team of Fleet Maintenance Submarines (FMB) personnel, Nuclear Regional Maintenance Department employees, and engineering support to Diego Garcia to provide emergent service to several propulsion plant components on USS Florida (SSGN-728). The team provided around-the-clock technical support. Due to operational commitments, one NNSY and two Electric Boat (EB) technicians voluntarily went underway with Florida to complete the repairs. Vet ERG Capt. Scott Brown met with NNSY's Veteran Employee Readiness Group (VET-ERG) Jan. 14, praising their drive to succeed in 2015 and supporting their efforts for the coming year. Capt. Brown detailed his and the Chief Naval Officer's Strategic
MLK Observance NNSY''s the Diversity and Inclusion Office (Code 1103) hosted a Dr. Martin Luther King Jr. Remembrance Celebration Jan. 15. Employees came together to celebrate the life of the late Dr. King and his efforts during the Civil Rights Movement. Carlos J. Clanton, President of the National Urban League Young Professionals of Hampton Roads, was the guest speaker and shared personal stories about people in his life who have encourage him to live based on the King's teachings.
» THIS MONTH IN HISTORY Feb. 1, 1942 USS Enterprise (CV-6) and USS Yorktown (CV-5) make the first World War II air strike against the Japanese at their outposts in the Marshall Islands. Feb. 8, 1862 A joint amphibious expedition captures Roanoke Island, N.C., securing Norfolk Navy Yard and the eventual destruction of CSS Virginia. Feb. 22, 1974 Lt. j.g. Barbara Ann Rainey becomes the first Navy designated female aviator. Feb. 25, 1933 USS Ranger (CV-4), the U.S. Navy's first true aircraft carrier, is launched.
Buzz and Bytes » NEWS YOU CAN USE Shipyard Shuttle NNSY is now running a shuttle service throughout the installation side of the base. This service will run Monday through Friday from 5 a.m. to 5 p.m. and will include two buses and a van to shuttle personnel (civilians, military, and contractors) from the north end to the south end of the shipyard. Each shuttle stop will have a sign labeled "America's Shipyard Bus Shuttle Service." As this is a new service for the installation, there may be a few growing pains with timing and pick-up points, we ask that you have some patience, as the drivers get experience driving around the base over the coming weeks. To request a map of the shuttle route, please contact the Base Support Office at 396-9081. Southside Parking The City of Portsmouth has increased parking enforcement measures in the Southside Parking District. New signs have been installed along the streets to indicate the areas where parking permits are required. Enforcement measures include issuing citations and towing at vehicle owner's expense. There is no parking along George Washington Highway (Effingham Street) and there is limited, decalfree parking along south side of Portsmouth Blvd. east of Green St. to Gate 10. To request a map of the boundaries of the district that require decals for permitted parking, please contact Doug Taylor at 396-8719. E-Cigarettes While there is currently insufficient evidence to conclude electronic cigarettes, or e-cigarettes, impact human health, both Naval Sea Systems Command (NAVSEA) and Norfolk Naval Shipyard (NNSY) policy consider e-cigarettes to be similar to "tobacco products."
Therefore, they shall be treated the same as regular cigarettes until such time that there is an official regulation. In accordance with OPNAVINST 5100.23G Chapter 30 Navy regions and activities shall prohibit smoking in all Department of the Navy (DON) vehicles, aircraft, and work buildings. This applies to all active duty, civilian personnel, their dependents, and visitors in DON-controlled locations
» DEOCS Command Climate Survey In January, NNSY launched the Command Climate Survey. The survey provides the workforce with a forum to give the commanding officer, senior leadership, and direct supervisors feedack on the many factors that affect our workplace. If you have computer access, you should have received an email from your department's Command Climate POC with instructions on how to log in to the survey. You will need approximately 30 minutes to complete the survey. Paper copies are available for those who do not have immediate computer access. This voluntary survey is designed to assess the “shared perceptions” of respondents about formal or informal policies and practices. Please complete the survey no later than Feb. 12. To begin the survey you must connect to the Internet. The survey can be found at www.deocs.net/user4/login/ login.cfm. An Accoess Code is required to gain access to the survey. This case-sensitive code was randomly generated and is not associated with your name or any other personal identifying source and was provided by your Command Climate POC. The code ensures anonymity and that each individual selected completes only one survey. If you have questions concerning the assessment or the survey, please call Fred Salanitro at 396-2646.
» CYBERSECURITY
» NCMA SCHOLARSHIP Scholarship Opportunities The Naval Civilian Managers Association (NCMA) will award four college scholarships for the 2016-2017 academic year. Four scholarships will be awarded. The first two are general scholarships awarded to dependents of any shipyard employee (one time, $500 each). The third is an NCMA member scholarship to be awarded to a dependent of an individual who has been an active dues-paying NCMA member for at least one year (one time, $500). The fourth scholarship is fouryear general scholarship awarded to a dependent of any shipyard employee ($500 per year for four years).The four-year scholarship will require continued enrollment and maintaining a 3.0 GPA for the 2nd through 4th years. Criteria for eligibility: • Dependents of shipyard employees. Shipyard employees who are not NCMA members should obtain sponsorship from an active NCMA member for their dependent application. • All applicants must be accepted for enrollment as an entering freshman at an accredited college or university for the upcoming fall term. • Application submission must be received by 15 April, 2015. To download an application, visit the NCMA website on NNSY WebCentral (click on “Organizations/Associations/ NCMA and then find the icon for the 2016 Scholarship Application).
To highlight the importance of Cybersecurity hygiene, "NAVSEA Cybersecurity 101" training is now available on Total Workforce Management Services (TWMS) and counts for continuous learning credits. This one-time course is an adjunct to the DoD Cyber Awareness Challenge and is mandatory for NAVSEA personnel with completion due no later than March 30. Log on to TWMS Self Service. If you are not prompted by the mandatory training notice which will automatically take you to the Required Training tab, scroll down to "Tools/Actions" and select the "Online Training and Notices" menu; the next screen is the "Required Training and Notices" page. Select "Available Training" and scroll down to find the "NAVSEA Cybersecurity 101" course.
» RECORDS MANAGEMENT Record Freeze A record freeze is a situation in which temporary records cannot be destroyed pursuant to an approved retention schedule because special circumstances, such as a court order or a congressional inquiry, require a temporary extension of the approved retention period. Also referred to as a "Litigation Hold" or "Record Hold." For more information about Records Management, please contact your department's Records Liaison Officer or the Command Records Manager, Michelle Guiliano.
FEBRUARY 2016 • SERVICE TO THE FLEET • 9
RECYCLED BARGE BECOMES PROJECT HQ BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
The Mid-Atlantic Regional Maintenance Center (MARMC) handed over the key to the newly repurposed, APL-50 Class Nonself-propelled Barracks Ship, now known as the project barge, to Norfolk Naval Shipyard (NNSY) at a small ceremony held at Pier Three Dec. 14. The barge, which was planned to be retired, was repurposed into floating office spaces to accommodate for the current 27-month USS Rhode Island (SSBN 740) Availability. The idea came from Former Submarine Program Manager and Project Superintendent Jack Harris and his team during the planning phase, when they realized no building would be available for the project and there would be very little real estate for placement of temporary trailers. Repurposing the APL-50 would, resourcefully and safely, provide space where the team, which consists of several people, from zone managers, engineers and trade managers to name a few, could come together to work on 10 • SERVICE TO THE FLEET • FEBRUARY 2016
the project versus being spread across the 800 acres of the shipyard in various offices and work centers. The idea was then presented by the project team to U.S. Fleet Forces (USFF) which in turn allowed project funding of approximately $14 million to outfit the barge. The finished product is a brilliant blue barge with two levels which contain 27 work stations (approximately 200 desks); there are two briefing rooms, and also a large conference room. The lower level contains spaces that hold equipment for use by the mechanics working on the project. According to Keith Panter, Waterfront Production Support for Code 100PI (Performance Improvement), the barge also has been fully modernized with energy efficient air conditioning and lighting, and even includes a nursing station. The barges’ certification will be good for 10 years and then it will need to be recertified to check for things such as water tight integrity.
◄ Opposite Page: Rear Adm. Richard Berkey greets Cmdr. Nirav Patel, Rhode Island Commanding Officer. Clockwise from top left: Rhode Island project team members applaud during the presentation; Berkey presents the key to Shipyard Commander, Capt. Scott Brown; the newly renovated APL-50; Berkey awards George Maples, Marine Systems Corps, Fleet Forces Command Barge Modernization Coordinator; Jeff Manian, MidAtlantic Regional Maintenance Center (MARMC) Messing & Berthing Project Manager; and Ronnie Brett, MARMC Messing & Berthing Program Manager with Letters of Commendation.
“This is a big deal,” said Rear Adm. Richard Berkey, Director of Fleet Maintenance for USFF during the ceremony. “We were able to do this for the shipyard and better help support our submarine forces. Not only do we have the right team to accomplish this work, this is a great opportunity, with this project, to pilot the use of the barge.” According to Panter, repurposing the barge was the most economical approach to facilitating office spaces for the project than a new building or bringing in shipping containers, known as CONEX boxes, would have been. In fact, because of the history of NNSY, which dates back before the founding of America, building on the shipyard is extremely complicated and there is little to no real estate
for a building. And unlike a building, the mobility of the barge allows it to be placed where it is needed at the time it is needed. Although somewhat mobile, trailers would come with a monthly price tag, and the shipyard would not own them like they do the barge. Panter also said having the barge can help improve the efficiency of project because of the camaraderie it will also allow. Deputy Project Superintendent John Walker added, “The most important thing is, our entire project team can be right here on this barge and everything you need is available. The best part is, it’s plug-n-play. When we undock the ship, we can then undock the barge and bring it with the ship, plug it in and we’re ready to go.” FEBRUARY 2016 • SERVICE TO THE FLEET • 11
shipyard spotlight
STORY BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER
Accelerating the Change with Apprentice turned Supervisor, Edwin Street As a child, Edwin Street Jr. witnessed the often rigid dichotomy between doing what you love and working to pay the bills. His father, Edwin Street Sr., was a talented carpenter, but he was never able to translate that passion into a reliable career. Instead, the elder Street spent much of his life working in warehouses, and only pursued carpentry in retirement. “I looked back at my father and I wondered why he didn’t do that as his career,” said Street. “I didn’t want to go through my life not doing what I love to do.” Street describes himself as optimistic and creative. He loves to build things, and wanted to be an inventor as a child growing up in New Jersey. “I’d always heard about the apprenticeship program in this area, and I went to an orientation at Tidewater Community College (TCC) which really broke it down for me. I liked the concept of learning for four years.” 12 • SERVICE TO THE FLEET • FEBRUARY 2016
Street and his wife met in New Jersey, but relocated to Virginia to start their family. Their careers eventually brought them to the Hampton Roads area, and after working for several contractors, Norfolk Naval Shipyard’s (NNSY) Apprentice Program seemed a natural next step for the promising but greenhorn craftsman. “Every other job you need to have the skill and hit the deck running,” explained Street. “Here they’ll train you for four years while you’re working and give you a skill and a trade, which I thought was exciting. So I applied, and the first thing I chose was Shipfitting.” Street completed the apprenticeship and moved into a role as Work Leader. Six and half years into his career at NNSY, he is now a newly promoted Structural Group (Code 920) Shop 11 Shipfitter Supervisor on the USS La Jolla (SSN-701) Project, where he was previously a mechanic and Work Leader. “I’m still learning that role,” said Street. “Here in the shipyard, it’s definitely a challenge,
12 THINGS you didn't know about
Edwin Street Jr. 1. Red is my favorite color. 2. My lucky number is 21. 3. My favorite food is good food. 4. When I was little I wanted to be an inventor. 5. Lenny Kravitz would play me in the movie about my life. 6. In three words, I am friendly, optimistic, and creative. 7. My superpower would be to read minds. 8. My favorite karaoke song is Shiny Happy People by R.E.M. 9. I love to freestyle dance. but I’ve taken what I’ve learned so far and tried to apply that to effectively leading others. Each day I try to get here and create a plan. When everyone comes in we can have a good night knowing what’s expected of us, so when we’re faced with challenges we can adapt. Each day is different.” A self-described “Change Agent,” Street enjoys the fluid nature of working at America’s Shipyard and the myriad associated challenges. “What I like most about my job is we’re at a place that’s constantly changing. The industry is changing, the workforce is changing, and the style of how we do business is changing,” he said. “What we get to do and how we get to see it develop is a massive responsibility; it’s hard to wrap your mind around. So I like the fact that there is always something to learn here and always room to grow.” Street has been able to do what his father could not quite accomplish; performing a job he loves at a place where he is valued as an employee and as a leader. “What I bring to the table as an individual is unlike anyone else. Each of us have something different to offer the team, and I think because of who I am, the shipyard needs me,” said Street. “We all have a skillset, and all of us together make it work. There’s not one style or one way to work a job, so my input is important, and being a good example and a good influence is important.”
In addition to the motivation provided by his father, Street has found leadership inspiration by emulating those who came before him. “There are people who I observed when I was apprentice, and they were very inspiring to me,” said Street. “I appreciate good management styles, and people who really know how to rally others around an idea, and I’ve looked at some of those people and their styles and I remember how they affected me, so I try to learn from them and implement their methods so I can always be growing.” Personal mastery for Street extends beyond his responsibilities at the shipyard. He is the Vice President of his Civic League and an active member of the community, effecting change whenever he has the chance. “My goal is to grow and to influence others. I would really love to see us doing better as a culture.” Street encourages new employees, especially incoming apprentices, to seek opportunities to learn new things and develop beyond just a job title. “Be open. You may learn something you didn’t expect. Find a mentor. Be bold and inquisitive,” said Street. “We have a goal. Our goal is to stay relevant and sustainable, and to be number one in what we do and to take pride in that."
10. I could never give up my family. 11. My dream car is a Volkswagen camper van. 12. I love my mom’s chocolate cake with cream cheese icing and strawberries on top.
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CORE COMPETENCIES: Why Competencies and Assessments are Important to Supervisors BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY LUKE BEASLEY • NNSY PHOTOGRAPHER Employee Development Pipelines will have a long-term impact on supervisors within the shipyard, and in early December, departmental representatives attended the second Core Competency Summit at the Dry Dock Club. The goal of the summit was to review the departmental progress being made on these pipelines in support of the Norfolk Naval Shipyard (NNSY) Performance Improvement Plan, as well as to promote an opportunity for team learning. Leaders from every NNSY Department, as well as individual production resource shops, shared learning experiences, best practices,
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and ideas for continuous improvement to “Accelerate the Change” at America’s Shipyard. For supervisors, building a qualified workforce is essential to long-term success, and the Employee Development Pipelines are designed to support all of a department’s core competencies by integrating development, experience, and training. Each of the pipelines contains checkpoints for recruiting, employee onboarding, indoctrination, and reaching full performance level, which creates clear indications of progress within the pipelines and makes gathering milestone
metrics easier. Arranging these requirements in a spreadsheet and creating flow charts unique to each of the trades makes it less complicated for resource managers to forecast future workload gaps and to adjust manning and training accordingly. “The supervisor benefits because they will have the resources when they need them,” explained Stephanie Jacocks, Structural Group (Code 920) Continuous Training and Development. “They get people who are qualified. It’s a full package, it’s a complete person. Right now, that planning piece isn’t exactly linked together.”
Developing the workforce includes growing leaders, and every position at NNSY will have a pipeline to follow. “As far as supervision goes, we’re laying out the path, giving them the tools they need to make sure they get the training to be effective leaders,” said Daniel Shirley, Code 920 Planning Manager. “From a resource perspective, [the pipelines] are important for supervisors because it enables them to see who is coming up in the ranks, in work leader positions, and helps identify who has those leadership traits and who is ready to move forward.” The Core Competencies and Pipelines developed during fiscal year 2015 are now in the implementation phase, with a focus on the ability to track progress and close gaps in the areas most critical to executing our current- and near-term workload. According to John Snell, Production Training Division (Code 900T) Superintendent, the goal is for the pipelines to serve as tools for both resource regulation and employee development by the time they are finalized at the end of this fiscal year. The pipelines create clear ownership and accountability for department heads and superintendents and ensure continuity and standardization within the initiative. “By the end of FY-16, we want to have the majority of our folks aligned and progressing through the pipelines to have a firm feel on where our biggest gaps are as far as capacity and critical core competencies versus fully qualified employees,” said Mike Zydron, Engineering Planning Manager (Code 200). “We are setting the foundation with every shop and every code, identifying core competencies with a focus on knowledge, skills, and abilities, and we are transforming those into pipelines. Our goal, to accelerate the development of our workforce, is more important than ever.”
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◄ Left: Belford "Scott" Wilson says last year's Curriculum Summit will help identify performance gaps to develop training solutions at NNSY.
“These classes are important because they provide the right tools at the right time. One of the challenges of the shipyard has been getting employees into these classes early enough. We have a fair number of supervisors STORY BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST who have not received this PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER training and they are simply learning by hard knocks as they go,” said Wilson. “Leadership development is so important to On Nov. 23 and 24, Norfolk Naval Shipyard (NNSY) Command the shipyard’s health. It doesn’t matter how fast you can turn a wrench University (Code 900CU) held a Curriculum Summit to refine the if you can’t communicate. Currently, we have a young work force and leadership training program goals and strategies within the shipyard we have greater demands. Leadership development is a significant for the new fiscal year. Held on the second floor of Bldg. 1575, the enabler not only to the shipyard being healthy but also successful.” summit included a cross-functional group of shipyard employees, Leadership classes are ongoing and provided in an adult learning at or above the supervisor level, who met to receive a clearer model where students go through activities, then reflect, discuss, and understanding of what each of the four leadership courses consist of learn a skillset to apply in a scenario. “We always have hot washes and who is eligible. According to Leadership Branch Head Belford after each event and apply constructive criticisms. There is not always "Scott" Wilson, the attendees were also invited to ensure the training a ‘right’ answer, but we make sure the principals of the training are programs are delivering relevant and timely content that is meeting reflected in the experience, and then the students, together, give each the critical needs of the shipyard. other constructive feedback on what they believe would work,” said “What we are trying to figure out in this process is if there are Wilson. He also explained this is yet another reason the summit will performance gaps for which there is not a training solution,” explained be valuable in helping Code 900CU ensure scenarios are realistic Wilson. “Not all performance gaps require training; some gaps simply and practical. Once students have participated in the classes, Code require people to do their job, but some need skills, and we need to 900CU will reach out after a period of time, whether through a identify those. Every year, performance requirements come up. We’re survey or focus group, to see how the training has helped them in trying, in real time, to keep up as each year we are given quotas for the ‘real-world’ based on their understanding and experience using training a certain amount of people, as well as objectives we need to the principals. meet, and we want to make sure, in doing that, we have the right According to Wilson, the ultimate goal of the summit is to material that is relevant and practical.” continue the dialogue regarding training curriculum throughout Currently, Code 900CU provides Foundations of Leadership, a the year. The team plans to invite senior executive leadership and voluntary class for non-supervisors, and First-, Second-, and Thirddepartment heads into the conversation and help drive it. “Ultimately, Level Supervisor Training courses, which are mandated and must everything we (Code 900CU) do should promote our employees’ be completed within the first year of an employee’s promotion. ability to be better on the waterfront,” said Wilson. “Our goal is that According to Wilson, refresher training is also required every three they walk away from this training thinking, ‘this is was great, I needed years. Each of the classes includes three tiers: (1) leadership, which it, and I recommend it.’ We want them to become loyal supporters includes soft skills such as communication and time management, and promoters of what we do.” (2) business, which includes items such as performance appraisals “What we are doing is complimentary to the full effort of the and safety requirements, and (3) project, which includes practical shipyard. We are giving our employees the right tools, the right ideas, information, such as how to lead in a technical industry, how to and the right practices. The goal is they go out there and reinforce navigate a Technical Word Document (TWD), and how to identify those things. It’s not easy work, but it’s important,” said Wilson. potential problems.
CURRICULUM SUMMIT ENSURES RELEVANT TRAINING
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ACCELERATING THE CHANGE BY IMPROVING NNSY'S FACILITIES STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Norfolk Naval Shipyard (NNSY) saw many improvements to facilities creating a safer environment for shipyard workers in 2015. Shipyard Commander, Capt. Scott Brown put forth a plan to improve the shipyard for the better and in response, Code 900F, the Temporary Facilities Division, was created. According to Tim Spitler, Code 900F Facilities Director, his team and the Production Facility and Equipment Management Division (Code 980) worked together and were able to take the first of many steps "to preserve the future of the shipyard so it stands the test of time." SELF-HELP INITIATIVE The self-help initiative is all about shipyard workers being able to ‘help themselves.’ Spitler said, “We started this program to restore pride in the shipyard and its workforce. The program gives them the ability to help themselves so they can take more pride in their jobs and their workplace. We want this to help improve facilities as well as boost morale as a whole.” The program revolves around a simple question: “what can I do to help my shop and myself?” With the self-help initiative in place, the partnership between 900F and 980 works as an avenue to provide the tools and the teachings to better the work environment. Building relationships with the shops and codes as well as apprentices and leadership, those who seek assistance around their workplace reach out to the team who then works to provide the tools and training needed to maintain the wishes of the shops. EARN STORE The EARN Store was in desperate need of overflow space for their stock, so Code 900F and Code 980 created storage space for them in Bldg. 1500. “I am overjoyed to see a great milestone accomplished for the Awards Division. To efficiently operate the EARN store, we desperately needed a place close to the store to house our products,” said Dorassa Fields, Supervisor Administrative Management Specialist for the Command Awards Division (Code 1102.7). “I want to personally thank Mr. Timothy Spitler for his quick responses for assistance and providing the manpower and tools needed to make our transition a great success.” Code 930’s Tom Strickland and Code 900’s John Cook aided in getting
the shop storerooms set up for use and the team assembled a total of 26 shelving units for the EARN Store in their new location. Fields said, “The entire Awards Staff wishes to thank each of them for the hard work and support they have contributed to this project. I have no words that can express just how thankful I am.” BREAK ROOMS One of the biggest needs in shipyard facilities came in the way of the break room, an area meant to be utilized during lunchtime as a safe space for workers to consume their lunch away from the job site. However, the waterfront had rooms left in disrepair and in need of a major change, tempting the workers to eat their lunch elsewhere, where it may have been unsafe and unclean. “There were also people coming into the break rooms with all their gear, including coveralls, gloves, hardhats, etc. It was unsanitary for those within the break rooms to eat,” said Spitler. “We saw the need for a change and with a partnership with Facilities, the Self-Help Program, The Building Monitor Program, and NAVFAC we are revitalizing the break rooms. We’re redoing floors, repainting spaces, providing coat rooms and cubbies for their work items, providing proper signage, and in some cases building all new spaces. With these updates, we’re enforcing cleanliness for our people and making sure they have a safe environment to rest and eat.” Many break rooms, including the Shop 17 Break Room in Bldg. 234, have gotten a complete makeover to fit the needs of the workers who use them. Efforts to update more break rooms will continue in 2016. WHAT’S IN STORE FOR 2016 Code 900F and Code 980 have accomplished many projects at NNSY, and it’s only the beginning. As we enter 2016, the self-help initiative and facilties upgrades will continue around the shipyard, and Code 900F will be removing trailers from the north end of the shipyard to increase tworkspace for shops on the waterfront. Quarterly clean-up days will continue, the next one being later this spring. “The efforts we provided in 2015 really set the pace for 2016 in accelerating the change of America’s Shipyard,” said Spitler. “And we’re excited for more upcoming projects to be revealed soon.”
RHODE ISLAND ARRIVES FOR HIGH-PRIORITY ERO BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER 18 • SERVICE TO THE FLEET • FEBRUARY 2016
USS Rhode Island (SSBN-740) arrived at Norfolk Naval Shipyard (NNSY) in December for its 27-month Engineered Refueling Overhaul (ERO), a major availability during which the submarine will be refueled and upgraded before returning to support the country’s nuclear deterrence strategy. In early 2015, Chief of Naval Operations, Admiral Jonathan Greenert, emphasized the importance of Ballistic Missile Submarine overhauls, and the Rhode Island availability will be NNSY’s top priority, a first for SSBN EROs at the shipyard. The availability, which will exceed more than 500,000 mandays, officially started Jan. 27 and is scheduled to last into 2018. “In order for this to be achievable, the shipyard
will have to execute 95 percent of the production work during the dry dock portion, which lasts 18 months,” said Mark Cook, Rhode Island Project Superintendent. “To accomplish this, NNSY will need to average 13,000 mandays of production earned value per month during the docking period, which is significantly higher than past EROs.” Rhode Island is one of the United States' most vital strategic assets, and combined with the other Ohio-class submarines, makes up one leg of the nuclear triad. Major work to be completed includes refueling and electronics upgrades. The project team has been planning for Rhode Island’s ERO for more than a year, and Cook says they are well-prepared to set a new standard for Ohio-class EROs at NNSY. FEBRUARY 2016 • SERVICE TO THE FLEET • 19
Upgraded ACE Lock System Saves Half Million Dollars in Maintenance STORY BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
There is a proverb that says, “Give a man a fish, and you feed him for a day; show him how to fish, and you feed him for a lifetime.” This may be applied in many aspects of life, even ship repair. In 2005, an engineering team from Norfolk Naval Shipyard (NNSY) was tasked with redesigning an aircraft elevator (ACE) lock system for a test and evaluation installation aboard USS John C. Stennis (CVN-74). This new system was installed at Puget Sound Naval Shipyard in 2008. Large hydraulic engines are powered up when any of the four massive aircraft elevator platforms needs move to or from the flight deck on a CVN-68 class aircraft carrier. Combined with the additional weight of one or more airplanes on the platform, the forces involved are immense. Though this trip “to the roof ” only takes seconds, the platform is often required to remain at the flight deck for extended periods of time to either support flight operations or due to heightened sea state conditions. The ACE lock system secures each platform at the flight deck indefinitely, allowing the hydraulic system to be shut down until needed later on. According to Sandra Harrah, a Mechanical Engineering Supervisor, the issue with the ACE Lock System aboard Stennis was 20 • SERVICE TO THE FLEET • FEBRUARY 2016
not just that it was a 50-year-old design, but it was also complicated. It consisted of pneumatic (air-filled) lock cylinders, piping, and control components; as well as interconnected mechanical operating linkages, manual control linkages, gear boxes, and mechanical interlock device assemblies. Justin Beaudoin one of the engineering team’s mechanical engineers, said a major issue with the system was corrosion. “Even though the elevator is six stories above water, it’s open to air and salt water spray,” he explained. “Now you have many moving parts all tied together that are corroded, getting wear and tear, and if you don’t perform your maintenance--greasing everything, then it becomes harder and harder to run—so no locks means no platform at flight deck.” The ability to lock ACE platforms at the flight deck is essential to mission-critical operations. Performing maintenance on the ACE Lock system was no easy task. Electrical Engineer Marc Dyer explained that the system is located in a very small crawl space. “It’s cramped, very greasy and rusty, I don’t recommend anyone go into it when the ship is underway,” he said. Unfortunately because of corrosion, the system required regular maintenance. In fact, most of the older ACE Lock
systems not only require ongoing maintenance, but also an overhaul every two to three years at an approximate cost of $1 million. To put this into perspective, most aircraft carriers have four elevators with two locks on each side of the elevator, so total maintenance cost may be upwards of $16 million. These issues led to innovative thinking and a complete system redesign. In the last decade, four revisions of the system have been developed. Since the 2008 installation of the new system, the design team has seen an elimination of excessive maintenance and reduced costs by approximately 75 percent, according to a report written by Electrical Engineer Suzan Kralle of Naval Surface Warfare Center in Philadelphia. Because of this, the most recent design is planned for install aboard the USS George Washington (CVN-73) in the coming future. Described as elegant by the engineers who helped design it, the new system is a much simpler, crank shaft style, over-center device, (similar to a crank shaft in an automobile) which extends and retracts the lockbars. However, Harrah noted although each design is similar, there are nuances from carrier to carrier. “From the original to now we have had to modify the design, but essentially the component is the same,” she said. On top of integrating non-corrosive materials, a major enhancement includes an automatic lubrication system which ensures lockbars, which are exposed to harsh elements, are consistently greased. “We also installed a Programmable Logic Controller (PLC),” said Dyer. Similar to a thermostat found in one’s home, a PLC allows an individual to control settings. Although Dyer said the one used for the lock system is more complicated, in general it allows the Sailors the ability to program how often grease is being provided to the system.
▲ Top: Justin Beaudoin and Marc Dyer examine plans for the new ACE Lock System. Above: A computer sketch of the lock structure and assembly,
The PLC also helps with troubleshooting, explained Harrah. “If there is a problem it can be seen by the computer that checks everything and gives clues as to what’s wrong with the system. Before, it was trial and error. Now the PLC allows them [Sailors] to narrow down the faulty component and quickly get it back online.” The most important aspect of the new ACE Lock system isn’t just that it is saving millions of dollars. It creates a more reliable system, which in turn supports the integrity of the ship and its level of readiness. “When you’re at a high sea state that platform has to be locked in place. If the locks are not functional the ship really can’t go to sea, it can’t leave unless they are 100 percent functional,” said Dyer “No flight deck means no flight operations. With no flight operations, what’s a carrier going to do?” Ultimately, the repair team understands ships force is not going to be able to perform all the maintenance a complex ship requires. Because of this, their goal has been to make things uncomplicated while saving money. “This is one small part of a much larger system,” said Harrah. “Anytime you have a lot of parts there is a higher potential for failure, the least amount of parts the better.” “We did not want to just fix the parts that were broken we wanted to improve reliability, over the course of time,” said Dyer. Ultimately, with this new design, the NNSY team has “taught the Sailors how to fish” with the new and improved ACE lock system.
New Physical Process Requires Two Appointments STORY BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Beginning in March, all physicals provided at the Norfolk Naval Shipyard (NNSY) Medical Clinic will be carried out in two appointments. The new process is being driven by the Bureau of Navy Medicine’s (BUMED) patient model where the patient is at the center of care. The overall goal is to streamline the physical process in order for it to be more efficient and effective.
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Far left: Hospital Corspman
3rd Class, Steven Griggs discusses a
procedure
Above:
a
patient.
Hospitalman
with
Angela
Emitt gives an injection. Left: A clinic employee discusses the appointment
process
with
a
shipyard employee.
“We complete a large volume of physicals every month in order to maintain the readiness of our shipyard employees, and their surveillance exams,” said Lt. Jannifer Wick, the Clinic's Assistant Officer in Charge (AOIC). “Depending on what job they have; they have several surveillance exams that they come in to see us for.” Currently, those receiving radiation medical exams are helping to pilot the new process. According Wick the objective of the two appointments is to ensure all lab work is completed prior to an employee being seen by a provider. Per BUMED instruction radiation exams particularly cannot be completed if lab work is not final. Unfortunately, if lab work is not completed or an employee does not verify their labs, then he or she runs the risk of having their Thermo-Luminescent Dosimeter (TLD) taken away until the situation can be resolved. Previously, with only one appointment, employees would go to the clinic to receive ancillary services such as lab work, x-rays and audiology to name a few. Then at some point
later in the day, they would see a provider but typically would be required to reschedule because the majority of the lab results were not yet available and the provider was not able to tell them if they were qualified or not. In order to save time and unnecessary frustration, the new process provides scheduled appointments on two separate days with the goal of each appointment being completed in less than an hour. The first appointment will still include all necessary ancillary services and must be completed before the second part of the physical can be scheduled. However, the second appointment will be scheduled approximately two weeks later and everything will be ready and available to the provider. “So, the employee will know that day, if they are qualified or not qualified for the different occupational physicals they are coming in for,” said Wick. Although two appointments may seem counterintuitive to some, it actually minimally impacts time employees are away from production because it maximizing their time in the clinic. The process also
reduces the volume of people within the clinic at any given time each day. Physicals will now be scheduled in 40 minute blocks, where the set time of each block will be dedicated specifically to either part one or part two of employee physicals. This also allows the NNSY clinic staff to maximize their resources and to more fully support the mission readiness of the shipyard. Another benefit of the two-part physicals said Wick, is that it allows the provider a chance to look at employees, not only from an occupational health point of view, but also from the lens of preventive medicine. “As a provider if I get lab results back, and there is something I am not comfortable with, even if they are qualified for their surveillance exam, I can recommend they go see their primary care provider (PCM),” said Wick. “At the same time, it may not be our job during the physical, to do smoking cessation or weight management, but if we see someone that falls into that realm we are going to still address it because it is the right thing to do.” Schedulers at the clinic schedule appointments through Supervisors Desk (SUPDESK). Messages for both appointments are sent directly to the respective employees supervisor so they may let their employee know and will be aware of the date and time they will be away from a project. If a supervisor has an issue or conflict with an appointment, Wick encourages them to call James Jones at 953-6503 who handles all Medical Exam Scheduling (MES) appointments and is the shipyard point of contact for all supervisors. Wick is also working with BUMED in trying to establish a Relay Health account for employees at NNSY. If approved, employees who sign up for access to Relay Health will have the ability to securely e-mail the clinic provider, request lab results, and access information to manage their health. “Currently when we need to get a message to a patient we are contacting their supervisor,” said Wick. “Because people work in various places, trying to track them down can be very difficult. Relay Health is secure messaging that allows direct contact, and the best thing is, it’s also mobile.” With approximately 12,000 employees, Wick knows the health of the shipyard is important, as it is the people that are the core of the shipyard. As an extension of the Naval Hospital, the clinic is here specifically to support its mission said Wick. Her hope is that the new process will not only give back time to the shipyard but also well-being. FEBRUARY 2016 • SERVICE TO THE FLEET • 23
“This type of job is what the Rapid Prototype Lab is here for... we want to help more shipyarders’ designs become a reality.” - Christopher Manno, Code 105.5
RPL and Code 105 Create TLD Mount to Improve Emergency Response STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Saving the Navy time and money, Norfolk Naval Shipyard’s (NNSY) Radiation Health Division (Code 105.5) personnel have developed a Thermoluminescent Dosimeter (TLD) protective case Mounting Bracket to extend the life of the dosimeters placed as well as protect the workers who are responsible for their distribution. Code 105.5 is responsible for placing off-site emergency response dosimeters within Hampton Roads. The purpose of the dosimeters is to monitor radiation in the area should emergency situations take place. The original process called for 104 dosimeters to be poised 12 feet above the ground on telephone poles adjacent to the road. Ladders would be used to switch out the TLDs, stored within bottles attached to the poles, and the 24 • SERVICE TO THE FLEET • FEBRUARY 2016
entire process would take four days to complete. In addition, the bottles were easily lost or damaged in the events of severe weather such as hurricanes. With a need for a solution to make the process more efficient, Code 105.5’s Christopher Manno and Aaron Karavias took the lead in addressing those problems. “We made a list of what was needed and made a design we thought would work. And with the help of Bright Ideas, we were able to get in contact with John Tate and the Rapid Prototype Lab to present our idea,” said Manno. He and Karavias had the idea to create a mounting bracket accessed with a pole for use with offsite TLDs and a protective case. The protective cases are water-resistant, shock-resistant, and drop-resistant boxes used primarily as high-quality phone cases.
John Tate, Christopher Manno, and Aaron Karavias examine the new TLD Mounting Bracket designed to extend the life of off-site dosimeters.
Karavias added, “John then modified it to a much more refined design that still met all that we wished the device to accomplish. He made it more efficient and cost-effective and it was more than we could have ever hoped for.” The design is called a TLD Mounting Bracket, a casing to house the TLD. The design created by Manno, Karavias, and Tate utilized the protective case as a housing for the dosimeters to be properly protected in a weather event. Each case has a connector to latch onto the telephone pole as well as a section for an extension pole to be connected. The new design completely eliminates the need to use ladders and saves both time and money. Another benefit is that it improves employee safety. The combination of keeping the employee on the ground and having a quick, easy-to-use tool reduces the likelihood of having a safety mishap. “We’ve estimated the device in question saves us approximately $13,000 a year,” said Manno. “Everyone in our code thinks it’s a great addition and we’ve been in talks with Nuclear Regional Maintenance Department (NRMD) Kings Bay to utilize the device, and once our testing is complete we will be able to send them what they need.” “This type of job is what the Rapid Prototype Lab is here
for,” said Tate. “Chris and Aaron came to us with a need and a list of what they wanted it to accomplish. I was simply there to help them along the way and design something with the ease of manufacture in mind. Together we honed their original design into something the team could be happy with and the result was this tool. We want to help more shipyarders’ designs become a reality.” Manno said, “Working with the Rapid Prototype Lab was an excellent experience. Tate and his team did quality work for us at a great price and we’re excited to come to them in the future with other ideas.” FEBRUARY 2016 • SERVICE TO THE FLEET • 25
Meet Your Makers
GET TO KNOW THE TRADES AT NNSY
HEART & SOUL Inside Machinist: Blaine Brillhart STORY BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Machining, as it is known today, began in England during the 18th Century. However, machines have been around since before the Industrial Revolution, when most things were handmade. Over time, as innovation evolved, machines became complex and required more detailed components. As a result, precision workers were needed to run these machines and build components. In the 21st Century, machinists are still required. At Norfolk Naval Shipyard (NNSY), where U.S. Navy ships are repaired, Blaine Brillhart, an inside machinist and work leader, works in the Inside Machine Shop’s (Shop 31) Computerized Numerical Control (CNC) prototype area. Although he has only been with the shipyard for four years, Brillhart has been a machinist for 34. “I consider machining an artform at this point. It’s more than just work,” he said. As an Inside Machinist, Brillhart makes specialized components for ships and submarines using precision instruments, such as micrometers or calipers, in addition to operating different types of machines and tools. During his career, Brillhart has learned to master techniques for cutting, adjustments, measurements, and speeds, which vary with each job. “You’ve got to learn by doing it,” explained Brillhart, who ensures he takes time to mentor his subordinates. As a work leader, when work packages arrive from the Engineering and Planning Department (Code 200), it is Brillhart’s job to ensure his machinists are set up with the right material and to let them know what needs to be accomplished. “First time quality is what we are striving for. Some of our material is expensive, and when you are making components out of it, when you cut it, you have to get it right. It can be intimidating.” Throughout his career, Brillhart has done everything from sweeping floors to building missile parts for submarines, but working at the shipyard is the first time he has seen U.S. Navy ships and submarines up close. “I have the ability to go out and measure things; something you won’t get to do in any other career is see the magnitude or the size of a warship.” 26 • SERVICE TO THE FLEET • FEBRUARY 2016
It was a mailman who would eventually lead Brillhart to apply at NNSY. Brillhart reminisced about a time during the Vietnam War, when he was a young boy. “I remember a black car pulling up and two gentlemen getting out and telling him [the mailman] his son had gotten killed. He was rolling around on the ground and crying, it was a horrendous scene to witness,” he said with tears welling up in his eyes. “That instilled in me the value and the importance of what we do [here].” That experience has also inspired Brillhart to take a great deal of pride in his workmanship. “Everyone always says ‘Blaine, you have the prettiest parts I’ve ever seen,’” He said. “I take pride in knowing they aren’t just a piece of metal. I could probably identify every piece I’ve made if I saw it because of the quality of my workmanship.” Brillhart said he also strives to inspire those who work for him to take the same pride in their work, because it directly supports the warfighter. “It really does matter. Every moment, everything we touch makes a difference, whether they [the troops] come home or not— the passion is in my heart, deeply,” he said.
3D PRINTING
Code 700 Cuts Training and Production Costs with 3D Printing STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER In an effort to expand their capabilities and employ the latest technology advancements the Lifting and Handling Department (Code 700) added a three-dimensional (3D) printer to its arsenal as a way to bring two-dimensional (2D) drawings to life in the form of accurate models. With the 3D printing technology in their possession, Code 700 has made an active effort to find new ways to save costs in training and production and has been able to integrate its 3D modeling capabilities into daily life by printing full-scale models of prototype designs, final production pieces, and even mock loads to complement established classroom rigging training. In the past, rigging classroom training was limited to symmetrical objects such as soda cans and dry erase board erasers, but now Code 700 has created a 3D motor to replace those objects. The motor allows hoist rings to be installed in three locations and can be disassembled as could be expected on a regular job, allowing riggers to talk through the job with the instructor on the various steps that type of job would require. The idea is to get riggers to think of the whole process when determining a rigging method; including identifying the center of gravity and how using certain pick points will affect the next steps in the job. The Technical Division Lead Yard Branch (Code 714) has also started using 3D modeling for rigging job planning and briefings. “It makes for a more realistic experience for training,” said Ben Martin, Code 714 Structural Engineer. “With the printer, we can create something that can be seen and held in your hand. It really brings the job into perspective.” “The 3D printers are really effective because the code can make their own parts without using the machine shop,” said Tim Edmondson, the 3D Modeling Technology Training Group Lead of the 3D Computer Aided Design (CAD) Community of Practice (CoP). “If we’re not having the machine shop working on these parts, they are able to work on more pressing jobs. So you get double the benefit. If it doesn’t meet the requirements, they are able to adjust the design, print it again, and test it with materials that cost less than
what was used in the past.” The 3D printer has become an intricate part in the projects Code 700 handles, and the team has found new ways to involve the technology in the work they do. The team, consisting of five members actively using the device including Martin, has trained in the Inventor software and are actively researching the best and most cost-effective materials for use. In addition, they plan out what new ways they can utilize the printer in the hopes of creating designs to be used shipboard and on the job. “During a critique, one of our crane operators got shocked by a control that he used. An idea was presented for an insulating piece to extend the threads and it’s made of plastic. Within a day I was able to prototype it and have it printed and placed on my supervisors desk for review,” said The Maintenance and Waterfront Branch’s (Code 711) Matthew Guarino, one of the members of the team using the 3D printer, “It’s a really useful piece of machinery to be able to come up with something and have it made within a day or a couple of days depending on the size and how many pieces you need. It’s an asset and I think more and more of our engineers are realizing how useful it is.” As 3D printing continues to grow within NNSY, teams like Code 700 are pushing the boundaries. “The community is looking for functioning parts to be installed. We want to find that piece of the puzzle to really show that these printers are the push we need to better serve the fleet,” said Edmondson. “For example, we printed three of the headset hangers and they will be tested to use in the equipment. It may sound insignificant but it does add up in cost and the amount we save.” EDITOR'S NOTE: 3D PRINTING & DESIGN SERVICES ARE AVAILABLE BY REQUEST AT: https://webcentral.nnsy.sy/sites/AML/default.aspx.