DON'T MISS: EYE ON INNOVATION AND RAPID PROTOTYPE LAB
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
June 2016
SHIPYARD SPOTLIGHT GRACIE FREEMAN
SETTING THE STANDARD FOR FIRE SAFETY ON NNSY’S WATERFRONT
ALSO INSIDE: TRADE MANAGERS AND SUPERVISOR TRAINING
Table of Contents
IN THIS ISSUE 24
features: 4 FROM THE COMMANDER
Supervisory Development in America’s Shipyard
5 DBIDS
New ID Scanners at Gates Keep America’s Shipyard Safe
6 FROM THE MASTER CHIEF Summer at America's Shipyard
7 DFWP
New Coordinator takes over NNSY Drug Free Workplace Program
Cover photo by Shayne Hensley, NNSY Photographer
10 FIRST LINE SUPERVISORS Accelerate the Change through Connection
14 BUILDING LEADERS
Code 950 Invests in its Leaders
18 SHIPYARD SPOTLIGHT
Code 900’s Gracie Freeman Named Admin Professional of the Year
20 MEET YOUR MAKERS
Hafidh Brings Electronics to Life
22 WORK OVERSEAS!
14
Career Opportunities Available in Japan for NNSY Personnel
24 FIRE SAFETY
Setting the Standard for Fire Safety on NNSY’s Waterfront
26 FACILITIES UPGRADES New Welding School Facilities Modernize the Program
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VOLUME 79 • NUMBER 4
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 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
Snell Installed as 900T Superintendent BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Congratulations to John Snell on his installation as Code 900T Superintendent May 4. Family, friends, and coworkers gathered to welcome Snell into the new position. Snell joined the U.S. Navy in May 1980 and dedicated his life and service to America. In April 2006, he retired and began working in the private sector until returning to serve the Navy at Norfolk Naval Shipyard ,where he began in Command University. He was selected as the Production Training Superintendent in October 2015. In his speech, Snell shared a story he held dear to his heart of the efforts of America’s Shipyard. “The great importance of what we do here at America’s Shipyard will never be lost on me,” he said. “Because of our efforts, the Sailors and Marines who go to sea on our mighty warships are safer and more capable. Our nation is more secure because of what we do here. The importance of the service we provide our nation can sometimes be lost in the challenges and demands of our difficult jobs day to day. If you should ever wonder of the difference you make, allow me to tell a brief story. “Six years after I left USS San Francisco (SSN 711) and only three years after she completed a major refueling overhaul in Norfolk, she and her crew ran into an uncharted seamount,” said Snell. “The damage the ship incurred was tremendous and sadly we lost a Sailor that day. “After 16 years of service on fast attack submarines, I believe two things saved that crew from greater disaster that day,” said Snell. “The first was the crew’s operational capability. They responded as they were trained to respond. But the second and no less important was the boat’s mechanical and equipment survivability. A boat, that not long before had been overhauled at our shipyard, worked. Welds held. High pressure air valves did their job. And the crew came home. The crew was safe and I’m sure their families are eternally grateful. “Not long from today, the San Francisco will return to Norfolk to undergo a conversion into a Moored Training Ship,” said Snell. “In her future, she will see thousands of young Sailors trained in nuclear power that will keep our nation’s Navy running. This is a significant and vital effort that is only performed by the mechanics here at America’s Shipyard. The San Francisco’s legacy in our Navy will continue because of your great efforts. Thank you to all of you for what you do everyday, for our shipyard, for our Navy, and for our nation.” JUNE 2016 • SERVICE TO THE FLEET • 3
From the Commander: CAPTAIN SCOTT BROWN
Supervisory Development at America's Shipyard
It’s no embellishment to say Supervisory Development is the center of gravity for our production efforts in America’s Shipyard. We have to give our supervisors the training, resources and authority to effectively plan and accomplish our work. Summer is now upon us, and with the mercury rising, Norfolk Naval Shipyard’s efforts to improve all aspects of our organization are also heating up. The theme of this month’s Service to the Fleet is Supervisory Development, the fourth of five strategic improvement initiatives we’re focusing on throughout the year. It’s no embellishment to say the first level supervisors are the center of gravity for our production efforts in America’s Shipyard. We have to give our supervisors the training, resources and authority to effectively plan and accomplish our work. To position our supervisors to be successful, we’re taking a holistic approach across all levels of leadership to ensure supervisors have the organizational support they need, from their departmental managers to their deckplate mechanics.
4 • SERVICE TO THE FLEET • JUNE 2016
We’ve made some impressive headway in Supervisory Development, notably with establishing trade managers in the production shops who help guide our first line supervisors in planning and executing work. Shipyard veterans may understand the role as having responsibilities similar to that of a general foreman. Trade managers responsibilities may span many projects and provide the shop-centric perspective and leadership for supervisors, whereas zone managers have a project-focused perspective tracking safety, quality, scheduling, and cost for their project. Trade managers establish a consistent chain of command regardless of project or work assignment for supervisors and mechanics. Training completion rates for first and second line supervisors have improved, fostering knowledge needed to be successful in their new jobs. Command University will continue to focus on reducing the backlog for leaders who still require the training. Going beyond the classroom, our Production Resources Department, Code 900, has also developed a shadowing program where new supervisors receive on-the-job training prior to assignment as a supervisor. As you’ll read on page 14, Code 950 is doing an outstanding job prioritizing the development of its future leaders, formalizing its commitments by putting them in writing and routinely tracking their progress. Code 900 is also leading regular supervisor leadership forums focused on continuing education and instituting quarterly supervisory performance reviews. We have other departments helping to lead the charge in Supervisory Development as well. The Public Affairs Office has implemented a new “1st Line” publication in 2016 for first-line supervisors which packs much content into a couple pages regarding upcoming events and safety issues, and even provides leadership tips and tools. Code 2300T has designed a web-based tool that provides one-stop shopping for training, which was developed as a result of a shipyard Leadership Content Summit. Historically, in looking at the issues in the
shipyard with developing supervisory skills, we focused a lot on supervisors themselves; we realize now we could have focused more thoroughly on leadership development of the mechanics, the zone managers, as well as shop and project leadership. Unless we examine—and improve when necessary—all levels of the organizational structure, we’re asking the supervisors to be agents of change in a static environment. I want to ultimately foster a culture of empowerment in America’s Shipyard, a culture where all responsibilities of our daily work don’t have to fall on supervisors. We should all have a stake in the sustained success of America’s Shipyard. We all have a significant role to play in meeting the needs of the United States Navy. This month’s spotlight, Gracie Freeman, is the shipyard’s Administrative Professional of the Year for 2016. As Production Resources Officer Captain Beth Silsdorf stated in Grace’s nomination letter: "Grace Freeman is not just the Code 900 Administrative Assistant, she is a Norfolk Naval Shipyard Ambassador who personifies the Command's Guiding Principles of ‘Well-Being, Brilliance-on-the-Basics, and Service’ in all of her day-to-day tasks and interactions. She is a shining example of how we should treat each other--with dignity, respect, and kindness." When you read that description, doesn’t Gracie sound like a leader to you? Regardless of your position in America’s Shipyard, if you perform your work with pride, serve the Navy with honor, and make it a better day for those around you, you are indeed a leader. I encourage all of you to demonstrate leadership in your particular area of responsibility. We are Norfolk Naval Shipyard. We are America’s Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
NEW ID SCANNERS AT GATES KEEP AMERICA’S SHIPYARD SAFE BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST The name sounds like something out of a futuristic crime novel, but the Defense Biometric Identification System (DBIDS) is a real-life authentication tool used by gate guards at Department of Defense installations around the globe. This force protection tool has officially made its way to Norfolk Naval Shipyard, which means gate guards here are able to verify identity credentials quicker and with more accuracy than ever before. The Defense Manpower Data Center (DMDC) developed the identification system, which uses barcodes and biometrics to identify cardholders. DBIDS uses fingerprints to accurately identify personnel entering military installations. According to the Department of the Navy’s information technology magazine, “CHIPS,” DBIDS is a more secure process than flashing an identification (ID) card at a guard, who then must compare the picture on the ID card to the cardholder. In addition to validating identity credentials, DBIDS also verifies authorizations and assigns access privileges based on identity, affiliation and
the current threat level. DBIDS reveals phony or expired ID cards and identifies individuals who are wanted, barred from the installation or have other law enforcement alerts. The system also identifies employees who have incurred too many base traffic violations and are no longer allowed to drive on the installation. “It allows us to identify personnel who haven’t been properly vetted, or who are barred from the base, and keep them out to keep the workforce safe,” said Lt. Col. Teddy Smith, NNSY’s chief of police. “Everyone is properly cleared before they even set foot on the installation.” Active duty personnel, family members, DoD contractors and retirees are registered in DBIDS using their Common Access Card (CAC) or any DoD-issued identification credential. For people who do not have DoD credentials, but require access to the base, DBIDS provides a way to identify these individuals. Once these individuals, including foreign national employees, guests, frequent visitors (such as delivery drivers), and children of DoD employees, are entered
into the system, they are given a DBIDS identification card. The new scanners are faster than the ones previously used at NNSY, but there may be some technological kinks to work out before the system works perfectly. In the meantime, NNSY is still enforcing the 100 percent ID check policy, and everyone entering the base will be scanned. “It’s important to remember that extra 15 minutes you wait in traffic because we’re scanning everyone could save somebody’s life,” said Smith.
JUNE 2016 • SERVICE TO THE FLEET • 5
From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE
Summer at America's Shipyard
June is Men's Health Month. Men face unique health challenges, and one of the most dangerous is their reluctance to seek health care. Taking care of yourself is part of being the best man you can be. There's nothing manly about ignoring your health.
Greetings America’s Shipyard! It is great to be in the month of June. Did someone say summer? That’s right, summer is here! It’s a time when schools are out, vacations are happening, and we have the ability to be outside enjoying the weather. Remember, no matter where you are or what you are doing, do it safely! Speaking of being safe, did you also know June starts hurricane season? Hurricane season runs from June 1 – Nov. 30. They are among nature's most powerful and destructive phenomena and on average, 12 tropical storms, six of which become hurricanes, form over the Atlantic Ocean, Caribbean Sea, or Gulf of Mexico each year. By knowing what actions to take before, during, and after a hurricane, you can increase your chance of survival. For more information, visit ready.navy.mil. Recently the shipyard celebrated the frocking of its newly-selected Petty Officers. This is a major milestone in each of these Sailor’s careers and with it comes new responsibility. Congratulations to you all! Last month, the NNSY Sailor of the Year, Petty Officer First Class John Bartholmae, represented the U.S. Navy during the 21st annual Armed Forces Night with the Norfolk Tides May 14 as one of six military members who threw out the first pitch. Great job Shipmate! I would also like to take time to recognize all of our graduating high school seniors and wish them the best of luck in all of their future endeavors, whether it be college, work or the military. Keep your heads up, stay motivated and remember anything is possible. A special congratulations to my son, Dalton, on his graduation. Best of luck in the future! In order to prepare for the future we must often refer to our past. The Battle
of Midway, which occurred June 4-7, 1942, was a decisive naval battle in the Pacific Theater of World War II. Admirals Chester Nimitz, Frank Jack Fletcher, and Raymond A. Spruance decisively defeated an attacking fleet of the Imperial Japanese Navy under Admirals Isoroku Yamamoto, Chuichi Nagumo, and Nobutake Kondo near Midway Atoll, inflicting devastating damage on the Japanese fleet that proved irreparable. Military historian John Keegan called it "the most stunning and decisive blow in the history of naval warfare." I ask that during this time we stop and remember those who fought in this battle and how it changed the course of the war! Wait there’s more! June is Men's Health Month. Men face unique health challenges, and one of the most dangerous is their reluctance to seek health care. In fact, according to Agency for Healthcare Research and Quality (AHRQ), men are 24 percent less likely than women to have seen a doctor in the past year. Heart disease, cancer, and accidents (unintentional injuries) are the top causes of death for men. The most commonly diagnosed cancers among men include prostate, lung, and colorectal types. Taking care of yourself is part of being the best man you can be. There's nothing manly-or beneficialabout ignoring your health. Visit foh.hhs. gov/calendar/menshealth.html for more information. Last, happy 20th anniversary to my wife, Trina! Thank you for all of your support as we enjoy this journey and I look forward to many more years together! In closing, keep up the great work, we are looking good! 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
6 • SERVICE TO THE FLEET • JUNE 2016
NEW COORDINATOR TAKES OVER NNSY DRUG FREE WORKPLACE PROGRAM BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST Drug abuse could end your career at America’s Shipyard, and whether you’re a mechanic on the waterfront or a superintendent in an office, you’re not immune to the rules and regulations set forth by the Drug Free Workplace Program. Norfolk Naval Shipyard has been a drug-free workplace since the early 1990s, and the program here addresses illicit drug use by federal employees. For four years, Linda Graham performed the duties of the Drug Program Coordinator DPC) in addition to her full-time responsibilities as the Waterfront Support Office (Code 1102.3) Supervisor. In April, Brenda Griffin, previously the DPC at Naval Station Guantanamo Bay, took over for Graham. At first glance, the program may seem complicated, but Graham and Griffin want to make sure all NNSY employees understand how the rules and regulations apply to them. Three types of drug testing take place at the shipyard: random testing, reasonable suspicion testing, and unsafe practice testing. If you’re in a Testing Designated Position (TDP), you may be subject to random drug screenings. The nature of your work and the security clearance needed to perform the duties of the position will determine whether or not it’s a TDP. Employees who are in TDPs must complete a pre-employment drug screening, and upon arrival to the shipyard, sign an acknowledgement form to make sure there are no doubts about the potential for random drug tests. According to Graham, there should not be any doubt whether or not an employee is in a TDP, but if you are unsure, check with your supervisor. Employees in TDPs will first receive a 30-day notice that includes information about the program, what drugs we test for, and what you can do if you test positive or if you have a drug problem. This is done before the employee’s name is entered into a pool of about 800 employees to be randomly selected for testing ,” said Graham. “It doesn’t matter how often we test or how frequently someone is called to test. Even if you are randomly selected twice in one week, you have to come in. It’s a condition of employment. And yes, it’s completely random.” The DPC uses a random number generator and a monthly report to determine who will be tested.
If you’re not in a TDP, you may still be required to take a drug test during the course of your career. For example, if a supervisor or coworker directly observes strange behavior, impairment, lethargy, extreme weight loss, or other common side effects of drug abuse, you may be asked to take a reasonable suspicion drug test. If you cause an accident or unsafe practice with damages to government or private property estimated to be in excess of $10,000, or an accident or unsafe practice that results in a death, or personal injury requiring hospitalization, you will be subject to drug testing. “All employees, not just those in TDPs, need to be mindful of drugs, even prescription medication,” said Griffin. “It’s very important here. It’s essential to their career. They need to refrain from using drugs at all times.” If an employee is taking prescription drugs, the prescription must be in their name. You should not take anyone else’s prescription drug. The prescription must also be current and not expired and the prescribed dosage must not be exceeded. Any employee who receives a positive drug test is referred to the Civilian Employee Assistance Program (CEAP). If you are in a TDP and receive a positive drug test, you will be removed from performing the duties of your position. At that point, it is up to the Department of the Navy Central Adjudication Facility (DONCAF) to determine whether or not you may keep your security clearance and maintain a position at the shipyard. The shipyard also participates in the Safe Harbor Program for employees who are dealing with a drug problem and seek out help on their own. “They can come see the program coordinator to invoke their safe harbor rights,” said Graham. “Their request must be approved by the shipyard commander.” Griffin is proud of her contributions to the Drug Free Workplace Program, and as coordinator she is looking forward to providing a much-needed service to shipyard employees. “There’s a need for this program everywhere,” said Griffin. “Someone might be on the fence, and it might be enough to push them to get help. As civilian federal employees, we must abstain from drug use.
For more information about the Drug Free Workplace and Safe Harbor Programs, please contact Brenda Griffin at 396-7422 (temporary) or visit CEAP online at donceap.foh.hhs.gov.
Shipyard Insider: BUZZ & BYTES
» POSITIVE YARDAGE ROV Competition Norfolk Naval Shipyard and MidAtlantic Regional Maintenance Center (MARMC) employees volunteered during Nauticus' tenth annual Marine Advance Technology Education MidAtlantic Regional Underwater Robotics Competition at the Old Dominion University (ODU) Recreation and Wellness Center, April 30. The competition encouraged students to apply science, technology, engineering and math (STEM) skills as they created underwater remotely operated vehicles (ROVs) to participate in missions that simulate real-life issues. Ten MARMC divers provided underwater support during product demonstration runs, as students tested their ROVs in underwater missions. Shipyarders participated as judges and coordinators in this event. The judging panel reviewed each team's ROV for design, safety and teamwork skills during the product presentation. The winning Ranger team, from First Flight 8 • SERVICE TO THE FLEET • JUNE 2016
High School, Kill Devil Hills, North Carolina, will advance to the international competition at the National Aeronautics and Space Administration Neutral Buoyancy Lab in Houston, Texas, June 23-25. VPP Norfolk Naval Shipyard Physical Security Specialists Michael Britt and Donald Hawkins drew rave reviews for their “Employee Response for Active Shooter” presentation at the 19th Annual Voluntary Protection Program (VPP) Region III Conference, held April 26-29 in Dover, Delaware. “Their presentation gave me some excellent tips to bring back to the OSHA Philadelphia Regional Office,” said VPP Program Manager Terry Penn. “Please extend my thanks for a well presented workshop! They were both professional and enlightening!” With the presentation’s attendance at maximum capacity, Penn hopes next year they can provide the information in greater detail in a conference workshop
SAPR Events Norfolk Naval Shipyard (NNSY) observed Teal/Denim Day April 29 to show support for sexual assault survivors. That day, NNSY’s Sexual Assault Prevention and Response Victim Advocate Shalise Bates-Pratt and Base Support Officer Capt. Paul Amodio held a Sexual Assault Prevention Pledge-A-Thon at the Navy Exchange at Scott Center Annex. Photo by Terri Davis, Public Affairs Officer. Annual Safety Flag Congratulations to the winner of the 2015 Annual Safety Flag! Shop 41 was the recipient of five monthly safety flags throughout the year and has shown great safety culture improvement, which is reflected in a significant injury reduction from 2014. Although reduction in injuries are evaluated other areas that were reviewed for the Safety Award were building inspections, Hazardous Deficiency Abatement program reduction, Quality Performance System safety, Industrial
Hygiene performance, attendance and participation in the Safety council, working group, and training, and Shop/Code monthly meeting participation and initiatives. Overall this shop has shown great improvement and continues to maintain a good safety culture. What a great achievement for all the hard work their safety committee and shop has invested this past year. Details for award ceremony to follow soon. Congratulations! Congratulations to Norfolk Naval Shipyard’s Gracie Freeman, of the Production Resources Department (Code 900), honored as the shipyard’s Administrative Professional of the Year for 2016!
Manage-Mint Award Congratulations to the Naval Civilian Manager’s Association (NCMA) March Manage“Mint” award recipient, Public Affairs Specialist Michael Brayshaw. “Mike is a hard working manager who strives for excellence in customer relations, responsiveness and professionalism,” said former NCMA president, Larry Reese. “Whether a personal visit or phone call, Mike gives you his undivided attention and works hard to ensure requests are remedied efficiently. In my years working with Mike, he has always maintained a positive attitude and professional demeanor that stand out as a model others should emulate.” Brayshaw’s name will be added to the list of honorees who will be considered for the 2016 NNSY Manager of the Year award this December. Photo by Shayne Hensley, NNSY Photographer.
» GOOD TO KNOW New Hours at Gate 29 In order to alleviate traffic during lunch hours, Gate 29 (Elm Ave. at railroad crossing) will now be open Monday - Friday from 11 a.m. - 1 p.m. until the end of September. Register Your Vehicle While Department of Defense (DoD) decals are no longer required for permitting personal vehicles onto Naval Support
DIGITAL SIGNAGE OUTAGES NNSY Digital Signage is transitioning to a new network system between June 1 and Sept. 30. During this period, the digital signage monitors in your shop or building may experience outages. If you have questions, please contact Troy Miller at 396-9783.
» SHIPYARD SHUTTLE
Activity (NSA) Norfolk Naval Shipyard, all personal vehicles used on the installation are required to be registered with the Pass and ID Office. Since the no-decal policy took effect in November 2013, if you are using a new vehicle, have become employed at NNSY, or are military personnel who transferred here, you should register your vehicle at the Pass and ID Office as soon as possible. This is a Department of the Navy (DON) policy to require vehicles to be registered with the Navy if driven on installations. Physicals Please be advised employee physicals are now provided in two parts. Each appointment is conducted on separate days and completed in less than an hour. The first appointment includes all necessary ancillary services and must be completed
PLAN NOW FOR SHIPYARD SHUTDOWN NNSY will curtail all but essential operations December 24, 2016 - January 2, 2017. Dec. 26 and Jan. 2 are official government holidays. This year, 32 hours of annual leave will be needed. Curtailing all but essential operations on the above dates will achieve maximum economy for a holiday period when significant numbers of employees are absent from work, thus reducing the normal productive effort. For additional information please contact the Public Affairs Office at 396-9550.
before the second part of the physical can be scheduled. The second appointment is scheduled for approximately two weeks later so everything is ready for the provider. Employees at the clinic use Supervisors Desk (SUPDESK) to schedule appointments. Messages for both appointments are sent directly to the employee's supervisor so they will be aware of the date and time and can let the employee know. If a supervisor has an issue or conflict with an appointment, call James Jones, the shipyard point of contact for all supervisors, at 953-6503. Here's a TIP! The DON Transportation Incentive Program (TIP) Outside of the National Capital Region (ONCR) is designed to pay for mass transit costs incurred by DON personnel in their local commute and to reduce their contribution to traffic congestion, fuel usage, and air pollution. TIP saves transportation costs! Participants are eligible for mass transit benefits of more than $100 per month. They will save fuel and mileage on their personally operated vehicles for total savings of hundreds of dollars per year! Don’t delay - log on to tips.navy. mil or contact Regina Hall at 967-4269 to find out about TIP benefits at NNSY!
Shipyard Shuttle NNSY is running a shuttle service from building to building throughout the installation side of the base. This service runs Monday through Friday from 5 a.m. to 5 p.m. and takes personnel (civilians, military, and contractors) from the north end to the south end of the shipyard. Each shuttle stop has a sign labeled "America's Shipyard Shuttle Service." As this service continues to grow, there are still 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 Public Affairs at 396-9550.
» ON THIS DAY June 3, 1898 During the Spanish-American War, the eight-man volunteer crew from USS Merrimac are taken as prisoners of war by the Spanish following a courageous attempt to sink the collier to obstruct navigation. For their extraordinary heroism during this operation, the men are awarded the Medal of Honor. June 9, 1959 USS George Washington (SSBN 598), the first U.S. Navy nuclear-powered fleet ballistic missile submarine, is christened and launched at Groton, Connecticut. Its nuclear capability is removed in 1983, and its is classified as SSN 598 serving until 1985. George Washington is later processed in the nuclear recycling program at Puget Sound Naval Shipyard in Washtington in 1998. JUNE 2016 • SERVICE TO THE FLEET • 9
CAPT MARIA SILSDORF: ACCELERATE THE CHANGE THROUGH CONNECTION
BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER When you walk into her office the two rocking chairs next to her desk make it instantly apparent a good conversation is waiting to take place. On her wall hangs a Dr. Suess quote, “Unless someone like you cares a whole awful lot, nothing is going to get better. It's not.” While Norfolk Naval Shipyard’s fiscal 2016 short-term goal is “Accelerate the
Change,” Operations Officer Capt. Maria Silsdorf believes change happens when people make connections. As the former Production Resources Officer, Silsdorf ’s connection with the shipyard began 18 years ago when she was in the shipyard as ship’s force during an availability for the USS George Washington (CVN 73). The Production Resources
Officer is responsible for ensuring a balance of key performance indicators across safety, quality, and productivity and oversight for all production work performed on projects within the shipyard. By the numbers, more than half of shipyard employees are part of the Production Department. Over the next few years, NNSY will be centered on leadership, supervisory development, core competencies, skills development, training qualities and facilities improvements. To accomplish this, the shipyard commander, Capt. Scott Brown, has emphasized empowerment, which plays a role in ensuring responsibility, resources and authority are being used at the right levels throughout the command. “This is a complex business we have,” said Silsdorf. “The data systems we have in place to manage our work are complex and meant to affect some kind of change and delivery of a product.” At the shipyard, the product is naval ships. The delivery of the product ultimately affects the nation, because these assets are used to support freedom and democracy around the globe. This means the basic principles of our business must be enhanced, which happens through leadership, mentorship and development, said Silsdorf. She believes the greatest success in developing people and accelerating the change happens through connection, specifically at the deck plate.
"Unless someone like you cares a whole awful lot, nothing is going to get better. It's not." - Dr. Suess
“The interrelationships between shipyard supervisors and the workforce can help support effective management and accountability in getting jobs done,” said Silsdorf. But connections must be deliberate. “No one, no code, is self-sufficient. We have to recognize, in order for us to get work done, we are going to need the support of each other.” Although the organization is undeniably large, with a workforce of more than 10,000 people, many are new employees who have come to the shipyard in the past few years. Since Silsdorf ’s first tour in the shipyard, many have moved on or retired. This means not only must the shipyard continue to finish complex work; they must strive to ensure leadership and trade experience remain consistent within the shipyard. This is particularly important for new supervisors who may only have five to 10 years in the shipyard, according to Silsdorf. “A lot of our focus right now is on developing, training and mentoring our supervisors,” she said. “We are looking at programs we currently have in place and really questioning if they are enough to train and develop our supervisor personnel.” Although the shipyard does provide a good deal of classroom training, Silsdorf believes more is needed. “I think where we can really make a difference is by providing supervisors some real hands on, experiential opportunities. Even better, is if we can do this before they become supervisors,” she said. Some shops have already started to implement such things through what
is known as the Continuous Training Development Program. “These shops have developed courses so supervisors are put into situations they are expected to encounter on the deckplate,” Silsdorf explained. The goal of the CTD Program is to provide interactive training. The training offers a new supervisor the opportunity to talk through an event or issues that could arise with a more experienced supervisor. The goal is to get a better grasp or understanding of how to deal with an event or issue, ranging from work assignments to personnel issues. “You learn from education, but you learn best from experience and exposure,” said Silsdorf. She also believes the hands-on experience will help a supervisor develop a better “leadership instinct,” not only for handling different types of work situations, but also for communicating effectively with their people. “We are a very process driven organization and very much into administrative accountability,” said Silsdorf. “But I think in order to make progress, in terms of getting people to the right level of competence and confidence; we really have to focus on the people piece of our business all around.” “Our ability to get results depends on leaders who can find ways to connect with the people they interact with on a day to day basis, to bring out desire and the motivation to deliver results,” said Silsdorf. Investing in supervisors and their development is important because they are the ones that have the greatest impact on the workforce said Silsdorf. “The supervisors are the force multipliers
for getting people bought into what we do here. They are also the ones helping connect their people to the work they are performing and the bigger picture--the mission of the shipyard and ultimately the Navy,” she said. As the shipyard continues to develop people, the desired culture is one where people are naturally learning and teaching each other said Silsdorf. “But again, we have to be deliberate,” she said. “Being deliberate means I get to the ‘why’ of something first,” she said. “I can tell you what to do, but the learning really happens, connections happen, when someone takes a step back and explains, this is why you need to do this,” she said. “I always believe we are more interactional than transactional,” said Silsdorf. “Because of the work we do, because of our customer base, it is so crucial we are deliberate about making connections to our work and with our people,” she said. “No matter where you are in the shipyard there is always a personal connection you can make with somebody, but you have to be deliberate about it,” said Silsdorf.
NEW TRADE MANAGERS ON THE WATERFRONT BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST
To facilitate the development of supervisors and mechanics, and to align roles and responsibilities between shops and projects, Norfolk Naval Shipyard restructured the Production Resources and Operations Departments to include both zone managers and trade managers. The split, which transferred certain responsibilities from zone managers to the newly-established trade managers, officially happened in January 2016. “The trade manager takes care of who and how. The zone manager takes care of what and when. And in those areas, the focus is on repairing Navy ships,” explained Pipe Group (Code 960) Trade Manager Randy Thurman. “Who do we put on the job, and are they qualified? How do they do it, what processes are they using? That’s my job as trade manager. The zone manager schedules and prioritizes. Together I know we can get things accomplished.” Zone managers are primarily responsible for the development of an execution strategy for their assigned area of responsibility, to include the appropriate quality, safety, resource demand, and schedule. Once a defined execution strategy has been developed, the zone manager executes that strategy with a focus on safety, schedule, and cost. The trade manager is responsible for providing supervisors and mechanics who have been trained to accomplish the work in a safe manner with the requisite quality. Shop directors assign trade managers to projects as needed to support each trade’s workload. Before the split, zone managers were overloaded. With the workload dispersed between zone and trade managers, there is more time for supervisory and personnel development. “It’s a good thing for our people,” said Thurman. “Our mechanics put the wind in the sails around here. We can do all the stuff we want, but execution is repairing that ship, and we can’t do it without fully trained mechanics. Do it safe, do it right, do it at cost.”
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THE TRADE MANAGER TAKES CARE OF WHO AND HOW. THE ZONE MANAGER TAKES CARE OF WHAT AND WHEN. AND IN THOSE AREAS, THE FOCUS IS ON REPAIRING NAVY SHIPS. - RANDY THURMAN There are three types of trade managers, though they all focus on the same type of work. They act as mentors and coaches and are responsible for the development of supervisors and mechanics. They support the zone manager’s execution plan, and assist with the development and review of job summaries to coordinate proper planning, cost estimates, and scheduling strategies with other trade managers in the shop. “Trades managers are important to America's Shipyard,” said former Production Resources Officer Capt. Beth Silsdorf. “They are the key to the professional growth and development of the waterfront's first line supervisors.” Zone and trade managers work closely to ensure every angle of a job is covered, but the primary focus of the trade manager is to develop the supervisors, an important aspect of the shipyard’s performance improvement plan. “I’ve been in pipe my whole life, and that’s where my passion is, especially for the young people,” said Thurman. “All the old-timers might be gone, but I see a lot of good young people and we need to give them confidence.”
MEN’S HEALTH BY THE NUMBERS 76.4
average life expectancy
88% of adult men report being in good to excellent health 51% of adult men report meeting government physical activity guidelines 31% of adult men report binge drinking at least once in the past year (binge drinking for men is having 5 or more alcoholic drinks in one day—on average men have about 12.5 binge drinking episodes per year)
35%
of adult men are obese
32%
of adult men have hypertension
21%
of adult men smoke
Things to Keep an Eye On: – Your physical activity levels – Maintaining a healthy weight or losing weight – Going tobacco free – Eating nutritiously – Managing stress
FOH.hhs.gov/men
Code 950 Invests in Leaders BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
During the past few months the Norfolk Naval Shipyard Electrical/Electronics Group (Code 950) has seen cost performance increase while their defect rate has decreased. It hasn’t been luck or chance but a good deal of time and investment in people, specifically first line supervisors, according to John Veal, Code 950 group superintendent. Veal participated in leadership training held in Washington, D.C. in September 2015 that confirmed to him and Gerald White, Code 950 deputy group superintendent, that providing the right training and mentorship to first line supervisors could make an impact throughout the shipyard. “We made it an agenda item,” said Veal. The first major thing Veal and White did was aggressively set out to provide the same leadership training Veal received to their leadership staff. The training focuses on understanding the strengths and weaknesses of both the individual and teams said Veal. After the training, the leadership staff conducted evaluations and determined although people were managing, they weren’t necessarily leading. Veal and White also revamped their mentoring program. Instead of assigning mentors, they decided the supervisor should choose their own. “We want our supervisors to pick someone they 14 • SERVICE TO THE FLEET • JUNE 2016
know. Someone they feel they can work well with and can call any time to get the help they need,” said White. It doesn’t stop there. Veal and White developed a mentor/ mentee requirement card that states the roles and responsibilities of each. A ceremony is held where the two receive a certificate and the expectation is they stick together for the duration of one year. “It’s kind of like a marriage ceremony,” said White, who always makes sure to bring cake to celebrate the union. Occasionally the “marriage” does not work out, sometimes due to conflict and sometimes proximity. When this happens it is expected the mentor or mentee send a written notice to Veal and White. “Then another one has to be chosen,” said White. The ceremony is performed again because; he said, it is a big deal. “One of the guys got a little teary eyed during the ceremony,” said Veal. “He really appreciated the fact we invested the time and we really sincerely follow up.” The second major thing Veal and White did was create a type of “qualification” card for supervisors. The card includes a year-long list of expectations, one of which is speaking personally to Veal so he can explain his expectations. The card also contains the required programs and training they
will need to take during that year. “We are committed to helping them get it done,” said Veal. “Gerald and I committed that at any time the supervisor needs to discuss their mentoring or qualification card, we have an open door policy.” The supervisor qualification card also requires new Code 950 supervisors receive First Line Supervisor (1LS) training, provided by NNSY Command University, within six months of their promotion. In addition to 1LS and other targeted training (such as job planning), Code 950 also provides two additional full days of off-site training, one on mentoring and coaching called “Mentoring and Coaching for Positive Change,” and one on adding value, bridging gaps, and team work known as the “Three Gaps and Four Lenses.” Another aspect found on the qualification card is monthly face-to-face meetings. The meetings provide accountability at every level said Veal. Once a month, Veal and White meet with the trade manager and division director’s to talk about how the supervisor is doing and find out how they can help them. During that time they assess the trade manager, who was assessed by the division director, and then they assess the division director. “We talk to them about different things from managing work, leadership style, and communication, which is typically the biggest struggle,” said White. “We also ask specific questions about last month’s supervisor meeting–the expectation is they transferred that information to the employees.” This helps Veal and White best assess how well communication is occurring at each level and where they can assist in fixing gaps or provide needed training or guidance. “We feel it is important for the trade manager to understand what the director is being graded on,” said White. They also randomly pull a supervisor into the office once a month to see how they are doing, what they may need help with, and to get feedback on the supervisor training and how it can be improved. According to Veal and White, the coaching and mentoring training has helped leaders throughout the department better understand the difference between coaching and leadership. As a result, they have developed a playbook, similar to what sports teams use, which assists in managing expectations and goal setting. Some of the “plays” they are working on are managing jobs and communication. The playbook is not created by the coaches, but rather the players. “They [the supervisors] are required to develop the plays and the action plans and then brief us,” said Veal. The concept of the playbook starts with a supervisor grading his or herself and also being graded by the Trade Manager. “You get a score, one to five, and you go by the lower score,” explained Veal. “Then the group holds you accountable. None of us move on to the next play until everyone scores a four to five on their play.” Thinking outside the box, Code 950 also includes their supervisors in cost performance meetings. White explained showing supervisors how formulating workload, man days, Direct Labor Index and days in the year results in manning issues has really helped the supervisors better understand what they need to do to get things done on time and at cost. “A lot of people think you can’t talk to your supervisors at such a complex level,” said Veal. “But we show our supervisors this stuff every week and once they see it they want to go and do better.” “We tell our people up front what the expectations are and we tell them we know you can do this and you’d be surprised what 90
percent of the people put out,” said White With all the training and mentoring that takes place, some may wonder how the work gets done. It takes creative planning, said Veal. Much of the coordination is done through Virginia Jordan, the department’s training coordinator and supervisor development advisor. “I work with the directors to determine who goes to what training when, and where they are coming from and what project they can come off line so there is no overlap,” said Jordan. “We divide our people up between all the classes and put it in Supervisor Desk to ensure it doesn’t impact any other training that is going on.” Although the department pushes training and mentoring, part of the expectation is the supervisor continues to ensure work gets done in their absence. “We expect them to prepare their work leader, who they should be mentoring, to take over when they are in training,” said Veal. “We also remind them about their training and the expectation several times before the actual training takes place,” said White. “If I have to get a supervisor in a class quickly and they are going to get less than two weeks’ notice, I personally give them a call,” said Jordan, who works with the supervisors and all stakeholders to ensure the most efficient planning of people and time. Although the department has only been implementing their new training and mentoring program since December, they believe they are building a positive trajectory and have begun to see the positive results of their efforts. “You have to invest in change, and then you watch the change take place. It doesn’t happen overnight it takes place slowly, but it does happen,” said White. “With investment you have performance.” “Our performance has been unbelievable, the reduced deficiencies and working through various issues and looking ahead,” said Veal. “Our philosophy is, if we can get the supervisors trained at the level we are currently trying to get them to-- when we need to make a trade manager, it is not a big jump. We will already have a strong foundation.” JUNE 2016 • SERVICE TO THE FLEET • 15
Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT
SUBCOMMITTEE EXCELS IN 3-D PRINTING BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TROY MILLER • VISUAL INFORMATION SPECIALIST The Norfolk Naval Shipyard Technology and Innovation Community of Practice (NNSY T&I COP) has been paving the way toward more innovative practices at America’s Shipyard. One excelling area is three-dimensional (3D) printing devices and software, which allows departments across the shipyard to have access to 3D CAD (computer-aided design) modeling and printing services to fit their needs. The Additive Manufacturing (AM) Subcommittee has been hard at work since Sept. 9, 2015 with the Fortus 400mc and Fortus 250mc 3D printers. During a period of nine months, the machine has logged in 1,296 build hours and has produced 88 build events for various codes throughout the shipyard, consisting of 24 demonstration models, 8 mock-ups, 14 training models, 26 prototypes, and 16 end use parts. Examples of completed print jobs include practical application tool prototypes, training mockups, and prototypes for process improvement & first time job execution. Mechanical Engineering Technician Tim Edmondson is a strong advocate of 3D printing services offered to the shipyard. “The 3D printers are really effective because the code can make their own parts without using machine shop resources,” said Edmondson. “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 and significant cost avoidance. If the printed model 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.” With America’s Shipyard and the U.S. Navy aiming towards a modernized fleet using the technologies of the present and future, 3D printing (also known as Additive Manufacturing) is becoming more and more prevalent in the efforts of us as a shipyard and those serving the fleet. “The Navy’s vision is to have at least one 3D printer aboard every ship in the fleet within the next ten years. That way if
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Interested in using 3-D printing services in your code? These services are available, by request, at webcentral.nnsy. sy/sites/AML/default. aspx. To learn more about other innovative technologies at NNSY, contact the NNSY T&I COP Lead, Daniel Adams, at daniel.g.adams@navy.mil.
the sailors need a part, that technology is available to them,” said Edmondson. “Our goal at the shipyard with 3D printing falls right in line with what the Navy wants. We want to be able to use them as a fabrication tool to save both time and money to get the job done.” The efforts of the NNSY T&I COP in 3D printing aims to help shipyard workers and Navy personnel make their jobs more efficient and safe while also saving in cost. And the team is constantly looking for new ways to improve. “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 headset
hangers which will be evaluated as a suitable replacement of existing shipboard equipment. It may sound insignificant but it does add up in cost and the amount we save.” Designers are able to assist in producing 3D CAD models as well as offering print services to those in need.
EYE ON INNOVATION: FATHER AND SON TAG TEAM NEW TLD MOUNTING BRACKET BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Editor's Note: At Norfolk Naval Shipyard (NNSY), innovation and teamwork are key characteristics of the Rapid Prototype Lab (RPL). The RPL opens its doors to anyone who has an idea to make a process more efficient and they are willing to aid anyone who seeks their assistance. However, sometimes someone comes to the team seeking something they do not have the tools to provide. Rather than turn away these creative thinkers, the RPL reaches out to other shops within the shipyard to collaborate and get the job done. The Rapid Prototype collaborated with the Radiation Health Division (Code 105.5) to create a new Thermoluminescent Dosimeter (TLD) Mounting Bracket to be placed within the facilities and vessels within the shipyard. Leading the charge in its development was a tag-team of father, Rapid Prototype Lab’s Kenny Kinstler, and son, Code 105.5 health physicist Greg Kinstler. In an effort to challenge Code 105.5 to better improve their practices as an environmental department in Norfolk Naval Shipyard (NNSY), former branch head Joey Johnson (now retired) asked his employees to strike up a conversation within their group to be creative and think outside the box. As a team, he wanted the code to understand what it meant to have team learning within the learning organization of the shipyard, and he wanted to instill that just because their processes have been done a particular way for a long time didn’t mean that those processes couldn’t be improved to best fit the modernization of the shipyard. Together the code aimed to improve their TLD mounting process. The mounted TLDs are placed in certain areas within the shipyard to measure the amount of radiation and to ensure it does not exceed certain levels. With the former process, the TLDs were mounted without mobility. Coming up with the idea of having a device that was more mobile and able to be aimed directly at the source of radiation, Greg took the idea to the Rapid Prototype Lab in November 2015.
Top left: Greg and Kenny Kinstler. Above: John Tate, Alim Jordan, Greg Kinstler, Bobby Truitt, and Kenny Kinstler display the mounting box.
“We came up with the bracket idea and went to the lab with initial drawings and ideas of what we were looking for,” said Greg. “They really helped capture what it was we were looking for and worked with us through the design and creation to make sure it fit everything we needed.” The job was a collaborative effort for the RPL team, each member providing his abilities to add to the TLD Mounting Bracket’s conception. Together they came up with a sturdy, protective container for the TLD and a mount that provides full mobility to angle the device towards the direction needed. “We’re currently still in the prototype phase but just thinking about the man-hours this is going to save in providing the most accurate results makes this worthwhile,” said Greg. Both Kenny and Greg were excited to work together as a team on the project. “This was truly a neat experience for me. It’s not every day I get to work together with my son, not since I coached him growing up,” said Kenny. Greg added, “It was awesome. I didn’t know if I’d ever get an opportunity to work with my dad on something coming into the shipyard since we worked in different codes. Any chance I get to be around my father, I get excited. I’m sure this project together will be something we will both look back on and cherish forever.” This will not be the final project they will work on together. Code 105.5 already has more ideas for future RPL collaborations. “The RPL is a great service and we encourage everyone to come down with their idea and pitch it to them,” said Greg. “These guys are really talented in what they do and they have great ideas. They would be able to give advice on how to improve ideas, provide options for making ideas a reality, or maybe even help come up with even more innovative ideas to benefit the shipyard. The RPL has really set a platform for people to be creative and think outside the box. Definitely take advantage of the opportunities they provide.” JUNE 2016 • SERVICE TO THE FLEET • 17
Your Yard: PLACES & FACES
Tim Spitler, Production Facilities Manager, (Code 900F) congratulates Freeman with a hug after the award ceremony. Opposite Right: Mike Regna, NCMA President, presents Freeman with the inaugural award plaque.
Shipyard Spotlight: Code 900’s Freeman Named Admin Professional of the Year Gracie Freeman lives and works by the Golden Rule, “Do unto others as you would have them do unto you.” Her dedication and positivity were recently rewarded when Freeman was named the inaugural National Association of Superintendents (NAS) and Naval Civilian Managers Association (NCMA) Administrative Professional of the Year in May. Freeman, the seventh of eight children, is a native of Gatesville, North Carolina. In March 1984, shortly after graduating from Gates County High School, she enlisted in the U.S. Air Force and served for 24 years. Her assignments as an information manager took her around the world to Portugal, Korea, and Italy, and she served at the Pentagon and Naval Station Norfolk before retiring in 2008. A quarter of a century in uniform was not enough and Freeman wanted to continue to serve her country as a civilian. Her career at Norfolk Naval Shipyard began in October 2008 as the Administrative 18 • SERVICE TO THE FLEET • JUNE 2016
Assistant for the Nuclear Engineering and Planning Department Test Engineering Division (Code 2340). She is now the Administrative Assistant for the Production Resources Officer (Code 900) and the Production Department Manager (Code 901). On a regular day, Freeman maintains calendars, assists with daily requests, and coordinates off site training forums. “I also receive, review, and process travel requests for the Operations and Production Resources Departments’ travelers, assisting with authorizations and vouchers in the Defense Travel System (DTS), and informing resource managers when changes to the travel process occur,” she said. “And I submit visit requests for shipyard employees if they need base and ship access at other shipyards, and when travelers are going overseas, I prepare a Naval message.” All of Freeman’s duties require her to interact with a variety of people on a daily basis. She answers questions and provides guidance
BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Freeman is a Norfolk Naval Shipyard Ambassador who personifies the command's guiding principles in all of her day-to-day tasks and interactions. She is a shining example of how we should treat each other - with dignity, respect, and kindness.
when it’s needed. “I guess it’s because I hope someone would help me when I don’t know something,” she reasons. “A smile and kind words may brighten someone’s day.” For Production Resources Officer Capt. Beth Silsdorf, Freeman is more than an assistant. “She is a Norfolk Naval Shipyard Ambassador who personifies the command's guiding principles in all of her day-to-day tasks and interactions. She is a shining example of how we should treat each other - with dignity, respect, and kindness." Freeman said being named the NCMA Administration Professional of the Year was a shock. “It means a lot. It shows that people recognize what I do, and they’re thankful for what I offer.” Her motivation is simple: she wants to do her best. To new employees at the shipyard, Freeman offers this free advice, “Have an open mind. Come to work. It’s not hard to do that. Be professional. Do what you’re supposed to do.”
10 THINGS YOU DIDN'T KNOW ABOUT
Gracie Freeman
1. My favorite color is purple. 2. I'm a Scorpio. 3. I love Tyler Perry’s movies, but "Family Reunion" is my favorite. 4. Chili’s is my favorite restaurant. I always get pasta. 5. I'd have to say Lajes Field in Portugal is the best place I've ever visited. 6. My favorite smell is lavender. 7. My youngest daughter would play me in the movie about my life. 8. I would love to be president for a day. 9. My dream car is a BMW...any BMW. 10. I used to collect state quarters. I got pretty close to finding all 50.
JUNE 2016 • SERVICE TO THE FLEET • 19
It was a rescue that got one of Norfolk Naval Shipyard mechanic zone manager interested in electronics. “When I was about 13 years old, my mother discarded an old 286 computer, and I pulled it out of the trash,” said Mareda Hafidh of Code 950 Electrical/Electronics Group. “I must have resurrected that computer 20 to 30 times over the course of my adolescent years,” he said. “I think that was my first introduction to electronics and what made me love it.” Just like Hafidh it was curiosity that developed one of the earliest electronic devices, the Leyden jar, which was discovered accidently through experimentation in the 17th century. The Leyden jar was significant because it served as a prototype for capacitors, which store an electric charge. Today, they are
MEET YOUR MAKERS Hafidh Brings Electronics to Life BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
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widely used in radios, television sets, and other electrical and electronic equipment. Capacitors are only one electronics component, but they prove how significant the evolution of electronics has been over the years. Fast forward to the 20th century, when the line-operated radios were invented, and suddenly capacitors were in high demand. In modern days, the demand for electronics has accelerated more than ever. Electronics can be found everywhere from cell phones, to road signs, automated assembly lines, and even on Naval vessels. In a shipyard, an electronics mechanic typically repairs electronic systems on board naval ships and submarines said Hafidh. These can include sonar, radar, communications, navigation and fire control weapon systems.
As a production manager for a shop of approximately 50 people, Hafidh is responsible for delegating electronics work for projects and ensuring it gets done on time and at cost with first time quality. “I meet with other production managers within the shop as well as speak with the superintendent and deputy regarding operational or administrative issues,” he said. With approximately 16 years of experience, Hafidh is considered a master mechanic. To become a master mechanic a person must study and practice their craft to build their skill set. “It takes studying and constantly evaluating your skills and a lot of perseverance in trying to attain the goal of being a master trades person,” he said. Hafidh honed his own skills in the U.S. Navy. It was the professionalism and
knowledge of shipyard mechanics he got to know during his ship’s availability that made him choose to apply to in the shipyard when he separated from the Navy. “I began to realize how valuable the shipyard and maintenance facilities really are,” he said. “We [the Navy] are very dependent on the results of the shipyard in order to function and survive and provide the mission readiness we know we are capable of,” said Hafidh. As a veteran and now shipyard employee, Hafidh said he feels a heightened sense of patriotism. “I know what we do makes a difference to our country,” he said. “I think there are a lot of jobs that may be equal in sacrifice and service throughout the government, but I definitely feel ours is one of great importance because so many people’s lives depend on it.”
“We [the Navy] are very dependent on the results of the shipyard in order to function and survive and provide the mission readiness we know we are capable of.”
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CAREER OPPORTUNITIES AVAILABLE IN FOR NNSY PERSONNEL
Waterfront Watch: ALL HANDS ON DECK
BY MIKE BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST A number of Norfolk Naval Shipyard employees may soon be saying “konnichiwa” to career opportunities in the Far East. Jobs are available for ship maintenance professionals in both Sasebo and Yokosuka, Japan. Yokosuka has a non-nuclear U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center (SRF-JRMC) serving the Seventh Fleet as well as a dedicated detachment of Puget Sound Naval Shipyard and Intermediate Maintenance Facility. Sasebo has an SRF-JRMC detachment that serves as a Regional Maintenance Center contracting ship repair work to the private sector. Overseas employment typically lasts three to five years. “The number of positions for Norfolk Naval Shipyard (NNSY) personnel has increased in the past couple of years, and will probably increase more,” said Rob Keister, Japan Sustainment Community of Practice Leader for Carrier Team One. “We also want people to realize there is some talent overseas waiting to be hired stateside.” True to the “Any ship, any time, anywhere” mantra, NNSY personnel have supported the Navy’s work in Yokosuka for several years, first with the forward-deployed carrier USS George Washington (CVN 73) and, beginning this year, USS Ronald Reagan’s (CVN 76)
Selective Restricted Availability. Reagan’s SRA began Jan. 12 and completed May 10. The NNSY team supporting the carrier is comprised of approximately 110 NNSY mechanics, engineers and technicians; PSNS & IMF has about 550 in all. The Puget/Norfolk partnership entails 85,000 mandays of work, mainly in the propulsion plants, while personnel at Ship Repair Facility (SRF) Yokosuka assist with an additional 85,000 mandays outside of the propulsion plants. Most of the work outside of the propulsion plants is done by SRFJRMC’s primarily Japanese National workforce with a portion being contracted. The SRF’s U.S. citizen civilians work in a variety of positions supporting the carrier as well as work on non-nuclear ships at the facility. There can be upwards of 100 civil service jobs that become available at SRF annually, with personnel coming from the four public shipyards, regional maintenance centers and other installations. These jobs include engineering and technical positions; project management positions, and other supervisory roles such as Lifting and Handling Manager, Program Analyst, IT and QA Specialists. While this overseas opportunity is primarily for individuals
YOKOSUKA, Japan (March 18, 2016) Logistics Specialist 1st Class Godwin Apostol paints a blue "E" on the side of the island superstructure of the U.S. Navy's only forward-deployed aircraft carrier USS Ronald Reagan (CVN 76). The character was painted to recognize Ronald Reagan's Supply Department's efforts to earn the 2015 Commander Naval Air Force Aircraft Carrier Departmental Award. (U.S. Navy photo by Mass Communication Specialist Seaman James Ku/Released)
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further along in their careers, Keister visited the shipyard last month to conduct information sessions in the Command Briefing Room for all interested personnel. “I talk to apprentices about what it’s going to take to get them there,” said Keister. I say, ‘look at your career path.’” For those worried that they missed last month’s information sessions, or there’s a limited window of opportunity for those who qualify, Keister pointed out that the hiring initiative is “always ongoing” and encouraged personnel to check USAJOBS.gov for current openings. It’s billed as the career opportunity of a lifetime, and according to many personnel who worked over there, it lives up to that lofty claim. NNSY’s Quality Assurance Department Head Bill Moore, who served as Deputy Project Superintendent of George Washington’s last two SRAs, commended everything from the food and culture of Japan, to the breakneck pace of working a tightly
scheduled Selected Restricted Availability. “Being in Japan, just an incredible experience in my mind,” he said. “I’m so grateful to have had the opportunity to experience that. Seeing that culture, living that culture, you really get a lot better sense of how other people live when you’re living with them for five months rather than visiting for one or two weeks.” In regards to the availability, he said, “I really did enjoy the very fast pace of the availability. We knew going in that we had 86 days of maintenance between the start of the availability and the Production Completion Date. There’s no rest or ‘get ready.’ You’ve got to be ready when you get there. Time actually goes very fast. It’s amazing how quickly things get done.”
Seaman Tyler Finley uses a deck crawler to remove rust from the deck in the forecastle of Reagan. Reagan provides a combat-ready force that protects and defends the collective maritime interests of its allies and partners in the Indo-AsiaPacific region. (U.S. Navy photo by Mass Communication Specialist Seaman James Ku/Released)
For more information on Japan job opportunities, visit www.navsea.navy.mil/Home/RMC/SRFJRMC/JapanTours.aspx JUNE 2016 • SERVICE TO THE FLEET • 23
SETTING THE STANDARD FOR FIRE SAFETY ON NNSY’S WATERFRONT BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Nothing is more important than safety when it comes to fulfilling our mission to safely repair U.S. naval warships to on time and at cost. For Naval Sea Systems Command (NAVSEA), fire safety is a particularly important aspect of ship repair and construction activities. They released a new fire safety and prevention manual in early 2014, and Norfolk Naval Shipyard employees are hard at work implementing the new regulations. The manual integrates existing shipboard fire safety requirements with 24 • SERVICE TO THE FLEET • JUNE 2016
Rhode Island Zone Manager Leeroy Runion, Bosché, ETC Bancroft Parker, and Viance Rowell review the daily inspection sheet. Below: Runion and Bosché inspect material on Rhode Island.
lessons learned from the major fire that occurred on USS Miami (SSN 755) at Portsmouth Naval Shipyard in 2012. Known locally as the “8010,” the manual provides requirements for fire detection and firefighting equipment, guidance for minimizing flammable and combustible materials onboard ships, and establishes daily fire prevention and safety inspections. At Norfolk Naval Shipyard, the policies set by the manual require significant changes on the waterfront when it comes to how we conduct work during maintenance
availabilities. For example, it requires the installation of a temporary automatic fire detection system during submarine availabilities along with internal water hose reels for immediate fire suppression. Among these changes is the addition of a regularly scheduled inspection on each project. “There’s a daily drumbeat of inspections,” said Lt. Cmdr. Kerry Bosché, USS Rhode Island (SSBN 740) ship safety officer. “The ship safety officer, zone manager, and duty chief all conduct a walk through. We go on this inspection every day. We correct things immediately if we can, and we track the things we can’t fix right away to make sure they get done.” The 8010 contains more than 150 pages of requirements and policies, but the biggest part of improving fire safety at NNSY is more personal. “It’s about bolstering our fire prevention and protection culture in the shipyard and on the waterfront,” said Bob Brinkac, head of the Emergency Management Planning Division (Code 1130). “The idea is that
every person down there working a project is looking out for things and understands the base requirements of the protection and prevention piece.” Fire safety experts at NNSY are in the process of creating training related to the 8010 manual so everyone at the shipyard will be aware of what it mandates. “We’re fulfilling the technical requirements, but it’s about the culture,” said Bosché. “It’s a change. There’s a whole communication piece we are trying to improve.” For now, Bosché and Brinkac are applying the familiar Operational Security (OPSEC) mantra, “See something, say something,” to fire safety. If something doesn’t look quite right, or if you’re unsure whether fire safety regulations are being properly followed, make sure you notify a zone manager or supervisor so the situation may be remedied as soon as possible. “The biggest part of this is the day-today,” said Bosché. “It’s about keeping your eyes open and not living with deficiencies.” JUNE 2016 • SERVICE TO THE FLEET • 25
New Welding School Facilities Modernize the Program BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST | PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
"Accelerate the Change" is becoming a reality in the Code 900T (Production Training Division) Welding School. The modernization of the Welding School was a team effort, joining the Process Improvement Office (Code 100PI), Production Training Division(Code 900T), Production Facility and Equipment Management Division (Code 980), and the Welding and Non-Nuclear Community (Code 920, Shop 26 and Shop 11) in achieving the goal of improving facilities for shipyard welders. Conceived and designed in AutoCAD by Pat Davis and Bobby Truitt (Code 100PI), the team was developed to create a modern extension of the welding school. Using the design, Shop 11 and Shop 26 fabricated the project as a Continuous Training and Development (CTD) event. “The vision for the project was to outfit the area specifically for the pipe welders so we could train more folks and get them out to the waterfront quicker,” explained Jeff Saniano, Shop 26 Deputy Superintendent. “The new pipe welding area will expedite training, increase our capacity, and now we are able to get more folks into the old pipe welding section of the welding school to concentrate on pulse arc welding. With all the hiring of new welders, the completion of this project couldn’t have come at a better time.”
Doug Irwin, Code 100PI supervisor, added, “The school extension was designed to produce a competent, confident welder. The modernization features larger booths to fit the type of welding technology needed in today’s shipyard, as well as an increase in booth capacity for increased future student demand. “With a steady increase of new shipyard employees joining the ranks, it was essential to have facilities to train them and give them someplace to feel proud of coming into work every day,” said Truitt. “We wanted the workers to see how much we as a shipyard care about them and their careers here. And with this project, we were able to give them clean and well-equipped areas to work and rest. We couldn’t be happier with the results.” The project also includes a new break room across the hallway from the welding school, providing a safe area for the weld school students to rest and eat; as well as an additional classroom that was converted from an abandoned tool room. “We were able to utilize spaces that were not occupied, giving them a purpose for the students training hard for the shipyard,” said Truitt. Code 980 Facility Manager Chuck Callahan, described by Truitt as the most passionate team member, provided project management oversight throughout the entire journey, ensuring
the facilities were best fitted to the needs of the employees. He handled the permits, worked with Naval Facilities (NAVFAC) to perform the floor load survey and electrical load survey, and designed all the utility installations for the project. “I’m very pleased and proud with how everything turned out,” said Callahan. “It is gratifying to see something you’ve worked so hard on stand on its own.”
Luther Bundy, Code 900T Weld School Supervisor, has been very pleased with the results of the project. “It’s a stateof-the-art facility and every single one of the team members had an important part to play in putting this together,” he said. “We were able to work together and get these booth set up so we can continue to train the best welders in the world here at America’s Shipyard."
JUNE 2016 • SERVICE TO THE FLEET • 27
NNSY ON DEMAND COX DIGITAL CABLE CHANNEL #1894
Norfolk Naval Shipyard will soon be airing content 24/7 on Cox Digital Cable. Cox subscribers throughout Hampton Roads can tune into channel #1894 to view engaging videos about the important work NNSY’s workforce performs every day. America’s Shipyard is one of the largest employers in Hampton Roads. Get the facts, the history, and the legacy of Norfolk Naval Shipyard. Go to www.navsea. navy.mil/Home/Shipyards/Norfolk.aspx to learn more. What’s playing: • Shipyard Spotlight Have you ever wondered who makes a shipyard work? Meet the people behind the scenes who contribute to the success of our mission. Get to Know America’s Shipyard where “our people are our core.” • Trades Spotlight Skilled trades support the U.S. Navy by repairing and overhauling ships to get them back to sea on time and under budget. To find out how you can be a part of our team and become a master craftsman, go to USAJOBS.gov. • Innovation NNSY’s diverse workforce is critical to the execution of projects, and we are constantly seeking ways to improve the work we do. As technology evolves, the shipyard remains at the forefront of innovation. • Safety Our number one goal: Nobody Gets Hurt Today! Working in an industrial environment can be very dangerous. See why safety is important to NNSY. And More!
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