DON'T MISS: HURREX & CODE 930 S.M.A.R.T. GOALS
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
June 2018
NNSY'S UAV PROGRAM FINDS ITS WINGS Page 24
ALSO INSIDE: CAPT. SCOTT BROWN BIDS NNSY A FOND FAREWELL
Table of Contents
IN THIS ISSUE Features: 4 FROM THE COMMANDER A fond farewell to America's Shipyard
12 EYE ON INNOVATION PNSY brings innovative breaker tools to America's Shipyard
15 SAFETY FLAGS NNSY Temporary Services shows lasting commitment to safety
16 ARE YOU PREPARED?
12
Large-scale exercise tests Norfolk Naval Shipyard's ability to prepare for and respond to a major hurricane
18 KNOWLEDGE SHARING Shipyard Crane Department shares knowledge with Fleet Readiness Center East during benchmark visit
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20
20 CURSE OF COMPLACENCY How integrity and accountability save lives at NNSY
22 SHIPYARD SPOTLIGHT Award-winning administrative assistant shows "joyful spirit" in all her work
24 ON THE COVER Shipyard UAV Program Takes Flight
22
SHIPYARD COMMANDER Capt. Scott Brown
VOLUME 81 • NUMBER 5
Service to the Fleet
EXECUTIVE OFFICER Capt. Daniel Rossler COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese EXECUTIVE DIRECTOR (CODE 1100) Lisa Downey PUBLIC AFFAIRS OFFICER Terri Davis SERVICE TO THE FLEET EDITOR Anna Taylor PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, April Brown, Floyd Logan, Troy Miller, Curtis Steward EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 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 DoD, or Norfolk Naval Shipyard. Service to the Fleet is published monthly. Submissions are due on the 10th of each month. The public affairs staff reserves the right to edit submissions for content and brevity.
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NNSY CELEBRATES EARTH DAY WITH THIRD ANNUAL EVENT BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST AND TONY ANDERSON • NNSY PHOTOGRAPHERS Norfolk Naval Shipyard (NNSY) celebrated Earth Day April 26 with a variety of special guests and activities on the Bldg. 1500 lawn. Employees were able to receive river birch tree saplings, sign a sustainability pledge, and even visit with rescued birds. NNSY's Code 106.3 Environmental Division coordinated the event, now in its third year. Nicole Iutzi-Kubista of 106.3 said all the efforts paid off, with more than 450 sustainability pledges signed by employees to reduce water usage and pollution, and promote environmental stewardship. Local environmental groups such as the Elizabeth River Project, Lynnhaven River Now and Friends of the Indian River participated to help educate employees on sustainability and stewardship. This marked the first year Alton's Keep Wildlife Rescue and Rehabilitation Center joined in on the annual event, bringing two owls and a red-tailed hawk. That was "a new addition for 2018 and was a huge hit!" said Iutzi-Kubista. "Employees were able to learn about what to do if they encounter an injured bird, and the importance of birds like the Great Horned Owl." Beyond the importance of shipyard stewardship, events like this also help with solidarity, according to another Code 106.3 member. "I like the way it brought the shipyard together," said Jagruti Patel. JUNE 2018 • SERVICE TO THE FLEET • 3
From the Commander:
A fond farewell to America's Shipyard In my comments after I took command in September 2014, I discussed how the shipyard's accomplishments and importance to our nation were forefront in my mind. I encouraged every member of America's Shipyard to work with pride and purpose, spreading the news of our place in history and our role in our nation’s resolve and prosperity. Now on the other side of my CO tour, it's time to look at our recent history, while pointing out why the future is bright at America's Shipyard. Now that I reflect on the last 45 months, what a remarkable journey we've been on together. We celebrated our 250th anniversary with a year's worth of exciting activities culminating in a wonderful ceremony and concert at Portsmouth Pavilion. Over the last year, we brought a winning culture back at Norfolk Naval Shipyard with the early delivery of USS Harry S. Truman (CVN 75) and a record-setting refueling on USS Rhode Island (SSBN 740). We delivered time and again on our long-standing promise of "Any Ship, Any Time, Anywhere" as evidenced by the recent USS San Juan (SSN 751) and USS John Warner (SSN 785) fly-away teams to Spain. During my time as your commander, I focused on three guiding principles. WELL-BEING. Norfolk Naval Shipyard has invested time, talent and money in strengthening our safety, security, health and overall well-being, but we have more work to do here. An important aspect is that safety, quality, schedule and cost all work together. It all starts with safety, which positively affects the other three deliverables. A focus on safety will deliver quality, schedule, and cost performance. We have improved the communication and reporting of injuries, which has driven improved sensitivity and emphasis on safety. However, we need to get in front of the injuries through focused efforts to improve education, planning, and focusing on near misses versus post-injury reporting. I want to engineer out hazards as much as possible, and I want you to minimize time spent working in hazardous conditions--that puts more responsibility on the engineering and planning piece. I am seeing some positive trends in safety. Shop 71 is receiving the Annual Shop Safety Award this month, recognizing a 17 percent decrease in OSH injuries and a 45 4 • SERVICE TO THE FLEET • JUNE 2018
percent reduction in first aid injuries from the previous year. Code 990 is off to a stellar start in 2018, winning the safety flag for the first three months of the year. Finally, our entire organization was recognized with the 2017 CNO Safety Award in the Large Industrial Activity category. We still have work to do, and you can never get complacent with safety, but these are important and noteworthy wins. When it comes to health and wellness, last month we held a brief in the Command Briefing Room for supervisors about the Department of the Navy's Civilian Employee Assistance Program (DONCEAP) services. There was an excellent turnout, and I expect all of us to know the details of this program and how it can help us. Services cover everything from information for expectant parents to helping you with financial and legal counseling. DONCEAP is so much more than counseling for depression and substance abuse, and help really is available 24-7. If you call 1-844-3662327 at midnight on New Year's Eve, you will get a live person on the phone! The shipyard has resolved to be more proactive on providing DONCEAP training and programs in the coming months. BRILLIANT ON THE BASICS. Being “Brilliant on the Basics” means we take care of our people, and equip them with the knowledge and skills to excel, from sunrise to sunset of their careers. In a sense, we are building leaders. We established core competencies and employee development pipelines over the last three years, and promoted dialogue between supervisors and employees on how to achieve full performance level in our work. The intent of this initiative is to improve our awareness of how we contribute to our own personal development. We have remaining work to do as we focus on each person at our shipyard to ensure all understand their options on career paths and how to accomplish their professional goals. We shored up the employee indoctrination program, providing employees all the most pressing need-to-knows and where I or one of my senior officers personally administered the oath of office for new employees. We modeled it on the concept as shown in a Navy video of a Sailor's first 72 hours in service being pivotal in forming impressions. At times we
even combined the "welcome aboard" for our Sailors with that of our civilians, reflecting that we are one team serving our Navy and nation. I enjoyed and valued every one of those opportunities I had to speak to the next generation of shipyard employees about the criticality of our work. For new supervisors, NNSY launched the high velocity first line supervisor (1LS) class, modeled after the Navy Chief Developmental Program. With a focus on turning deck plate mechanics into deck plate leaders, this revamped training is designed to incorporate senior leader discussion panels and shadowing opportunities for 1LS participants. We have empowered our supervisors, giving them more authority to make those critical decisions in our daily work. There is more to do on this front as NNSY continues to examine values and hold ourselves accountable to treating each other with dignity and respect. We have started planning and building the next training session as a follow-up to our “Team of Winners” training last year. I look forward to rolling out this training in August 2018. I have learned the value of building a solid base of knowledge and leadership ability, and I look forward to NNSY leveraging the improvements we have made in leadership development and relationship building as we reach the next level of performance, which includes productivity and morale. Remember, we are all leaders at NNSY! SERVICE. During the past 45 months, we've provided countless demonstrations of serving our nation, Navy, shipyard, fellow employees and families. In Admiral Phil Davidson's farewell as he departed U.S. Fleet Forces Command, he made it a point to specifically mention NNSY and the vital work we do supporting the Fleet around the world. In the past few weeks alone, our fellow shipyarders performed urgent repairs on John Warner in Spain. Our work enabled the boat’s participation in the April 14 air strikes against three Syrian chemical weapons facilities. Also in Spain, members of another shipyard flyaway team provided support and service to USS San Juan (SSN 751), as recognized by Commander, Task Force 69. Here at home, your efforts provide daily reminders of the critical service that we provide. Without
NNSY, the fleet does not sail, and with NNSY, the fleet excels! Given the global threats and push to build a 355-ship Navy in the coming years, the work at Norfolk Naval Shipyard will only become more important. The Navy has committed to providing the resources we need to excel in our work. There's been a lot of momentum on this front in the past two years and I'll be engaged with interest on what's in store for the future of the shipyard. But rest assured that future is bright! The Nation has committed to investing billions of dollars in NNSY’s infrastructure over the next 20 years. I look forward to dramatic changes here that will significantly improve our quality of life and efficiency of our work. When it comes to serving our community, I can think of no better examples than two in the last few weeks--our ceremonies celebrating shipyarders who volunteer as tutors and mentors in local schools, and the Cradock Centennial recognizing the work our shipyard volunteers provided in restoring Afton Square. As I prepare to depart for my next assignment in Washington, D.C., I'm excited about the opportunity to hold our June 29 Change of Command ceremony in Bldg. 163. We're holding the Change of Command there because I want to maximize workforce attendance and have one last opportunity to thank everyone for their service to the Fleet. I wish my successor, Captain Kai Torkelson, all the best as he becomes the 108th commander of America's Shipyard. Like the work you perform, his job will also be challenging, but I know he is up to the challenge. Challenging and vital work usually go hand-in-hand. You are making a difference! Every one of you. You are patriots in the purest sense, and I salute you. Thanks for a great tour of duty – the best of my life. I have learned so much. You hold a special place in my heart, and I will always do my best to look out for you. Thank you! We are Norfolk Naval Shipyard. We are America's Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
invited you're to the
CHANGE of COMMAND ceremony WHAT: Capt. Kai Torkelson will relieve Capt. Scott Brown as Commander, Norfolk Naval Shipyard. WHEN: June 29, 2018 10 a.m. WHERE: Bldg. 163 High Bay PPE requirements in Bldg. 163 will be relaxed. Hard hats, safety shoes, hearing protection, and eye protection are not required. However, individuals not wearing PPE should transit to and from the ceremony using routes avoiding areas where any industrial work is taking place.
From the Deckplate:
Be smart and safe this summer at America's Shipyard Greetings Shipyard Mates! Summer is around the corner and there is no shortage of work to be done here at America’s Shipyard! It seems the warm weather is finally here to stay! As we get closer to summer, the days get hotter and heat safety becomes even more important. There are big things happening at America's Shipyard and we need everyone to stay safe and make smart decisions so we can meet our mission. Heat stress is a real threat for workers who are exposed to extremely hot environments. Make sure you know the signs of heat stress injuries, such as heat stroke and heat exhaustion. If you develop a headache, feel dizzy, can't think clearly, or have symptoms like nausea, thirst and even vomiting, notify your supervisor, move to a cool, shaded area, and drink cold water. In the event a coworker has fainted, call emergency services at 396-3333. June is also National Safety Month. Injuries are the leading cause of death for Americans ages 1 to 40. Many injuries are avoidable if we make smart decisions and take every precaution to stay safe. Hold yourself and your peers accountable for maintaining a safe work environment. You can download the Safety Handbook on Web Central in the Code 106 section. Remember to stay alert and “Nobody gets hurt today!” June 17 is Father’s Day, a day to celebrate and show appreciation. Remember to visit, call or remember your father during this time. My dad, Herbert, taught me a lot about working hard and taking care of the family and I remember him each and every day. In addition, my father-in-law Paul is always there to help and support! Happy Father’s Day to them both!
Additionally summer marks the end of the school year. I would like 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. At the end of the month, America's Shipyard will say goodbye to Capt. Scott Brown and welcome Capt. Kai Torkelson as the 108th Shipyard Commander. Capt. Brown's Change of Command Ceremony will be held June 29 in the Bldg. 163 high bay. All Sailors and shipyard employees are invited to attend. As I am sure many of you will join me in wishing Captain Brown and his entire family a traditional Fair Winds and Following Seas in their next adventure. This month’s CMC Shout Out goes to all of the Sailors that were recently selected for advancement! You have accomplished another milestone in your Navy career! Congratulations to each and every one you on a job well done – Bravo Zulu! In closing, thank you to you all for what you do every day here at America’s Shipyard! Keep up the great work, keep your head on a swivel and stay focused! 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!
Michael Reese Command Master Chief
CAPT. BROWN REFLECTS ON HIS PAST, LOOKS TO NNSY'S FUTURE STORY AND PHOTO BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST The Norfolk Naval Shipyard (NNSY) Federal Manager’s Association (FMA) welcomed Shipyard Commander Capt. Scott Brown as the guest speaker for its monthly meeting May 9. Brown focused his message to three specific points: safety, shipyard productivity and leadership, and the future of the shipyard. “When I first came into my position as shipyard commander, I was excited to get the schedules going and get the work done that was needed for the fleet,” said Brown. “However, as I pushed hard on the schedule I noticed that accidents would happen, and people were getting hurt. When my people get hurt, I feel it, much like a parent feels when they see their children hurt. I took those lessons learned and realigned my focus to safety. Being prepared for the job, being qualified, communication, understanding concerns, having a clean worksite; these are all principles that align with safety. And if you think about those principles, they are things that apply to first-time quality work. We don’t have to sacrifice safety to get the work done. Safety is our priority.” Brown continued, “We’ve done a phenomenal job over the last year to ensure we are being safe on the job and lowering the amount of injuries at the shipyard. We can always do better. Our goal is that no one gets hurt today.” Brown then discussed the expansion of the workforce and the level of experience across the shipyard, stating that a third of the workforce currently has less than five years experience in their field. Investing heavily in training and mentorship, he challenged
the group to be the difference when it comes to leadership versus management. “And lastly, the future of our shipyard is very bright,” said Brown. “There’s a lot of value in what each of us does every day at America’s Shipyard. Investment is happening and I’m so excited to see what happens. Our productivity is tied to our leadership who works from within to empower our folks every day. I’m proud to have been part of our team and I look forward to see the future become the present.” Brown received a standing ovation from the FMA members, who praised him for his time and congratulated him on his future advancements as he prepares to depart NNSY June 29. “I’ve been at the shipyard for 18 years and I’ve seen quite a few shipyard commanders come through. There’s been a lot of good ones I’ve gotten the chance to meet,” said Jeris Smith, Code 990 Training Coordinator and member of the FMA. “I’ve had the pleasure of getting to know you (Brown) through the years and I’ve seen how you genuinely care about your people. I look to you as inspiration since I also care a lot about my people and I work to do right by them each and every day. I’ve seen your intelligence on the job. I’ve seen you at the funerals of some of my coworkers who had passed away. I’ve seen all sides. And I wanted you to know how much I appreciate you and how much I believe everyone here appreciates you. You’ve been amazing as our shipyard commander; our next shipyard commander certainly has some big shoes to fill.”
Shipyard Insider: BUZZ & BYTES
NNSY DAY AT THE TIDES The Norfolk Tides hosted Norfolk Naval Shipyard Day at the Tides for the second year May 20. Shipyard employees, friends, and family members were invited to enjoy a fun afternoon of Tides baseball at Harbor Park as the Tides took on the Louisville Bats. Sailor of the Year ET1 Daniel Kitchen threw out the first pitch. Code 300 Zone Manager Mark Ragsdale sang the national anthem at the start of the game. Brian Darden, Radiological Controls Office (Code 105) Deputy Director, performed "God Bless America." Thank you to everyone who came out and supported America's Shipyard. Videos from the game can be found on the shipyard's Facebook page at www.Facebook.com/NorfolkNavalShipyard1.
» POSITIVE YARDAGE Manage-mint Award Congratulations to ChaKeita Dickson, recently honored with NNSY's Naval Civilian Managers Association (NCMA) Manage-mint Award! Dickson is currently serving as Code 900T.2 Command University (CU) Branch Head. A former Code 950 apprentice, Dickson has led Command University through a period of great transition including new programs and staffing changes. "She has been instrumental in the development of many of the Command University programs," said Danie Larrew, Command University Program Manager. "In her current role, she has been pivotal in the leadership development efforts across NNSY and the initial efforts to develop core competencies. Through all of 8 • SERVICE TO THE FLEET • JUNE 2018
this, she has led Command University and other teams with a positive attitude showing a true desire to improve the culture at NNSY and develop all personnel at the command. Through these efforts, she directly supports the mission and is working to 'Raise the
Bar' at America’s Shipyard." Presenting Dickson her certificate are NCMA Chapter President Bill Welch, NCMA Awards Committee Chair Michelle Klenow, and Code 900 Training Superintendent Mike Perkins. Photo by Shayne Hensley, NNSY Photographer.
HERG The Hispanic Employee Resource Group hosted a Cinco de Mayo celebration May 3 and 4 at Norfolk Naval Shipyard. Employees wore their favorite Latino team jersey and flew small flags representing their country or heritage.
Volunteers Needed NNSY MWR is looking for some awesome volunteers for the annual, wildy popular Color Me Awesome Family Fun Run June 23 at St. Juliens Creek Annex. Do you like to have fun? Do you want to help shower participants in powder and liquid paint? Please call 757-967-2500 to sign up or for more information.
NOBODY GETS HURT TODAY!
Safety starts with YOU. YOU are NNSY's most vital asset. » LOCAL OUTREACH Congratulations to Douglass Park Elementary School's CHROME Team for winning Portsmouth Public Schools CHROME LEGO WeDo Challenge and Showcase May 6. CHROME, which stands for Cooperating Hampton Roads Organizations for Minorities in Engineering, operates programs in schools throughout the region, encouraging minority youth interest in science, technology, engineering and mathematics (STEM) subjects. Norfolk Naval Shipyard employees have supported CHROME for more than 20 years as partners in learning and development. The shipyard's Outreach Program Manager Valerie Fulwood, and Outreach Liaison Valerie Scott, work year-round with a team of tutors to increase student engagement and interest in STEM, allowing the shipyard to invest in the next generation of NNSY employees. This year, Engineering Technician Arifay Joyner, one of the shipyard's
tutoring volunteers, mentored Douglass Park's CHROME club, assisting with its LEGO project and providing valuable expertise and insight prior to the competition.
» REMINDER Summer Hours To avoid the extreme midsummer heat and keep employees safe, NNSY will adjust working hours for production personnel. Summer hours went into effect May 29. Working hours for bargaining unit employees are: 6:20 a.m. - 3 p.m. for day shift; 2:30 - 11 p.m. for second shift; 10:40 p.m. 6:40 a.m. for third shift. The modified work schedule will be in place through Sept. 4. Gate 10B will open at 4:30 a.m. for inbound traffic and 2:30 p.m. for outbound traffic in order to minimize congestion on the north end of the shipyard. If you have any questions, please contact the Public Affairs Office at 396-9550.
upcoming
SERVICES ONLY weekends
In accordance with the NNSY Overtime Management Policy, several weekends this year will be designated as services only weekends in order to give our combined workforce (including our Ship's Force teammates) a chance to rest and revitalize. These weekends are "charge-your-battery" weekends: take time to be with your family and friends, and reflect on what we can do to take care of each other, improve communications within our teams and think about the work we are doing with a focus on safety. Thank you for everything you are doing every day. - Curt Hart Nuclear Engineering and Planning Manager UPCOMING SERVICES ONLY WEEKENDS: • • • •
June 16-17 July 21-22 Aug. 18-19 Sept. 1-3
JUNE 2018 • SERVICE TO THE FLEET • 9
RAISE THE BAR CODE 930 GETS S.M.A.R.T. WITH QUARTERLY GOALS
BY TROY MILLER • VISUAL INFORMATION SPECIALIST 10 • SERVICE TO THE FLEET • JUNE 2018
On New Year’s Eve, people around the world set resolutions for the year ahead. Many of those resolutions would be broken in a matter of weeks. But that wasn’t true for employees in the Norfolk Naval Shipyard (NNSY)Mechanical Group (Code 930). In January 2018 Code 930 chose to focus on improving three areas that affect the shipyard directly: injuries, delinquent tools, and “no shows” for training and medical appointments by using the S.M.A.R.T. goal concept, commonly attributed to Peter Drucker’s "Management by Objectives." "These goals impact the entire shipyard,” said Code 930 Superintendent Chad Waldroup. “Many shops and codes at NNSY rely on Code 930 to lead various projects, and if we don't get our work done on time, that affects whether other departments get their work done on time.” S.M.A.R.T. is an acronym that can be used to make sure goals are clear and reachable. Each goal should be Specific (Simple, sensible, significant), Measurable (meaningful, motivating), Achievable (agreed, attainable), Relevant (reasonable, results-based) and Time-bound (time-based, time-sensitive). Code 930 was specific in setting its goals. “We had a very high number of delinquent tools,” said Code 930 Deputy Superintendent Keyonia Smith. “We were in the 1,000 range of delinquent tools
each week. The last 12 weeks we set the goal at 450. We were below 450 all but one week.” In order to reach one’s goals, they should be measurable. How much, and how many, how will I know when it is accomplished? Each of Code 930’s goals had a specific target number. In addition to 450 delinquent tools, they set the target number of one for the number of safety incidents each week. “If nine of the 12 weeks we went no more than nine incidents and no more than one incident each week, we would cut our safety injuries in half. We did better than that,” said Waldroup. Waldroup said the Code 930 workforce was surprised at first, because setting these kinds of specific goals had not been done in the past. Like with every new thing, there are always lessons learned. “The training and medical ‘no show’ goal wasn’t achievable,” said Waldroup. “I missed the ‘A’ on S.M.A.R.T. This is a lesson learned. I didn’t factor in people having sick leave and all the stuff that comes up that we had to mitigate as managers.” The goals that Code 930 did achieve are relevant to two of Commander, Naval Sea Systems Command (NAVSEA), Vice Adm. Thomas Moore’s priorities: On-time delivery of ships and submarines and the culture of affordability. “Fewer delinquent tools means readiness for our mechanics to go to work,” said Shop 31 Superintendent Justin Hayden. “Reducing injuries, missed medical appointments and missed training that could cause our people to lose their qualifications helps our workforce and the production on the waterfront. It helps everybody across the board.” One mistake people make when setting goals is either giving themselves too much or not enough time. Waldroup saw how well quarterly achievements were reached with Big Rocks. He decided to adopt the 12-week (quarterly) time span. “I think if you give people goals, give people a finished line, they’re going to drive to that finish line naturally,” said Waldroup. “Being able to celebrate the wins and understand where we need to go is key in being successful at the shipyard.” Hayden mentioned this first round was more about Meeting the Mark. “In round two we are Raising the Bar. One example of this is that the target number of 450 for delinquent tools is being lowered to 250.” “Having the goals increases the morale and helps us understand how we affect the mission and helps us be an effective partner to return the ships to the fleet.” One reason Code 930’s S.M.A.R.T. goals were successful is because the goals and results were visible for the entire code. "You can go out and see the folks and ask them questions about our [S.M.A.R.T. goals] and they can produce what the goals are,” said Hayden. This impressed Hayden because in the course of his more than 17 years at the shipyard, he has seen many initiatives that didn’t really take hold. “It makes us proud that our team took this on,” said Smith. “Those guys and girls worked really hard to meet these goals. You see them as a team saying ‘Hey man, go turn in that tool.’ It was putting responsibility on each other and not just coming from the supervisor or manager.” Code 930 will continue to strive towards excellence using S.M.A.R.T. goals as its guide. Waldroup said other areas of the shipyard stand to benefit from similar initiatives. “I challenge all shops and codes to get S.M.A.R.T.” he said.
MARK your CALENDARS!
This year's NNSY MWR events: COLOR ME AWESOME 5K The brightest family fun run around! June 23 9 a.m. - 1 p.m. St. Juliens Creek Annex REMEMBRANCE RUN 5K Patriotism abounds at this race held in observance of the 9-11 attacks. September 11 8 - 11 a.m. Callaghan Fitness Center HAUNTED HAPPENINGS Candy, games and prizes for the brave. October 20 6:30 - 9:30 p.m. Scott Center Annex Community Recreation Center SANTA'S LITTLE HELPER FUN RUN Burn off the calories from all those holiday treats! December 15 8 - 11 a.m. Scott Center Annex MWR facilities FIND OUT MORE ABOUT NNSY MWR: www.navymwrnorfolkshipyard.com FOLLOW MWR ON FACEBOOK: www.facebook.com/nnsy.mwr
JUNE 2018 • SERVICE TO THE FLEET • 11
NNOVATIO EYE ON INNOVATION
BELOW: PNSY's Brian Kearns shows Martrail Parker from NNSY's RPC one of the 3-D printed hookups. OPPOSITE PAGE: Kearns demonstrates a control box for putting control and variable power to breakers
PNSY BRINGS INNOVATIVE BREAKER TOOLS TO NNSY
BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER
12 • SERVICE TO THE FLEET • JUNE 2018
The NAVSEA04X3 Tactical Innovation Implementation Lab (TIIL) Mobile Implementation Team (MIT) continued its pursuit for innovation May 14 through 18 across the four public shipyards. The latest tour brought Portsmouth Naval Shipyard (PNSY) Code 950 Mechanic Brian Kearns, Code 950 Supervisor Allison Gardella, and Josh Bickley of the Innovation Department (iPX) to its first stop at Norfolk Naval Shipyard’s breaker section in Code 950 (Shop 51). “For this tour, the PNSY team focused on innovative designs that they developed and use at their shipyard,” said NNSY Rapid Prototype Center (RPC) Manager Martrail Parker. “These innovative designs are used to ensure efficiency and safety when working and powering the breakers.” The four innovations brought were a threaded rod and quick release nut that are used to tighten the components of the breakers; a control box for putting control
and variable power to breakers; a large 3-D printed hookup with secondary stabs to plug into the breaker for power; and a smaller 3-D printed hookup with secondary stabs to cover a range of sizes for the breakers used at the shipyards. “These innovative technologies are still relatively new to our yard and were developed from frustrations we were having in our breaker shop,” said Kearns. “These were developed by folks at Portsmouth in Maine who saw a need and took the steps needed to find a solution. I was very interested to see how the other shipyards would react to these technologies and see what solutions they may have come up with from similar frustrations. If we can unify on our processes and share our innovations with one another, we can grow as a team.” Kearns and his team led a demonstration in the breaker shop in Bldg. 510, hosting a large crowd interested in seeing these innovative designs in action. “I was impressed to see how receptive
and interested the folks at Norfolk Naval Shipyard were in regards to the technologies and what processes we follow in Portsmouth,” said Bickley. “From the very first tool on display, they were asking questions and testing out the technologies firsthand. We were even able to compare processes and tools between the shipyards, finding they had a similar control box but with less features than the one we showcased. The tour provided a great discussion between shipyards and it was a pleasure working with them.” “It was a great turnout and great involvement,” added Gardella. “Having Brian here to show the folks these technologies and to answer their questions really sparked their interest and it’s been great to see them jumping at the chance to try it out themselves. It’s great to see how important innovation is to your shipyard. I think it’s practical for us to be more acceptable to innovation. I know change
can be hard for people but there’s a lot of folks out there with great ideas just waiting to be brought to life. I think we need to be more open to those ideas. Seeing Norfolk Naval Shipyard’s commitment to innovation firsthand has inspired us to bring that passion back to Portsmouth.” Kearns concluded, “The TIIL MIT is a great innovative tool that is aimed to bring those great ideas to light and to share them across all shipyards. I think the team at NAVSEA04X3, and folks like Martrail are doing a fabulous job and being the leaders for change. They open doors for folks and bringing these ideas and concepts to the forefront. I look forward to working with everyone again in the future.” The next TIIL MIT tour is planned for August. If you have an idea for an innovation or would like to share a technology already developed and used at the shipyard, contact Parker at 757-7784181 or email martrail.parker@navy.mil.
Jeris Smith and Capt. Beth Silsdorf with the six students who scored 95 or better during the celebratory pizza party.
CODE 990 TRAINING COORDINATOR BEGINS "95 OR BETTER" PROGRAM TO REWARD STUDENTS’ EFFORTS BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST | PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER At Norfolk Naval Shipyard (NNSY), one of the resounding phrases heard round the workforce is to strive for excellence. For Code 990 Training Coordinator Jeris Smith, that mentality should be seen not only on the job but also in the classroom. “As a training coordinator, one of my jobs is to ensure that our no-show rate is low and that our people do well in school,” said Smith. “In the past, we have seen trends of the students being passive or satisfied with just passing. I find that mediocre. If we’re operating in the spirit of excellence, we have to strive to do better. We can’t just do the bare minimum.” Smith began to build an initiative that he hoped would spark that motivation in the students for Code 990, as well as develop a reward incentive for a job well done. “I feel like as a shipyard we don’t spend enough time celebrating the great work our people do, especially those doing exceptionally well. If you’re going above and beyond, I want you to feel that your efforts are appreciated and that you are important,” said Smith. “I began the ‘95 or Better’ program to push the envelope and challenge our employees to go above and beyond and reward them for that effort.” The program is a new initiative where Smith chooses two classes at random within the year to reward for their efforts. “It’s a competitive drive I instill in these students. Each student knows that there’s a possibility for a reward if they receive a 95 or better in their training classes that year,” he said. “It’s not a small feat to score high in these classes, especially with the amount of material they have to cover. So when they work hard and claim those scores, it truly shows they have the drive for success. And I want them to know how proud I am of them.” Smith chose the Nuclear Qualification Control (NQC) Course held in late February/early March as his first group, which hosted 11 students from his code. “Entering in the class, we had a very charismatic instructor who 14 • SERVICE TO THE FLEET • JUNE 2018
PHOTO ON PG. 17: Jeris Smith with one of his classes. was able to motivate us to get everything right,” said Jasmine White, a first year fabric worker apprentice. “We as students challenged each other in the class and made it our own friendly competition to see who could get the best score. I honestly didn’t believe there would be a physical reward at the end of everything. I wanted to push myself to succeed and so did my classmates.” “I personally always try to be the best I can be and so having the engagement of my classmates as well as the engagement of my training coordinator showed me we were getting acknowledged for the work we were doing and if you needed help someone would be there every step of the way to lend a hand or be there cheering for you along the way,” said Sherri Barber, a first year fabric worker apprentice. Smith stayed connected with the students during their training, gauging their status with excitement. “The class was three-and-a-half days and I would check in with everyone,” said Smith. “One of the students would stop me and ask what we would have for them for getting 95 or better. When I asked if that’s what they were aiming for in the class, they told me that they were going to get the top score and excel beyond the expectations. They wanted to be the best they could be. That was big for me to hear and I knew this class was going to go the distance.” NQC Instructor Jeron Smith added, “My class is fast-paced and I’m drilling the students on a lot of rules and regulations so that when they leave my class and head out to the job, they have an understanding of the process and have the tools to succeed. My focus is to decrease the room for error and increase the room for growth. With Jeris and the students coming out of his code, I can see the (continued on pg. 17)...
Members of Shop 89 pose with their safety flags after being recognized by Shipyard Commander Capt. Scott Brown, Executive Officer Capt. Daniel Rossler, and Command Master Chief Michael Reese.
NNSY TEMPORARY SERVICES SHOWS LASTING COMMITMENT TO SAFETY BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST | PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER
The shop's services may be temporary, but its commitment to working safely is lasting. Shop 89 of Norfolk Naval Shipyard's Temporary Services Group, Code 990, earned the monthly Safety Flag three times in a row, from January through March 2018. The only other shop to achieve this feat at NNSY is the Boilermaker Shop (Shop 41) back in 2015. Code 990 was stood up last fall and has already established itself as a leader in waterfront safety. Interactive safety briefs, new safety equipment, and 990's commitment to having two safety advocates all contributed to the shop's accolade parade kicking off 2018. During the safety flag presentation May 17, Shipyard Commander Captain Scott Brown commended the shop personnel's ownership of individual safety. "Outstanding job!" said Brown. "I like to talk about how every single one of us is a leader. If you influence somebody in a positive direction, you're a leader. All of us have leaders in us, and that reflects in your performance and your ability to lead the shipyard in safety. Each and every one of you is doing it." Brown also pointed out how well-being works hand-in-hand with safety. He acknowledged the challenge of the personnel
in attendance, formerly members of Shop 64 under Code 970, transitioning to a new department and shop. "I know some folks are hurting in this shop specifically over what's happened the last few months. I feel it, I know it. We can do better as a yard about looking after each other, just asking questions like, 'hey, what's going on?' Sometimes that simple question can help someone open up." In addition to co-worker support, Brown detailed the benefits of the Department of the Navy Civilian Employee Assistance Program available 24-7-365 to shipyard employees on a multitude of life issues and work challenges. Code 990 oversees 10 different trades in Shops 89 and 99. The code's mission is to provide temporary services for production and habitability for vessels undergoing overhaul and modernization. Code 990's streak in safety flags currently remains unbroken, with Shop 99 announced as the winner of the April Safety Flag. When asked for the biggest reasons Code 990 is doing so well in safety, Group Superintendent Jamie Holt pointed to two--safety advocates Mary Williams and Chris Hewett. As the recipient of all the safety flags so far this calendar year, Holt said, "That's a big accomplishment. That's huge for the code itself starting off on the right foot." JUNE 2018 • SERVICE TO THE FLEET • 15
Large-scale exercise tests Norfolk Naval Shipyard's ability to prepare for and respond to a major hurricane BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST Could a Category IV hurricane hit Hampton Roads? That was the question posed by Hurricane Exercise/Citadel Gale (HURREX) 2018, held April 24-May 11. This exercise tested the abilities of local Navy commands---including Norfolk Naval Shipyard (NNSY)--to adequately prepare for and respond to a major hurricane. Contending with a simulated hurricane walloping the area with 140 m.p.h. winds, 12-foot storm surge, and 20 inches of rain forced the shipyard to consider a number of unprecedented what ifs, according to NNSY Emergency Management Officer Steve Murley. These ranged from addressing the most basic needs in the storm's aftermath to porta-potty procurement and placement to turning a carrier on the waterfront into a makeshift public hospital. Following such a powerful hurricane, Murley said strong consideration would be given to opening up the shipyard to the general public like
Naval Support Activity-New Orleans did after Katrina. Electricity, communications, transportation, water and wastewater, and public health services throughout the region would be either kaput or severely curtailed. Picture "The Walking Dead," minus the zombies. "With such a monster of a storm, it would take NNSY years to recover and the surrounding communities longer--think New Orleans without the levee system," said Murley. The extensive length of HURREX allowed simulations to play out in real time. Code 1130 Emergency Management coordinated daily meetings with waterfront leadership to work through actions and concerns prior to simulated landfall. And just as he would when an actual storm has potential to impact the region and shipyard, Murley began communicating information to the shipyard days in advance and proactively providing the Virginia Hurricane preparedness evacuation guide.
STAY INFORMED. MAKE A PLAN. BUILD A KIT.
A graphic depicting the path of the simulated hurricane. For this exercise, a mass evacuation was authorized by Commander, Navy Region Mid-Atlantic (CNRMA) for the Navy's service and civilian personnel. To be reimbursed for expenses in an actual emergency, personnel would need to remain within 300 miles of their domicile. "Stay within the safe haven distance, and save your receipts to file later," said Murley. "It would take a long time to complete the travel claim, considering this area is one of the largest concentrations of DoD personnel in the world." Also per direction from CNRMA, local Navy commands elevate their tropical cyclone conditions of readiness (COR) as storms creep closer to the region. Once COR 2 is established, the shipyard shifts to mission essential personnel mode. Protecting Navy assets on the waterfront would be a paramount priority. Accordingly, during the exercise NNSY Dockmaster/ Berthing Officer Chris Adams kept a running tab on approximate times of when barges, living barges, and vessel movements would occur, and all necessary actions needing to be completed prior to movements. In addition to ensuring the safety of vessels already at the shipyard, NNSY would offer safe haven for a number of Navy ships in the Hampton Roads area due to its geographical advantage. Among the shipyard's biggest concerns with a hurricane would be flooding, particularly along the north ends of the installation and waterfront. During the past decade there have been 19 events where water level approached what's considered a "high water event" (at NNSY this is the 100-feet mark), with nine events exceeding that. The shipyard's record flood in recent history came during a Nor'easter in November 2009 where the water level reached 101.89, with more than eight feet of storm surge. The record came from a hurricane in 1933 where the water level reached 101.92. The shipyard works to combat flooding risk during storm events through such efforts as erecting flood walls at dry docks and placing sandbags in areas of concern. NNSY has started a military construction project that will upgrade dry dock utility systems and raise equipment out of the flood plain to provide better protection against flooding. While there's question of if a massive category 4 hurricane could hit as far north as Hampton Roads, even smaller storms can cause great damage to the area. When Hurricane Isabel hit Hampton Roads in 2003, it caused the worst flooding seen in nearly 70 years, and power outages lasting more than a week. It arrived in the region as a tropical storm. Hurricane season begins June 1 and runs through November 30.
...(continued from pg. 17) dedication and the drive. He would call me to find out their grades and if there was anything he could do to help them. And the students themselves were heavily engaged in the class. You could see that competitive spirit in how they approached the lessons and the testing. Their class was certainly something special and had the passion to do well for them.” Out of those 11 students, six scored 95 or better with the rest scoring in the low 90s and high 80s. Among them, White scored a 97.2 and Barber scored a 98.6. Smith worked with management and was able to grant eight hours time off for those who received a perfect score and four hours time off for those who scored 95 or better. In addition, he also threw the six students a pizza party to celebrate their accomplishments. “When we were called to meet that day, I had absolutely no idea what it was about,” said White. “Then we saw who was brought together and we began to connect the dots. It was a very rewarding experience to see our hard work paid off.” During the party, Capt. Maria Silsdorf praised the students on their efforts and the program as a whole. “What I think is so cool about you all is that you care about going above and beyond not just for an incentive but to be their personal best,” she said. “You don’t want to simply meet the minimal standard. You want to supersede the standard. I’m proud to see your accomplishments and thank you to the management team as well for taking notice of the drive that the future of our workforce has for excellence.” Smith added, “these are first years making their mark in the shipyard, some seasoned and some fresh out of school. There’s a wide range of knowledge amongst these students and they all did exceptionally well. They are proof that no learning barriers can stand in our way as long as we train hard and help each other make it to the finish line. I love my people and I want this sort of program to expand all across the shipyard to show just how much we care about our workforce.” "Thank you to Mr. Smith for taking the steps to initiate this program for us and helping us push ourselves to be the best,” Barber said. “The passion of this program shows that no one will get left behind, we’re getting acknowledged for everything we do, and there’s always someone there to lend a hand.” JUNE 2018 • SERVICE TO THE FLEET • 17
SHIPYARD CRANE DEPARTMENT SHARES KNOWLEDGE WITH FLEET READINESS CENTER EAST
STORY BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS COURTESY FRC EAST
18 • SERVICE TO THE FLEET • JUNE 2018
Members of the crane team from Fleet Readiness Center (FRC) East at Marine Corps Station Cherry Point recently did a benchmark visit to NNSY to learn how to improve their program and how they do business in Weight Handling Equipment (WHE) crane operations. “FRC East was looking for a naval activity that had a model crane program they could observe in order to learn from and take that knowledge back to their command,” said Code 7010S Lifting and Handling Regional Division Head Donnell Spruill. “Since we have more than 30 years of crane operations experience, we were the perfect place for them to come and see how we perform operations in the shipyard.” FRC East’s visit to NNSY was quite different from what they are used to when it comes to daily crane operations and maintenance. “Our lifting and handling works with aviation equipment while the shipyard works with aircraft carrier and submarine equipment,” said FRC East Weight Handling Equipment Program Manager and Sling Program Coordinator Daniel R. Brashear. “The concept is the same, our turnaround time is just as critical as theirs; it’s just on a different scale.” The crane operations program is complex and all shore-based naval activities are mandated to follow the guidelines and requirements of the Naval Facilities (NAVFAC) Engineering Command Weight Handling Management Program P-307. It includes maintenance,
repairs and alterations, inspections, testing, certifications, operations, training, licensing and rigging gear. All Navy shore-based activities that perform crane operations must go through an annual inspection performed by the Navy Crane Center. “The crane center evaluates how the command is meeting, maintaining, and executing the required standards in weight handling equipment operations,” said Spruill. “The inspection team goes through the necessary processes of identifying areas. The overall goal is to help the programs improve, have safer operations, and making sure everyone is trained to their full potential.” During the visit, FRC East personnel had an opportunity to compare their crane program to the shipyard’s from logs to safety to operations. The three-day visit included a packed agenda with the opportunity to learn how to mirror elements of the shipyard’s WHE program. “We are a small group compared to the shipyard’s crane manpower,” said Brashear. “On a good side, we are going to take what we have learned this week and apply the knowledge to our current weight handling program. This will help us improve training, processes, certifications, and work on getting the same automated computer surveillance program the shipyard uses for their cranes maintenance and operations.” During this benchmark visit, FRC East and NNSY crane employees shared information that quickly resulted in the teams learning from each other when they started comparing notes and operational tactics. “Discussions were very successful,” said Spruill. “We shared day-to-day crane operations, how to find cures for issues such as Nondestructive Test (NDT). FRC East is able to conduct NDT on crane hooks in a couple of minutes compared to what might take us an hour. That is vital.” How to do on-the-spot repairs; what classroom and practical training should be focused on; ways to increase knowledge, skillsets, and provide a faster turnaround time are just some of the ways the shipyard and FRC East are helping and learning from each other. How NNSY responds to crane trouble calls was another area the FRC team found valuable. When the FRC East gets a trouble call, a mechanic and an electrician respond, and when NNSY gets a trouble call, a much bigger crew responds. “When you come and see a program as robust and mature as the shipyard’s, it really helps put things into perspective, and why we need to grow our program to better serve the country’s mission,” said Brashear. “It has also helped us realize we really need to upsize our weight handling program to properly maintain the cranes and maintenance. This is important on many levels because it will allow us to maintain safety, operations, and be in full readiness currently and in the future.” Having a strong lifting and handling program is a vital piece of the mission. “When you think about it, without it, more than half of the mission would not be completed in an effective manner,” said Spruill. “Along with the cranes, you need rigging, forklifts, and be to certified in accordance with the P-307. This team is now better prepared for the amount of workload they have, and the projected work in their future.” The visit opened up the communication lines between the two activities and created a relationship where knowledge can continuously be shared. Mirroring NNSY’s crane program offers FRC East the opportunity to build their skillsets, training programs, and provide better products to carry out their mission that will help protect our country. JUNE 2018 • SERVICE TO THE FLEET • 19
COMBATTING THE CURSE OF COMPLACENCY: HOW INTEGRITY AND ACCOUNTABILITY SAVE LIVES
BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER 20 • SERVICE TO THE FLEET • JUNE 2018
When he speaks about the events of April 10, 1963, Retired Navy Capt. Joe Yurso paints a vivid picture of what it was like after attack submarine USS Thresher (SSN 593) sank with 129 Sailors and civilians aboard. During his visit to Norfolk Naval Shipyard May 7, Yurso, who was watch officer at Portsmouth Naval Shipyard during the accident, spoke to a group of Engineering and Planning Department (Code 200) employees about the implications of Thresher’s loss, most notably the Submarine Safety (SUBSAFE) Program. Thresher was built during the Cold War. Soviet missiles in Cuba posed a real threat to U.S. cities, and the risk of active nuclear engagement motivated the Navy’s decision to focus on the construction of ballistic missile submarines (SSBNs). “Thresher was built at a time when missile submarines were the top priority,” said Yurso. “As a result, an attack submarine like Thresher did not always get the proper attention from the shipyard. Portsmouth did a magnificent job to get Thresher built at a time when it wasn’t the lead ship.” As the length of its availability grew due to the lack of resources, the shipyard stopped conducting necessary inspections and postponed various alterations and improvements in order to get Thresher finished and delivered to the fleet. Among the jobs that didn’t get accomplished were the removal of blow system strainers and the inspection of many silver-brazed joints.
LEFT: Retired Navy Capt. Joe Yurso speaks in the Bldg. 31 Innovation Lab May 7. Yurso was the watch officer when USS Thresher (SSN 593) sank April 10, 1963. OPPOSITE AND ABOVE: Engineers gather to hear Yurso speak about how the Navy submarine program has changed since the tragedy.
Despite losing manpower and talent to USS Abraham Lincoln (SSBN 602) and USS John Adams (SSBN 620), which were also being built at Portsmouth Naval Shipyard, Thresher was commissioned August 3, 1961. Following its delivery to the fleet and while undergoing routine exercises, Thresher exceeded all expectations. “Because it was the lead ship of the class, they put it through pretty severe shock trials,” explained Yurso. “They made it to test depth more than 40 times.” The submarine received a certain amount of prestige associated with being the newest, most advanced attack submarine in the Navy, and many project team members vied for spots aboard its next deep-diving test. “There were contractors, shipyard employees, Submarine Force Atlantic representatives, the ship superintendent, the design superintendent, and on and on and on,” said Yurso. “There were all kinds of people who wanted to ride it.” There were also people who were supposed to be onboard that tragic day whose plans changed at the last minute. The reactor plant officer was tending to his sick wife in the hospital. A Sailor got booted from the sailing list because there were already too many people making the trip. According to Yurso, who would later become Commanding Officer of Portsmouth Naval Shipyard, Thresher’s crew was also hastily and inadequately trained, which may have contributed to the confusion aboard the overcrowded submarine when it began to experience minor difficulties during the dive to test depth. “After Thresher was lost, the Navy convened a court of inquiry with some of the most experienced naval officers of the time,” said Yurso. “One of the key findings was that a silver-brazed piping joint in a seawater system exposed to sea pressure most probably had failed in the engine room. The leak would have damaged an electrical panel, resulting in the reactor shutting down automatically. This meant the submarine was suddenly left without propulsion or electrical power and was operating on batteries alone.” Thresher’s crew expelled seawater from the ballast tanks to return to the surface, but they stopped the “blow” as they began to ascend. “Thresher had strainers installed in her blow system to protect delicate valves from debris and dirt,” said Yurso, who currently
serves as the Director of Technical Development for Q.E.D. Systems Incorporated. “When they attempted to blow again, the strainers collapsed because of moisture in the piping, resulting in no or limited airflow. With no propulsion, and unable to expel water from the ballast tanks, the submarine sank to collapse depth.” Thesher’s loss was the result of a perfect storm of poor decisions, and following months of investigation and reflection, the Navy committed to ensuring the tragedy would not be repeated. Stringent submarine safety and quality assurance standards were implemented and enforced across the enterprise. According to guidance provided by Naval Sea Systems Command (NAVSEA), the culture of the SUBSAFE Program was built on the foundational elements of responsibility, accountability and integrity with an understanding that the consequences of failure are unacceptable; the pressures of costs and schedule are great; and an honest mistake can kill you just as easily as malpractice can. “I had the honor of knowing many of the crewmembers,” said Yurso. “When the first messages arrived at Portsmouth, I realized how serious the situation was. When I took over the watch that afternoon, the Chief Petty Officer showed me the pile of messages and on top is the Skylark’s message indicating they were unable to contact Thresher. The message wasn’t received until that afternoon, even though Thresher was lost that morning. Once the Navy recognized the submarine was lost with all hands, the situation became chaotic. None of us were prepared for this. Even now, more than 50 years later, rarely a day passes when I do not think of the tragedy. Through my entire career, it’s been impossible to put Thresher out of my mind. It’s embedded in my soul.” Yurso said he is particularly concerned about the number of young employees working on submarines who may not know the story of the Thresher. “There’s nobody alive today working for the Navy who experienced the Thresher loss,” he said. “We have to remind people why the SUBSAFE program exists. And after all this time, I’m concerned that with the pressure of reducing cost and building submarines faster, we are tempted to take shortcuts. It’s easy to make mistakes and we can’t get complacent. The more successful you are, the more hazardous complacency becomes. For the Navy, it’s been 55 years since Thresher, and we’ve done a lot to make submarines safer. But we can’t attenuate those safeguards.” JUNE 2018 • SERVICE TO THE FLEET • 21
SHIPYARD SHERITA IS HONORED AS NNSY'S ADMINISTRATIVE PROFESSIONAL OF THE YEAR. (Photo by Tony Anderson, NNSY Photographer.)
Shipyard Spotlight: Sherita Williams AWARD-WINNING ADMINISTRATIVE ASSISTANT SHOWS "JOYFUL SPIRIT" IN ALL HER WORK BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST If Sherita Williams is any indication, sometimes nice people do finish first. As the administrative assistant for the Quality Assurance department (Code 130), Williams was recently honored as Norfolk Naval Shipyard's (NNSY) Administrative Professional of the Year. Recognized for both her conscientious approach and helpful demeanor, she "sets the example for first impressions of Code 130," said Quality Assurance Director George Fitzgerald. "She greets everyone with the same joyful spirit no matter if it is a Code 130 employee, an employee from another NNSY department, or someone from outside NNSY." Williams first learned about the shipyard through the military spousal preference program. Her husband, Senior Chief Boatswains Mate (SW) Charles Williams 22 • SERVICE TO THE FLEET • JUNE 2018
III, currently serves as the Department Leading Chief Petty Officer at the Center For Surface Combat Systems Detachment East. "After interviewing and learning about the endless possibilities within the shipyard, I became very interested in beginning a career at NNSY," she said. "I've been with the shipyard a little over three years now. I started out in Code 138 as an administrative assistant, but have since become the lead administrative assistant for Code 130." Much of her job revolves around keeping her department running smoothly, preparing office memos, instructions and reports; processing personnel actions; submitting awards; and scheduling and processing training. These are the duties that NNSY's National Association of Superintendents President John Floyd referred to as "all the
little things that no one really understands how they get done. Most administrative assistants, like Sherita, are the glue that holds their codes together." According to Quality Assurance Deputy Director Jimmy Goodwin, Williams has been performing her share of duties and then some, taking on additional assignments such as handling travel duties for all Code 130 personnel, ordering office supplies and equipment for Quality Assurance's various divisions, and helping with employee timekeeping. Given her outgoing personality, it's no surprise that the favorite part of her job is the customer service aspect. "I most like the interaction with other employees in and outside of the Quality Assurance Department," she said. "I like to help others,
BELOW: Sherita and her husband, Charles. RIGHT: Sherita with her husband and son.
12 THINGS YOU DIDN'T KNOW ABOUT Sherita Williams 1. Orange is my favorite color. 2. If I had a magic wand with one wish, I would bring my father back. He passed away seven years ago. 3. When I was little, I wanted to be a dentist and a model. 4. I'm afraid of spiders, snakes and frogs. 5. I say you get what you give, which is why I smile and am kind to everyone. 6. Cleaning bathrooms is my least favorite chore. 7. My nicknames as a child were "Smiley" and "Shummy" (still don't know what it means).
so I enjoy when I’m able to lend a helping hand when employees have questions about different things. It’s sometimes a learning process for us both." Fitzgerald said, "If she does not know the answer, she knows who to call and will not cease until she has the correct answer for you. Sherita prides herself on knowing all aspects of her job and the jobs of the other admin assistants in Code 130. This makes her the 'go to' for all queries relating to administrative and personnel issues and questions. Her advice is actively sought by others. In all correspondence and administrative work she exemplifies first time quality." While she's knowledgeable in almost every aspect of Code 130, the department did manage to keep one big secret from her. When all her co-workers assembled in the Code 130 conference room April 25, she walked in with no knowledge they had gathered to honor her as Administrative
Professional of the Year and enjoy a group lunch. "My first reaction was, 'what’s going on, and why is someone taking pictures of me walking in!?'" Williams recalled. "Once I got to the front of the room and was told what was going on, I was shocked, stunned, and at a loss for words. To know that all of my hard work is valued and appreciated means so much. I am very honored to have been nominated and received such an award. I’m still in awe!" After seeing her so surprised at the presentation, Goodwin asked her, "You didn't think I'd let you plan your own party?" "Yes!" Williams responded, to laughter. As the third recipient of the NNSY Administrative Professional of the Year Award, Williams succeeds Grace Freeman and Jennifer Duke in receiving this honor. The annual award is co-sponsored by the shipyard's Naval Civilian Managers Association and Superintendents Association.
8. Fall is my favorite season. I love to see the leaves change colors, the cool brisk air, and wearing my cardigans and scarves. 9. I don't like loud eaters, blatant liars, and people who stand too close to me in line. 10. My desk may get a little chaotic throughout the day, but I always try to keep it clean. I can't focus in clutter. 11. My favorite NFL team is the Dallas Cowboys. 12. I can't leave out shopping. I LOVE to shop!
JUNE 2018 • SERVICE TO THE FLEET • 23
SHIPYARD UAV PROGRAM TAKES FLIGHT
BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER 24 • SERVICE TO THE FLEET • JUNE 2018
Norfolk Naval Shipyard is currently reaching the final steps in the conception of its unmanned aircraft vehicle (UAV) flight program, providing training and flight operations across all four public shipyards and the U.S. Navy. “We originally purchased our own UAV with the interest of capturing aerial footage of the shipyard facilities,” said Luke Beasley, a Shipyard Instructional Design Center (Code 1170) photographer and UAV unit commander for the department. The UAV would be a cost-effective solution to previous efforts, such as stationing photographers at higher altitudes or taking photography from a helicopter overhead. However, UAVs, like other aircraft, require a certain set of rules to be flown. "In order to fly, you have to be trained
and cleared as qualified pilots by the Federal Aviation Administration (FAA),” said Capt. Daniel Rossler, Deputy Shipyard Commander at Norfolk Naval Shipyard. “The pilots have to go through medical testing, various training sessions, and undergo a certain amount of training flights before they can be certified.” “In addition, Naval Air Systems Command (NAVAIR) requires us to go through a gambit of paperwork and procedures as well alongside Naval Sea Systems Command (NAVSEA),” added Beasley. “We began the process a year and a half ago. We’ve finalized all the paperwork and are in the final stretch of the requirements needed to completely initiate the program.” The program at NNSY has been set up
like a flight wing, with separate squadrons working independently from each other to provide different functions. The first UAV Wing Operations is responsible for all wing flying operations, which includes monitoring and direct the flights, schedules, and training of all pilots. The operations commander ensures that all operations are performed in accordance with the policies and requirements for the UAV program. The first UAV squadron belongs to Code 1170, whose primary focus is providing photography and videography support to its immediate clients. The second UAV squadron belongs to the Physical Security/ Anti-Terrorism department (Code 1121), whose focus would be on surveillance, monitoring, emergency response, and more.
“The Code 1120 unmanned system will support a multitude of emergency responses from radiological to destructive weather,” said Michael Britt, the Code 1120 unmanned aerial system (UAS) program manager. “These technologies allow us to put high-definition camera solutions anywhere in the shipyard in minutes. This provides emergency responders, such as police and fire with onsite capabilities to better assist in combatting the emergency. The first UAV test squadron would be dedicated to the future development and technologies for UAV at the shipyard, including researching new ideas and innovations in the field. And lastly, the first UAV training squadron ensures that all pilots are trained in accordance with policies and requirements. Alongside the squadron, NNSY has developed a training program specifically geared towards the UAV program, providing a central location for pilots to train and test for certification. “Big things to note about the training program is that we’re providing a location for pilots to be medically trained, as well as provide training classrooms for folks to attend and receive their pilot’s license,” said Beasley. “We lead the training courses and the pilots take care of the paperwork. We work together to build up the program.” Though UAVs would be a big change in the processes done at NNSY, the teams involved are very excited for what’s to come. Britt said, “NNSY is leading the shipyard enterprise in the implementation of unmanned systems; our program is the proof of concept.” “Like with any new technology, there’s some hesitance for some to be working with UAVs,” said Sean Loury, a pilot for Code 1121. “We’re working to build up the rules of the road and get everyone used to this technology. The benefits it provides to our code alone are tremendous and it’s definitely something every shipyard should be using.” Rossler added, “We’re going to continue to open doors for technologies like the UAV as we continue to develop our workforce. With UAVs, we can survey our base and its facilities within minutes, we can document the historical properties of our shipyard, utilize it in emergency situations to ensure the safety of our people, the list is endless. It will do a lot of good for all of us. I’m a huge supporter of the program and I’m excited for what’s to come.” JUNE 2018 • SERVICE TO THE FLEET • 25
DIVERSITY ABOVE: Panelists Margaret Stroud, Patrick Mulloney, David Walden and Lt. Lauren Kadlec. RIGHT: The moderator, Code 109 Division Head Stephanie Butts, kicks off the discussion.
DAC-ERG LEADS GENERATIONAL DIFFERENCES DISCUSSIONS AT NNSY
BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER 26 • SERVICE TO THE FLEET • JUNE 2018
The Disability Awareness Committee Employee Resource Group (DAC-ERG) led two panel discussions April 18 and 20, focusing on the generational differences of the workforce at Norfolk Naval Shipyard (NNSY) and how shipyarders can leverage those differences to further the mission of the Navy. "Diversity makes for a more effective workforce and part of that diversity is being born in different generations," said Information Technology Department (Code 109) Chief Information Officer Stephanie Butts. "As we continue to evolve and move forward, it's important to embrace and leverage the technology of today and to also learn from one another. It's important for us to listen and provide feedback. We need to value one another's input and show they are valued as a member of our shipyard family." Each panel consisted of four to five members of the workforce, each representing a different generation: the Silent Generation born between 1928-1945, Baby Boomers born between 1946-1964, Generation X
Y The DAC-ERG also held a Generational Differences discussion inside the Controlled Industrial Area in Bldg. 171. born between 1965-1979, Generation Y (also known as millennials) born between 1980-1995, and Generation Z born between 1996-2005. The panelists included Code 1130 B.J. Butler, Code 901 Tim Jacks, Code 980 David Watkins, Code 920 Susan Simmons, Code 930 Artisha Ballard, Code 2370 Margaret Stroud, Code 980 Patrick Mulloney, Code 106 David Walden, and Lt. Lauren Kadlec. The panelists were asked a series of questions from a moderator as well as those in attendance from the workforce, learning about their lives in respect to the era they grew up in as well as what they have experienced during their time working at NNSY. Walden, a representative for Generation X, brought forward a discussion with facing challenges in regards of the generational differences at the shipyard. “There’s always going to be a few bumps in the road when it comes to the different generations and how they approach the job. It’s up to the leaders in those roles to hear their people and help them gain the experience needed to complete the job safely. You want your people to be heard and make them feel appreciated for what they do. I think that’s a big thing we can do at the shipyard. Take the time to hear each worker, whether they are Baby Boomers,
Generation X, Y, Z or beyond.” Code 960 Superintendent John Tuthill added from the audience: “with a majority of the workforce with less than five years’ experience, we have a huge push in garnering the knowledge held in those older generations to be passed down before they retire. However, it’s important to also listen to the younger generations. I’m a Baby Boomer in my shop and as I grew throughout the shipyard, I was one of the folks who stayed tried and true to tradition. However, as a leader, I’ve listened to these younger folks and found many of them have a lot of great and innovative ideas that they can bring to the shipyard to ensure the work we do is more efficient and safer for our workers. These folks are changing how we do business and they are the future of this shipyard.” Code 900 Production Officer Cmdr. Jip Mosman added, “I think this is a great conversation. We are a very diverse workforce and part of our diversity is growing up in different generations and different environments. When, where, and how we experience life influences each and every one of us. And it's important to take the time to understand one-another and learn from oneanother. Everyone has something they can bring to the table."
DAC-ERG @ NNSY The DAC-ERG was established for the purpose of raising awareness of the abilities, the quality, and the needs of NNSY’s disabled community. We are dedicated to ensuring that individuals with disabilities (IWD) are fully integrated with our workforce and are treated the same as any other shipyard employee, while still taking into account their needs and required accommodations. This includes those employees who were hired with a known disability, people who become disabled while here at the shipyard, be that on the job or otherwise, and those who have not yet declared themselves as disabled. The DAC/ ERG is open to anyone who wishes to join and meetings are the second Tuesday of each month beginning at 2 p.m. in the Bldg. 1500, 2nd Floor, Code 800 Conference Room. For more information, contact Valerie Scott at 396-8086. JUNE 2018 • SERVICE TO THE FLEET • 27
NNSY HOSTS THE 2018 NAVSEA EFEM CONFIGURATION CONTROL BOARD BY KRISTI BRITT PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY NNSY PHOTOGRAPHER
28 • SERVICE TO THE FLEET • JUNE 2018
Norfolk Naval Shipyard (NNSY) hosted the 2018 Naval Sea Systems Command (NAVSEA) eFEM Configuration Control Board (CCB) in Bldg. 33 on April 10-12, 2018. eFEM (electronic facility & equipment maintenance) is a DoD program used for tracking assets, tooling, maintenance and RAM for all the shipyards and IMFs (Intermediate Maintenance Facilities). The eFEM CCB is a rotation based event for the four public shipyards. Members from NAVSEA 04X, NNSY, Portsmouth Naval Shipyard (PNSY), Puget Sound Naval Shipyard (PSNS), Pearl Harbor Naval Shipyard (PHNSY), and PMO-IT Information Security were in attendance to discuss changes, priorities, and future planning of the eFEM program across the enterprise. “The eFEM program is mandated by NAVSEA 04X to track maintenance for our facilities and equipment throughout our enterprise,” said Doug DeLong, Navy System Support Group (NSSG) NAVSEA eFEM Lead. “When equipment enters the shipyard, it’s immediately logged into a digital database and tracked throughout its life cycle to ensure it’s maintained. eFEM ensures we keep our equipment updated, running smoothly and available for when it’s needed. It provides longevity on equipment purchased and helps the shipyards keep track of what we have available at all times. In addition, we can use eFEM to gauge what tools we will need in the future to meet the needs of the workforce, and to ensure
everything is fully tested and safe for use.” The eFEM program has been in use at the naval shipyards since 1999. eFEM currently supports Radioactive Material Contrl Office (RMCO), the rigging department, tool rooms, asset management department, temporary services, drydocks, facilities, and more. In addition, eFEM is also in use at NAVSEA IMFs (Intermediate Maintenance Facilities) and NNSY detachments such as the Naval Foundry and Propeller Center in Philadelphia and Kings Bay. Each year Asset Program Managers (APM) and their teams at their respective shipyards meet at the CCB to share their shipyard’s successes, ongoing initiatives, and to keep communication to ensure corporate alignment. The CCB serves as a major workshop to discuss and plan the way forward for the coming year. “We’ve have a lot of initiatives on the horizon, including a huge update to our database and an interface for the eTWD project and the eFEM program,” said DeLong. “We also have a new interface being developed for the Naval Systems Warfare Center Philadelphia Detachment (NSWCPD) and we’re planning a conference for all of our DoD/DoE customers to share their knowledge, experience and discuss new ideas to further expand the FEM program.” Attendees for this year’s event included DeLong, NSSG Director Lisa Sowell, NAVSEA 04X Maurice Dawkins, NNSY APM Thomas Jewell, PNSY APM Michael Daugherty, PSNY APM Trisha Bartlett, PHNSY APM Russell Yamada, Dwayne White FEM Program Manager, Lorrie Shepard and Code 109's Mary Parker. “This program is a vital component helping us keep track of our equipment and maintenance so that our workforce has the tools and equipment they need to succeed,” said DeLong. “Without eFEM, we would be tracking everything by pen and paper. With hundreds of thousands of pieces of equipment and tools moving across our shipyard daily, it would be almost impossible to track where everything is and if it’s safe to use. It’s our job to make sure everything purchased is maintained and at the ready for our shipyard to utilize. And with future innovations coming down the pipeline, we’re looking at new ways to make the processes even more efficient.”
THE INTERNATIONAL FEDERATION OF PROFESSIONAL AND TECHNICAL ENGINEERS (IFPTE), LOCAL 1, CELEBRATES A CENTURY OF SERVICE!
BY MARVIN HAYSLIP • IFPTE NNSY AREA CHIEF STEWARD PHOTO COURTESY IFPTE.ORG On March 12, 1913, Franklin Delano Roosevelt, a two-term state senator in New York, received the nomination to become Woodrow Wilson’s Assistant Secretary of the Navy. Confirmed unanimously by the Senate, Roosevelt was just 31 years old, the youngest Assistant Secretary of the Navy. FDR’s confirmation as the Assistant Secretary of the Navy and handling the business of personnel, operations, and contracting for the Navy would make all the difference in establishing unions for the shipyards. During one of his first interviews, FDR told a union official the Navy would not enter into a contract with the union because it had no discretion under federal law. "The pay is fixed by Congress and the workmen are represented by the members of Congress in the fixing of government pay." This, however, did not stop him from hearing the grievances of public workers on working conditions and long hours. He listened to the concerns and took actions that were under his control to correct, such as agreeing to time-and-a-half for hours exceeding the normal shifts and improving working conditions at the shipyards.
Because of FDR’s support and employees’ determination, in July 1918, the American Federation of Labor granted a charter to cover the draftsmen employed at Norfolk Naval Shipyard (NNSY) and a number of other shipyards. The International Federation of Draftsmen’s Union was born. The union would eventually become the International Federation of Professional and Technical Engineers (IFPTE). Their charter was for nine locals: Local 1 in Portsmouth, Virginia; Local 2 in New York, New York; Local 3 in Philadelphia, Pennsylvania; Local 4 in Portsmouth, New Hampshire; Local 5 in Newport, Rhode Island; Local 6 in Charleston, South Carolina; Local 7 in Quincy, Massachusetts; Local 8 in Vallejo, California; and Local 12, in Bremerton, Washington. In 1937 during FDR's Presidency, a reporter directly asked him whether he favored government employees joining unions to the extent of collective bargaining with the government. Roosevelt’s response made it clear he thought managers should listen to worker concerns, whether raised by union representatives or not and federal workers are free to join "any union they want." The following year, FDR characterized the Fair Labor Standards Act of 1938 (FLSA) as “the most far-reaching, far-sighted program for the benefit of workers ever adopted in this or any other country." A law drafted by Senator Hugo Black of Alabama and signed into law in June 1938, the FLSA was designed to “put a ceiling over hours and a floor under wages" by establishing an eventual maximum 40 weekly work hours, a minimum wage of 40 cents an hour by 1945, and prohibiting most child labor. Since then the membership has become more diverse and professionals in various fields are covered, including accountants, administrative law judges, architects, auditors, analysts, attorneys, biologists, chemists, designers/drafters, engineers, environmental scientists, epidemiologists, health technicians and specialists, health physicists, illustrators/graphic artists, investigators, law clerks, legal assistants, librarians, nurses, planners, quality assurance specialists, researchers, scientists, surveyors, and engineering technicians. IFPTE has grown as an organization to more than 80,000 members worldwide today. Through it all, IFPTE Local 1 has remained constant on two things: taking care of its members and the Navy. It has achieved a century of service thanks to the women and men who came before, and those who make up their ranks today. Please join the NNSY family in congratulating IFPTE, Local 1, on its 100th anniversary!
JUNE 2018 • SERVICE TO THE FLEET • 29
103 YEARS AND THREE GENERATIONS SHARE A PATTERNED PAST
BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS COURTESY OF THE BRITT FAMILY NNSY HISTORIAN MARCUS W. ROBBINS CONTRIBUTED TO THIS REPORT. 30 • SERVICE TO THE FLEET • JUNE 2018
When Brooks Britt was five years old, his grandfather, Frederick Brooks Britt, brought him to Norfolk Naval Shipyard (NNSY) where he served and retired as shop superintendent. Little did the grandson know, 17 years later, he would be the third generation to be a Pipe Shop (Shop 56) apprentice pipefitter. The shipyard family journey began in the early 1900s. The Britt family moved to Portsmouth looking for work. Soon after arriving, Frederick Britt applied for the apprenticeship program. Shop 56 was the perfect place to begin a new career and start a new life. Within six years, he rose to the rank of a Quarterman. He was on the fast track with a promising civilian career at the shipyard when he decided to enlist in the Navy. It wasn’t long before he was back in a familiar place…NNSY. Brooks explained how the experience of a trade can impact a job, whether it was decades ago when his grandfather was selected to be in charge of converting the nation’s first aircraft carrier, the USS Langley (CV 1), or meeting today’s mission with a new skillset. “You never know what you might be doing or where you might end up,” said Brooks. “Who would have thought I would be working in the same place and involved with the aircraft carriers just like my grandfather did 97 years ago. It is a pretty neat part of
OPPOSITE PAGE: LEFT: Brooks Britt Jr. receives an award upon his retirement in honor of his 33 years of service. BELOW: A clipping from NNSY's newspaper, Speed Victory, honoring Capt. Frederick Britt upon his retirement from the Navy Yard in July 1945.
our family history that is a full circle from the beginning with the Langley to today’s Ford class carriers, just like how we all ended up being pipefitters.” In 1945, Brooks’ father, Brooks H. Britt Sr., got selected for the apprenticeship program as a Shop 56 pipefitter. “You hear about families working at the same place, but having the opportunity to be in the same shop is amazing to me,” said Brooks. “My grandfather and father worked together for two years before my grandfather retired in 1947 from the Navy with the rank of captain.” Serving in the military was something his father, Brooks H. Britt, Sr. did as well. Their paths were just opposite. “My grandfather started out in the shipyard as a civilian and then went active duty. My dad joined the Army, earned his wings, and became a flight officer at the age of 18.” As the second one to follow the family trade, Brooks Sr. looked forward to his son joining the shipyard workforce. Growing up, Brooks’ early exposure to learning what the shipyard was all about from both his grandfather and father gave him a great appreciation for what happens inside the gates, how the work at the shipyard affects our country, and where he wanted to end up. The more he learned about the shipyard, the more his thoughts of going into law enforcement faded. Brooks remembers clearly what his dad told him about career choices and how a shipyard career could change his life. “He made a statement I will never forget,” said Brooks. ‘“If you choose a benchmark trade, build your knowledge and experience, you will have many opportunities to learn and grow. With that, there is nowhere you can’t go in the shipyard as long as you apply yourself.”’ Those words were just the motivation Brooks needed to apply for an apprenticeship and follow the career path of becoming a pipefitter and working in Shop 56. In 1980, he was on his way when he completed his apprenticeship and was working in the nuclear field. He was then promoted to Nuclear Mechanical System Inspector for Code 139, which helped him get to the shop planner position, and then to his long-awaited opportunity to transition to be a Nuclear Planner and
Estimator (P&E) in the very department his father was in when he retired from NNSY. From the beginning, he always had the goal to get into the Planning Department. The memories his family and co-workers shared about P&E intrigued Brooks even more to become a part of that group. It wasn’t long before he learned why firsthand. Some of his fondest memories of the shipyard were watching Hammerhead Crane operations with his father, having lunch with his wife in Trophy Park, learning about his mom and dad getting married in the shipyard chapel, working on the USS Iowa (BB 61) after the turret explosion, and mostly, the family environment of the shipyard. “One of the biggest reasons I wanted to work here was I wanted to have the experience and environment my grandfather and father had. It has been an honor to have experienced what I have…a true honor,” said Brooks. “Through all of the years, the mission has changed, but it still holds the close-knit environment. One thing I will always remember about the shipyard is…it is like a family in here, and when you leave, you will still be part of that family.” JUNE 2018 • SERVICE TO THE FLEET • 31