DON'T MISS: RHODE ISLAND PROJECT EMPLOYEE OF THE MONTH
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
May 2016
TRAINING TAKES FLIGHT CODE 960 QUALIFYING PIPEFITTERS FASTER THAN EVER BEFORE
SHIPYARD SPOTLIGHT:
ALSO INSIDE: RAPID PROTOTYPE LAB AND INNOVATION COP
Table of Contents
IN THIS ISSUE 10
features: 4 FROM THE COMMANDER Training at America's Shipyard
6 FROM THE MASTER CHIEF
Honoring history at America's Shipyard
10 PIPEFITTER TRAINING
Training takes flight in Shop 56 with new block training process
12 SHIPYARD SAFETY
Production Resources Department makes safety training personal
16 TEST TRACKING
Cover photo by Shayne Hensley, NNSY Photographer
Radio Frequency Identification Subcommittee begins pilot program
18 EYE ON INNOVATION
Code 970 mechanic creates bagcondensing prototype
19 SIGNED, SEALED, DELIVERED
Planning and teamwork culminate in smooth delivery of fuel-handling container for reactor servicing division
20 SHIPYARD SPOTLIGHT
Jon Echols: working hard for the shipyard and the Navy
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24 ACCELERATING TO CHANGE America's Shipyard Shuttle Service: Meet the Drivers
25 RHODE TO SUCCESS
Deckplate mentor selected as project employee of the month
26 GYM RENOVATION
Callaghan Fitness Center celebrates grand re-opening
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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
FACILITIES COMMUNITY PRACTICE Facilities Community ofOF Practice WHO ARE WE? Our mission is to continuously improve shipyard facilities to provide a safe, clean and functional environment for Norfolk Naval Shipyard employees. • • •
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
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FCoP is working to make NNSY the leading shipyard in America by inspiring people, refining processes and improving facilities. FCoP is comprised of representatives from all NNSY departments and shops, along with members of Naval Facilities Engineering Command (NAVFAC). Our Community of Practice is dedicated to revolutionizing shipyard culture. FCoP fosters behavioral change through employee input and engagement. OUR FOCUS AREAS: Improving the NNSY facilities maintenance program by establishing a permanent position for professional building monitors. Implementing cleanliness practices in production shops based on the 5S+2 program (Sort, Situate, Shine, Standardize, Sustain, Safety and Security). Cohering and formalizing facilities processes, such as Service Tickets and Work Permits submission and tracking to improve communication between customers, building monitors, Code 980, Code 900F and NAVFAC. OUR CONTRIBUTIONS TO NNSY: Creation of a Facilities Management Team to enhance space utilization. Establishment of the self-help group to improve space physical state. Development of a TF1 Tracking system to monitor projects until completion.
HELP WANTED! Cooling season is around the corner. Contact your building monitor if you know of any cooling issues in your building. The Building Monitor list is on WebCentral.
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
CONTACT US: Oralia Hernandez Vazquez | oralia.hernandezvazq@navy.mil James (Mike) Taylor | james.m.taylor@navy.mil VISIT US ON WEBCENTRAL: webcentral.nnsy.sy/departments/C100PI/FCoP/default.aspx
From the Commander: CAPTAIN SCOTT BROWN
Training at America's Shipyard
We’re only three short years away from reaching our 2019 vision of NNSY being the shipyard of choice while leading the world in safety, performance and innovation.
As the third of five core initiatives, training is the hub of Norfolk Naval Shipyard’s (NNSY) 2016 Performance Improvement Initiatives. All factors of our business revolve around training and education. We’re only three short years away from reaching our 2019 vision of NNSY being the shipyard of choice while leading the NAVSEA corporation in safety, performance and innovation. One of the most important focal points to realize that vision is investing and creating a training program that is second to none supporting employees who are leaders and experts in their field. I stress not only the training program’s high quality, but your personal commitment to your development and the education of your fellow shipyarders. Our work is highly technical and requires precise understanding, communication, and specification in planning, readiness,
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execution and assessment. When you consider the uniqueness and complexity of our work (being one of the nation’s four public nuclear-capable shipyards) and the potential dangers in a heavy industrial environment, I cannot think of a workplace where training is more significant than at America’s Shipyard. We’re making important strides in improving training quality and efficiency. We hired more than 30 instructors in the past six months to improve our training capacity. We also developed instructor core competencies and development pipelines, which can benefit both new and veteran training instructors, and aid in developing proficiency. For Code 900T (Production Training Department) staff and their managers, the core competencies will better enable them in their present positions and bolster future career options. Recently, Code 900T gained a much better understanding of true productive capacity, with the goal of increasing training throughput when and where it’s needed the most. Similar to how projects measure cost performance, Code 900T has developed an actual Cost Performance (CP) metric to measure the efficiency of the production training division. The end goal is to improve our training effectiveness as an organization. Code 900T is ably demonstrating that in order to best determine where you want to be tomorrow, you have to accurately gauge where you are today. We’re seeing encouraging signs of training progress inside the production shops, including our Structural Group’s Shipfitter and Welder Shops, which have streamlined the training for new hires. In a move of great foresight, Code 900T is pioneering a process known as PPST - Plan, Prioritize, Schedule, Train – aligning shop training plans directly to specific project requirements. This will make training more efficient and prevent the proverbial stovepipes that have strained productivity in the past. The shipyard’s Mechanical Group and the USS Rhode Island project are already having mutual success with this initiative. Let’s keep it up,
and one day “PPST” could be a part of our everyday acronym vernacular the way “CAC” and “CIA” are. The shipyard’s Reactor Services division received a new fuel container several weeks back, and coordinating and transporting a 100,000-lb. plus object off the delivery truck provided great on-the-job training for a number of our shipyard personnel . An evolution like that is a great reminder that some of the most valuable training should be organically intertwined with our everyday work. This issue of "Service to the Fleet" highlights two different shipyard instructors who are helping us reach our long-term vision as an organization. Jon Echols from Code 100PI is a Learning Organization (LO) 101 facilitator, who lays the very groundwork for shipyarders implementing LO principles in their work. With more than 500 employees expected to complete LO 101 this year alone, that’s a lot of personnel Jon can inspire and empower. Jordan Hawks is also receiving well-deserved recognition, honored as Code 900T’s Teacher of the Year for his excellent work in areas such as submarine training. It says something that both of these instructors are involved in the Veteran’s Employee Resource Group, because they have not just the understanding in their heads, but the passion in their hearts, to serve others in need. Like Jon and Jordan, I encourage you continually improve yourself and develop the next generation of shipyard employees. Challenge yourself to mentor someone, or an entire group if you’re in position to do so. Together, we’ll ensure America’s Shipyard leads the world in safety, performance and innovation. We are Norfolk Naval Shipyard. We Are America's Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
NNSY WATERFRONT PROJECTS HOST SAFETY FAIR BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER The Norfolk Naval Shipyard Environmental, Safety, and Health department, in collaboration with leadership from three of the current submarine projects, hosted a safety fair on the waterfront April 14. Although the safety fairs welcome everyone, this was specifically dedicated to the employees of the USS Albany (SSN 753), USS La Jolla (SSN 701) and USS Rhode Island (SSBN 740). “We want to heighten the knowledge regarding safety, health and environmental related subjects,” said Ron Fuller, Project Manager. One of the highlights of the fair was a live demonstration on the proper techniques for donning (putting on) and doffing (taking off) personal protective equipment, specifically respirators, face shields and welding shields. This is important because the last few years the shipyard has seen an increase in injuries due to the removal of PPE, said George Mack, Deputy Project Superintendent on the Albany project. Another booth, the Technology and Innovation Community of Practice, highlighted the future of the shipyard in regards to emerging technologies. The team is currently conducting an Industrial Human Augmentation Study which examines the use of robotic exoskeletons on major work to include overhead grinding. “Through their study, Puget Sound Naval Shipyard has seen a
66 percent increase in production,” said Edwin Guerra, an engineer and the Robotics Technologies Subcommittee Lead. “There was even a person with fibromyalgia that was able to use the exoskeleton and keep working throughout the day with no issues.” The goal of the subcommittee is to integrate technologies into the shipyard that will support the work that needs to be done while protecting employees. The committee is always seeking out current jobs where the technology can be integrated and tested. Louann Byrd Code 960 Process Manager, Safety Supervisor and her team was also at the fair, showing and explaining the importance of wearing specific gloves for various jobs. She showed gloves that could resist shock as well as cloth gloves made to resist cuts and punctures. The most important feature of the gloves is that they fit right and feel right so employees leave them on throughout the day, she said. Other booths at the fair included information on active shooters, confined spaces and requirements, hazardous energy control and tag out user’s manual, Earth Day, Voluntary Protection Program, electrical safety, prototype lab, blood pressure checks, hearing conservation table, and the new SWARM process. “The more familiar people are with the resources that are available to them, the more proactive they can be in ensuring their own safety,” said Fuller.
From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE
Honoring History at America's Shipyard
In 1999, Congress designated May as National Military Appreciation Month to ensure the nation was given the opportunity to publicly demonstrate its appreciation for the sacrifices and successes made by our service members, both past and present.
Brrrr…did April bring with it some snow? Okay, so last month I spoke about the warmer weather, but I did say “almost!” The weather is continuing to get nicer and the shipyard is looking better every day. Continue to work hard because your efforts are paying off and we are looking good! As we enter the month of May, I ask that we take time and pause to say a special “thank you” to our military service members and veterans. In 1999, Congress designated May as National Military Appreciation Month to ensure the nation was given the opportunity to publicly demonstrate its appreciation for the sacrifices and successes made by our service members, both past and present. May was selected because it has the most days set aside for celebrating and commemorating our military's achievements. These days include Loyalty Day, which was established May 1, 1921; Victory in Europe (VE) Day commemorating the end of World War II in Europe May 8, 1945; Armed Forces Day, created August 31, 1949; Military Spouse Appreciation Day established May 23, 1984; and of course the best known of the May holidays, Memorial Day. Thank you to all who have served, or are currently serving! Additionally we take time during the month of May to recognize National Police Week and International Holocaust Remembrance Day. National Police Week recognizes the service and sacrifice
of U.S. law enforcement officers and pays special recognition to those officers who have lost their lives in the line of duty for the safety and protection of others. International Holocaust Remembrance Day commemorates the genocide that resulted in the death of an estimated six million Jewish people, two million Romani people, 250,000 mentally and physically disabled people, and 9,000 homosexual men by the Nazi regime and its collaborators. I would like recognize MM1 Justin Jones and MM1 Cristina Frost, currently aboard USS Emory S. Land, for their support of USS Florida's (SSGN 728) Conitnuous Maintenance Availability in Diego Garcia. These two Sailors went above and beyond, even during off-duty time, to make sure the repairs were done! Bravo Zulu, Shipmates! Lastly, do not forget Sunday, May 8th is Mother’s Day. Thank you to my two moms, Shirley and Shirley, for all you do, and thank you to all the mothers out there! 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
Appreciate Yourself
Reward yourself with an invaluable gift...the gift of health and wellness. 6 • SERVICE TO THE FLEET • MAY 2016
THIRD
SUMMIT HELD APRIL 15 BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Robert Brinkac, Emergency Management Planning Division Head, gives a Code 1100 status update. Department leaders gathered at the Dry Dock Club April 15 for the third Core Competency Summit, a day-long conference built around one focus area of the shipyard’s performance improvement plan. The purpose of the summit was to continue the interdepartmental learning and sharing of best practices in order to facilitate accelerated employee development through the Core Competency Pipelines. According to Mike Zydron, Engineering and Planning Department Head (Code 200), the shipyard is hiring and onboarding new employees at the highest rate in 30 years. “We achieved our fiscal 2015 hiring goal and are on track to achieve our fiscal 2016 hiring goal, which will result in a total end strength of more than 10,600 employees,” said Zydron. “By the end of fiscal 2016, we will have hired more than 5,000 new employees during the last five years.” During the summit, the development of shipyard workers at all levels was the emphasis of each presentation. Representatives from shops and codes across the shipyard attended the summit and presented updates from their respective organizations. “Our leads in each area are focused on ensuring personnel are enrolled in, and progressing through, assigned core competency pipelines, and that expectations are clear,” said Zydron. “Measuring progress and closing the gaps between the available workforce at the full performance level and near-term workload demand is also crucial.” Another priority addressed during the summit was the importance of developing and executing production and support code supervision following the same Core Competency methodology.
Since the last summit in early December 2015, nearly all fiscal 2015 actions across each code have been completed. Fiscal 2016 performance improvement plan actions are on track, according to Zydron, and most should be complete before the target date. Ultimately, the goal is to achieve a 30 percent reduction in the gap between required workforce capacity and the current workload demand by the end of this fiscal year. “Employee development acceleration, in parallel with execution efficiency improvement, is the key to our success as America’s Shipyard,” said Zydron. “The sense of urgency is high because these Core Competencies and Pipelines are vital in order for us to be able to execute our unprecedented and highly complex workload.”
MAY 2016 • SERVICE TO THE FLEET • 7
Shipyard Insider: BUZZ & BYTES
Photo by Shayne Hensley, NNSY Photographer
» POSITIVE YARDAGE Run Like a Fool 5K Nearly 200 fitness fanatics joined Norfolk Naval Shipyard Morale, Welfare, and Recreation April 6 for a fun and foolish 5K. Connie Glueck finished first overall in the women's group with a time of 22:22. Charles Inman finished first overall for the men, coming in at 19:09. Congratulations to all the participants on a successful race. Tuthill Induction Congratulations to Code 960's John Tuthill, who was formally inducted as Norfolk Naval Shipyard’s Piping Group Superintendent during a ceremony in Bldg. 202 March
25. Shipyard Commander Capt. Scott Brown presented Tuthill with his Certificate of Appointment. Photo by Luke Beasley, Shipyard Photographer. McVey Induction Congratulations to Code 970's Charles McVey, who was formally inducted as Norfolk Naval Shipyard’s Temporary Services Group Superintendent during a ceremony at Trophy Park April 6. Capt. Brown presented McVey with his Certificate of Appointment. Photo by Luke Beasley, Shipyard Photographer. Cradock Little League NNSY Commander, Capt. Scott Brown, helped Portsmouth's Cradock Little League begin its season by throwing the first pitch during the opening ceremonies
April 9 on the St. Julien’s Creek Annex ballfields off George Washington Highway. There are 15 baseball, softball and T-ball teams this year, which include more than 200 kids, according to Frank Thompson, the Little League Vice President. “For us, this is not just about baseball, it’s about community,” he said. “We appreciate our community and do our best to support it in various ways. We appreciate our ongoing relationship with the shipyard and we are honored by Capt. Brown’s presence today.” Brown was one of the honored guests invited to the ceremony. The others included Portsmouth Mayor Kenneth Wright, Vice Mayor Elizabeth Psimas; Sheriff Bill Watson; City Councilman Paige Cherry and the Rev. T.M. Fry of Biltmore Baptist Church.
Photo by Shayne Hensley, NNSY Photographer. Sexual Assault Straight Talk The Sexual Assault Prevention and Response Office presented a straight talk on eliminating sexual assault April 20 in Bldg. 298. The event was targeted to production and engineering civilians at NNSY and provided a safe space to share experiences and concerns about the climate at NNSY and the impact this might have on employee safety. This event was focused on sexual assault prevention in observance of Sexual Assault Awareness and Prevention month, but the goal is to hold similar discussions throughout the year. During the discussion, the NNSY SAPR Office and Diversity and Inclusion Office collected feedback in order to inform future prevention and educational programs that assist in promoting safe and respectful work centers at the shipyard. Congratulations Congratulations to Matthew Metelsky, recipient of the 2016 NAVSEA Commander's Award for Innovation. Metelsky
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invented a set of tools to perform on-board work for the engines of San Antonio-class amphibious transport dock ships (LPDs). When USS San Antonio (LPD 17) encountered an issue with its couplings at the end of one of its Planned Incremental Availabilites, Metelsky wanted to put his passion for inventing and his knowledge of LPDs to use. Metelsky brainstormed a set of several tools that could accurately align engine couplings without having to remove them. Finishing this job was critical to completing the availability. OPSEC Award Norfolk Naval Shipyard’s Engineering and Planning Department (Code 200) was honored with the Operations Security (OPSEC) Excellence Award for the first quarter of 2016. Shipyard Commander Capt. Scott Brown presented the award to the department April 11 in the Bldg. 1500 MIC Room, providing “America’s Shipyard” stickers to key OPSEC contributors in the code. Department Security Coordinator Michael O’Toole received a certificate of achievement for his efforts in bolstering OPSEC awareness. “Nice job, well done!” said Brown to the group. Safety Recognizes RPL The Occupational Health and Safety Department (Code 106) recognized the Rapid Prototype Lab and Adam Fahy for their efforts in the creation of the Fahy Frame and their improvements to safety at the shipyard.
“You’ve been doing a great job and we wanted you to know we have seen your benefits in safety,” said Mike Rice, Code 106. “The motor head you came up with just from your outside work with engines is really neat. It’s really cool to see the innovative things you guys do.” The members of the RPL, as well as Fahy, were presented with Voluntary Protection Program (VPP) coins and certificates of appreciation. Kenneth Kinstler of the RPL said, “It's truly great to help other shipyard workers with their concerns about work and safety." “Everything we do is about being safety conscious,” said Code 106’s Ron Fuller. “What you guys do is valuable to all of us and we’re thankful for your continued efforts.” Code 106’s Safety Director Jesse Alspaugh noted, “It’s become normal that when you try to get people to work safely, you always tell them how to do it. But when you are able to come up with a new tool that allows them to work safely without so much mental capacity on their part, it’s truly a win and it makes it much easier on the employees to be able to look after themselves and one another. Your efforts have made the job that much easier for the workers.”
» MEMORIAL DAY
» SHIPYARD SHUTTLE
Memorial Day Fall-In The NNSY Veterans Employee Readiness Group (VET-ERG) will be hosting a fall-in for colors in honor of Memorial Day. Everyone is invited to line up at the flag pole outside of Bldg. 1500 no later than 7:40 a.m. The ceremony will begin at 8 a.m. For more information, please contact VET-ERG President Rick Nelson at richard.m.nelson1@navy.mil.
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 Bus 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.
» OPSEC NOTE OPSEC The use of popular social media sites present a unique challenge to protect Operations Security and your privacy. Be cautious when accepting friend requests and interacting with people online. You should never accept a friend request from someone you do not know, even if they know a friend of yours. Also, be careful what you choose to post about yourself on social media platforms. Once you put something on the internet, you can't control where it goes. For more information on how to keep your critical information safe contact the NNSY OPSEC Manager at 396-9410 or by email: ernest.fentress@navy.mil.
» NNSY ON DEMAND NNSY is streaming content 24/7 on Cox Digital Cable channel #1894 in Hampton Roads. Tune in to watch 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 learn about the legacy of Norfolk Naval Shipyard.
Take your pre-job and pre-shift tabletop briefs to the next level with some just-in-time refresher training on YardTube. What's on next is up to you!
MAY 2016 • SERVICE TO THE FLEET • 9
Theme: TRAINING
TRAINING TAKES FLIGHT IN SHOP 56 BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER The time it takes to train fully qualified pipefitters has decreased by almost 90 percent thanks to a new training process on the Norfolk Naval Shipyard waterfront. The Piping Group (Code 960) Pipefitting Shop (Shop 56) reduced the amount of time it takes to train new pipefitters from one year to six weeks with help from the Production Resources Department Training Division (Code 900T). “We send a group of 12 mechanics to Code 900T and six weeks later they return fully qualified as non-nuclear pipefitters,” said Richard Altman, Code 960 deputy superintendent. “Before this process, they were waitlisted and went back and forth to the waterfront. It would take a year to get them qualified.” The training process overhaul began prior to the arrival of USS Dwight D. Eisenhower (CVN 69) in September 2013. “The shipyard started aligning shop trade skill designators (TSDs) with corporate TSDs so all the public shipyard qualifications would be aligned,” said Jeff Ardelji, Code 960 non-nuclear training manager. “We took it one step further and looked really hard at what we needed here for fully qualified pipefitters.” 10 • SERVICE TO THE FLEET • MAY 2016
Above: Richard "Luke" Sorey and Ke'Shawn Jones work in the Code 960 Continuous Training and Development area in Bldg. 202.
According to Altman and Ardelji, the shipyard’s TSD for pipefitters far exceeds corporate requirements, but that means fullyqualified pipefitters can work any project at NNSY. The new Flight Training process is producing promising results, and it took a great deal of teamwork and collaboration to get to this point. “Communication was a big thing,” explained Ardelji. “Knowing what I wanted to go do and being able to put it down on paper to explain to Code 900T what we need to accomplish our goal was challenging.” Altman said the biggest hurdle was changing the way people at the shipyard think about training. “We’d done nonnuclear training a certain way for so long it was hard to get people to think about doing it differently,” he said. As 900T’s capacity to offer training grows, Shop 56 will be able to send more than 12 mechanics at a time, and instead of six-week rotations, they will begin a new flight every two weeks. From the time a new WG-08 or WG10 pipefitter comes onboard to the time they are fully qualified takes about three months, which means Code 960 has more resources to use on vital waterfront availabilities. “The goal is to get the mechanics on the deckplate and keep them there,” said Altman. “If we get them fully trained and send them to the project, we don’t have to take them back for classes. They’re able to focus and get work done.”
Above: Tina Twine and Frank Hardy work in the Bldg. 202 CTD area. Below: Pipefitters Sorey, Eric Whitson, and Jones.
MAY 2016 • SERVICE TO THE FLEET • 11
PRODUCTION MAKES SAFETY TRAINING PERSONAL
Left: Thurmese Dandridge demonstrates the proper donning and doffing procedures.
BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Since 2013, the Production Resources Department (Code 900) has taken safety personally. In fact, they have taken it so personally they stood up a Production Safety Branch (Code 900P.2) within the department’s Process Improvement Division (Code 900P). The branch looks closely at each project to see why certain conditions or processes create a safety problem on one project but not on another. They also look at current processes and how the department may improve on them. “We are pulling together to go change the culture of safety in the department and across the yard,” said Rob Bogle, Code 900P program manager. “We want to ensure deckplate support, and help is available.” The Process Irovement and Safety division consists of four pillars; mentoring, educating, interpreting and oversight, said Bogle. “We want to develop relationships with people and get to the point where, when a safety issue arises, the first thing our supervisors do is call me or one of the people in the branch to get the help they need,” he said. The hope is that as supervisors continue to become more aware of available resources, the information will spread and infiltrate throughout the command. One project the division is working on is mapping out precisely where all injuries are taking place across the yard, said Thomas Gray, a production safety advocate. Production training instructor, Michelle Johnson, who is also an integral part of the department’s safety effort, is 12 • SERVICE TO THE FLEET • MAY 2016
working on the map. “This gives us the opportunity to visualize and pinpoint issues,” said Johnson. “Our goal is to get better feedback and details from the mishap reporting— hopefully the new “SWARM” process will help us, because the information it requests entails the supervisors to give specific locations and detailed descriptions of what may have caused the accidents and injuries.” Ultimately what this does, said Bogle, is take a reactive report, and turn it into a proactive tool that can allow the shipyard a quicker turnaround on fixing safety hazards while providing the safest work environment for employees. “The overall Code 900P.2 effort will help change the safety culture by promoting a personal accountability for safety.” “When we do the ‘SWARM’ process, we work together with the command safety department as well as the project safety representative,” said Quality Assurance Specialist Michael Jackson of the Structural Group (Code 920). “During the investigation of a mishap, the ‘SWARM’ team will ask ‘why did this happen?’, ‘What could we have done to prevent this from happening?’ and ‘What can we do to fix the problem so it doesn’t happen in the future?’” Another part of the personal-safety process for production is to have the injured employee sit down and discuss the injury with a quality assurance specialist like Jackson. This is to ensure the most accurate information is included in the report. Jackson used the example of donning (putting on) and doffing (taking off) personal protective equipment. “Sometimes an employee may tell us, ‘I was wearing my double eye protection but I still got something in my eye.’ So we have to ask, ‘how did it get there?’” Issues that come up during conversations have led to a better understanding of what training is needed on a regular basis, particularly for job-specific tasks. Code 900 ensures employees understand proper donning and doffing procedures. “We are teaching them to get in a safe area, where there is no wind, lean forward and take the items off one at a time while keeping their eyes closed,” said Jackson. “Then before putting their PPE back on, we tell them to make sure there is nothing inside their safety glasses.” Jackson said the Production Quality Assurance and Safety teams also attend morning job briefs and ensure supervisors are using words
like ‘Operational Risk Management,’ because it encompasses a wide variety of safety concerns from the time an employee steps onto the shipyard until they return home. “ORM is telling us we need to be safe at all times,” said Jackson. “We must continue expressing how important safety is before going to work, after work, at home,and throughout the year.” “Ultimately we want to make sure ‘nobody gets hurt today’ and they get home to their families,” said Johnson. Johnson, like Jackson, provides safety training. However, her training is completed in a classroom and she sees a variety of people every day as she teaches employees from the several production codes at different levels in their career. Code 900P.2 will include a hands-on portion when it begins in May 2016 to teach new supervisors how to write mishap reports and conduct the ‘SWARMING’ process. “We also take them through safety surveillance. Everything we do, we have them do,” said Gray. “First we have them read and familiarize themselves with the safety regulations and the safety handbook. Then we they apply what they learned.” On top of his meetings and pre-job briefs, Jackson said whenever he is on the job site, he lets supervisors know he is available to help them. The objective is to promote safety, answer questions, and get people what they need if it is not readily available. “People have been very receptive and my safety meeting continues to grow each month,” said Jackson. Code 920’s Quality Assurance Office also receives new apprentices who spend two weeks with the team and are taking what they have learned back to their projects, said Jackson. “They call us and ask us to come and look at what they did as well as to ask us about things they weren’t sure about to see if it was done right.” With all the training, face-to-face time and process improvement, the focus has been on alignment, said Gray. “We all want to speak the same language,” he said. “We know the more our employees are hearing the same thing all the time, the faster they will catch onto it.” Safety is important for the entire command and the Production Department takes safety so personally because here the guy who plugs the item in is the person with the most to lose, said Bogle. “No matter where they are, the person doing the action has the most to lose of anybody.”
Command University to Reduce Lead Time for New Supervisor Training BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
As summer approaches sports teams will begin to train for games. Training is usually geared towards speed, agility, and skill, as well as teamwork and cohesion. At Norfolk Naval Shipyard, Command University is doing something similar through a process improvement project. The project is designed to reduce the amount of time it takes for new supervisors to go through what is known as 1LS, or First Line Supervisor training, said Scott Wilson, Code 900 Command University Branch Head and project lead. The end goal is to help set up expectations for new supervisors and provide them the tools and resources
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they need. Although the Code of Federal Regulations requires supervisors to receive the training within one year of their promotion, Wilson believes it would be more beneficial to the supervisors and the shipyard to get employees into the training sooner than later. “Approximately 200 new supervisors are promoted annually which can be broken down to 20 or 30 per month,” said Wilson. Unfortunately, Command University has not been able to keep up. Thre is a backlog of supervisors who have not received the 1LS training. Yet, although 14 twoweek classes are provided throughout the year, during some cycles there are anywhere
from five to seven vacant seats, said Wilson. The project team is working to see how they can build a process that will better funnel supervisors into the training right away and streamline it across the shipyard. “The sooner you go through the training, it’s like a primer,” said Wilson. “You get a taste of what is coming versus being thrown into the job and simply learning through trial and error.” Wilson hopes the value of the training is obvious. Those who attend the 1LS course receive training in areas such as work priorities, budget constraints, and mandays. They also receive information from human resources and the business office,
Danielle Larew, Myron Evans, and Lt. Andrew Metzcus add small dots symbolizing process steps to the value stream.
which is facilitated directly by subject matter experts at the shipyard. The course includes interactive scenarios that help build leadership skills and confidence and provide networking opportunities as well, said Wilson. The project began in February and Wilson said the goal is to have a tangible plan by late summer. The team includes various people from production codes that meet weekly. The Executive Champion is NNSY Production Resources Officer Capt. Maria Silsdorf and the sponsor is Production Training Superintendent John Snell. Both Myron Evans, of Command University, and Lt. Andrew Metzcus, a docking officer for the Operations Department, are Black Belts in training and working on the project. A Black Belt is a person who is trained and certified to execute strategic Lean Six Sigma programs as well as coach Green Belts. Lean Six Sigma is a management approach for problem solving and process improvement based on a combination of different tools. Dannie Larrew of Command University is the Green Belt on the team, which is someone who is trained and certified to complete a Lean Six Sigma process improvement project from start to finish. Like athletes, the project will undergo several phases before the end of summer. Because a value stream has been identified, which
is a management method for analyzing the current state of a series of events and designing a future state, the team has moved into the next phase: measurement. This means data is being collected from across the shipyard and various stakeholders. Wilson is also creating a “Voice of the Customer” survey. The objective of the survey is to hear from people at all levels to understand how they are or are not influencing the process of getting people trained or receive training. The team will also be conducting focus groups and on-the-job shadowing in order to collect the greatest amount of data. Wilson and the rest of the project team are hopeful that by the end of summer they will have developed a streamlined process for getting people into 1LS, have scheduled training managers that conform to the process, and the backlog of supervisors who have not received the training will be reduced. The greatest achievement of getting first line supervisors into the training as soon as possible is the alignment and team cohesion that it will provide across the shipyard, said Wilson. This is because the content found within upper level management, or second and third line training, is directly tied to the 1LS training. “Although it can be painful to have someone off a job for two weeks that pain can’t compare to the results of having a more ready supervisor,” said Wilson. “The results should be more resourceful people, better team builders, goal setters, and problem solvers.” MAY 2016 • SERVICE TO THE FLEET • 15
Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT
TEST TRACKING:
The Radio Frequency Identification Subcommittee Sets Pilot Program In Motion BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY LUKE BEASLEY • NNSY PHOTOGRAPHER Radio frequency identification (RFID) has become commonplace in grocery stores, public transportation, travel and automotive services around the world. And now it’s being used at Norfolk Naval Shipyard (NNSY) to track rip out material for the USS Boise (SSN 764) project and the USS San Francisco (SSN 711) projects. RFID uses wireless radio-frequency electromagnetic fields to identify and interpret electronically stored information contained within tags. These tags can then be attached to objects so they can be tracked and managed in the database the information is stored within. The RFID subcommittee, part of the NNSY Technology and Innovation Community of Practice (NNSY T&I COP), is working to set up a pilot program to use radio frequency identification software and technology to potentially track rip-out material for the Boise project and the San Francisco project. In addition, they will also be using the same technology throughout the yard wherever the need is identified. The goal is to help keep track of all material, including location and condition. Any time the material is taken off of the ships, placed in storage, or being used throughout the shipyard, the team will be able to track that material and ensure it will not be lost. 16 • SERVICE TO THE FLEET • MAY 2016
RFID can also be utilized to automate parts and equipment inventory. Conducting inventory, which has historically taken two to three people several weeks to accomplish, could now be reduced to just one person conducting the same inventory in less than a day with fewer errors in comparison with manual processes. The RFID technology uses a tagging system, antennas set up with the ability to pick up the signal from the tags so that items can be easily tracked through the reader. The database will keep track of all the material within the shipyard, creating significant cost avoidance and man-hours reduction associated with tracking down or replacing lost material from the project. “The main objective for America’s Shipyard is to get the ships in and out on time for the Navy. This technology is going to help us meet those goals in so many ways,” said eFEM Asset Program Manager Doug DeLong from the Equipment Engineering Branch (Code 981), who was appointed team lead for the RFID subcommittee. “Not only will it help get the ships in and out on time but will also save us money on the road to improving our processes. We’re excited for the future.” The RFID subcommittee was stood up in November 2015. A
corporate initiative in action, all four shipyards met at Portsmouth Naval Shipyard (PNSY) where a system is already being utilized to track Task Group Instructions (TGIs), equipment, and tools. Naval Sea Systems Command (NAVSEA) had a vision to use PNSY’s system as a template in all the shipyards, building off of the template and equipping the system to be used for tomorrow’s technology. “When I returned from Portsmouth, I enlisted the help of Dave Wall from the Performance Improvement Department (Code 100PI) and Glen Taylor from the Information Technology Department (Code 1230) as well as the rest of the NNSY T&I COP. Soon after we built our team with 28 employees representing 18 codes throughout the shipyard,” said DeLong. “We have a diverse group of individuals with representatives from the Boise and the San Francisco project teams, as well as those with backgrounds in electronics and technology. In addition, we have representatives for the individual codes so we are able to reach out to the shipyard as a whole and provide them with what they need as our team goes forward.” Once the team was established, it wrote the Corporate Charter for the Naval Sea Systems Command Initiative and moved forward with NNSY’s own pilot program initiative. “The pilot program will help us test out the system in our shipyard in a controlled environment. Portsmouth has its system which works for them but our sizes differ so we want to make sure the system we have best fits our needs,” said DeLong. “We listed areas within the shipyard where we track items and came up with 19 areas in our initial draft. The qualifications were for these places to have limited ingress, multiple staging areas to allow for setting up the system and equipment required, a low volume of traffic so we could better manage the readings, and a network and dedicated power source available to use.” The RFID team then narrowed its search to four separate locations and split into four dedicated groups to gather data on which area would most be effective for the pilot program. Through its efforts, the group was able to decide on the Building 29 warehouse, which is used for administrative supplies and storage. “Building 29 fits the criteria we had when setting out in our search and it also gives us the ability to test the equipment used within the shipyard without disrupting the work within the yard,” said DeLong. “We’re going to utilize this program to gather as much data and research as we can to ensure we have the right system in place in Fiscal 2017.”
To learn more about RFID technologies at NNSY, contact the Robotics Subcommittee lead, Gary DeLong, at gary.d.delong@navy. mil or the NNSY Technology and Innovation Community of Practice lead, Daniel Adams, at daniel.g.adams@navy.mil.
EYE ON INNOVATION: CODE 970 MECHANIC CREATES BAG-CONDENSING PROTOTYPE 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. Air Conditioning and Refrigeration (AC&R) Mechanic Leroy Jones Jr. teamed up with the Rapid Prototype Lab (RPL) to create a condenser stand to use when handling the 25-foot+ flexible bag they hook to air conditioning units. A job usually manned by three people, the air conditioner flexible bags would previously be maneuvered onto the unit and would take hours to complete the job. With the bags being at least 25-feet long and difficult to handle both in tight spaces and with condensing in size, it was difficult for the workers to be able to efficiently handle the obstacles presented, especially when onboard the ship.
Top: Charlie Askew and Leroy Jones demonstrate how the new condensor stand prototype. Above: Askew, Alim Jordan, Kenny Kinstler, John Tate, and Jones, Jr. stand with the new condenser stand.
18 • SERVICE TO THE FLEET • MAY 2016
Due to potential health and safety risks, Jones decided it was time to find an easier way to handle the job. He said, “I saw the need and I wanted to find a way to reduce the risk of our workers getting hurt on the job.” After reading about the RPL and their abilities in the Service to the Fleet magazine, Jones reached out to the team with a prototype he created for a flexible bag condenser. A pole stand with a hole at the top, the worker would be able to slide the bag onto the pole and get it tied down. The RPL team took the idea and added a few modifications to the design. A rod would be inserted into a specific hole needed for the job to help condense the bag and guarantee its being held in place so the worker is able to tie the bag down without danger of it slipping from its condensed state. With the prototype, what used to be a three-person job had become a one-person job, giving the worker three points of contact in terms of safety while also providing an efficient means to reduce manhours on the job. The 25-foot bag was able to be compressed to 18 inches with ease, the worker able to use the rod to keep the bag in place as they tied it down for transportation to the job. AC&R Mechanic Charlie Askew said, “I think this prototype really comes in handy on the job. It makes the bags easier to handle and carry so we can be safer on the job. That’s what it’s about, getting the job done while being safe.” The flexible bag condenser has been taken to the shop to demonstrate to the workers and supervisors and was received positively. The interest for the workforce evident, they are preparing to create more prototypes to use in Shop 99. In addition, Jones also shared that he would like to see the device shared across all the shipyards, hoping it will provide a safer experience for AC&R mechanics. Jones has been very pleased with working with the RPL team and has shared interest with continuing to work with them in future endeavors. He said, “These guys at the lab are excellent and they were able to take my idea and make it even more efficient for what we do here at the shipyard." RPL Mechanic John Tate shared how this group effort truly showcased what the team is all about. “This was such a great idea, simple but helpful for the workforce of our shipyard. Leroy has been so excited working on this prototype and seeing it come to life and we want to help even more employees feel that way.” He added, “A lot of people in the shipyard have ideas like this and just need a place to go to in order to get a little help with those ideas. The lab is here to help.”
PLANNING AND TEAMWORK CULMINATE IN SMOOTH DELIVERY OF FUEL-HANDLING CONTAINER FOR REACTOR SERVICING DIVISION BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER
Left: Team members from the production and engineering departments worked together to deliever a 110,000-lb fuel handling container. Above: a 150-ton dock crane was needed to remove the container from the delivery truck.
Months of planning and teamwork between Norfolk Naval Shipyard’s engineering and production departments culminated March 24 when the reactor servicing division received a 110,000-lb. fuel handling container. It took both thorough planning and industrial might to bring this to fruition. Code 2370 Nuclear Engineer Tyler Smith wrote a special procedure to receive and store the equipment. As a shipyarder with less than one year on the job, the evolution provided Smith an opportunity to make an immediate impact with increasing the shipyard’s capability and capacity for reactor servicing operations. “I’m glad to see it’s finally here; it’s been a long process,” said Smith. “It’s cool to see something you’ve done finally happen. I got in here last August, and started on this right after the [New Employee Orientation] class.” “Tyler visited the vendor to observe final acceptance testing and saw it through receipt of the equipment,” said Chris Wilson, Code 2370 Supervisory Nuclear Engineer. “He has also been intimately involved in the design and fabrication of the equipment that we are making at the shipyard in support of ultimately putting the fuel handling container into service. I would also like to recognize Kyle Febert; he came in the same time as Tyler and was our Nuclear Weight Handling Engineer covering the work.” The container required a 150-ton dock crane to remove it off the transport truck delivering it to the shipyard. Code 743 Branch Head Clifford Davis commended supervisor Jonathan Cooper and Rigger in Charge Keith Brown overseeing the lifting and handling work. “We have a lot of new people here who are gaining experience every day,” said Davis while watching the evolution. “So a lift like this will definitely give them a lot of experience in ensuring what we
do is correct. It’s not a normal lift for us, it’s a challenging one, but we welcome that challenge.” Among the new personnel gaining valuable knowledge and experience was Code 740 fourth year apprentice Tarnesha Basnight, who served as a crane rigger March 24. “This was a great on-the-job training due to the fact this was my first big evolution since coming into refueling almost three months ago,” she said. “Having hands-on experience as well as having proper protocol training really helped make the evolution both safe and successful. Our supervisor and team did a great job assisting and working well together.” Reactor servicing work provides a unique partnership for its stakeholders across the shipyard. The shipyard’s Mechanical Group (Code 930) is primarily the lead shop for reactor servicing work, with vital assistance provided by the Lifting and Handling Department (Code 700). “We maintain all the equipment, and they do the lifting for us,” said Code 930R Zone Manager Jimmy Parker. “Reactor Servicing is made up of multiple shops; however, we work as a team!”
MAY 2016 • SERVICE TO THE FLEET • 19
Your Yard: PLACES & FACES
Jon Echols: Working Hard for the Shipyard and the Navy BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER For some, it takes a long time to discover what path they will follow in life. But for Jonathan Echols, he knew his destination at the early age of three: joining the U.S. Navy. “I knew that was what I wanted to do with my life and I joined the ranks right out of high school in 1980,” said Echols. “I didn’t know how long I would be there but the longer I stayed the more and more I didn’t want to leave. I wanted to continue my path in the Navy and I wanted to continue to serve my country.” Echols served in the Navy for 30 years, with positions ranging from Gunner’s Mate to Chief to Command Master Chief. One of his greatest passions was discovered along the way as he became an instructor at the Survival, Evasion, Resistance, and Escape (SERE) School. “Something I discovered with my time in the Navy is that no matter what, you’re either learning or you’re teaching,” said Echols. “When I had my first opportunity for Shore Duty I took the instructor position and saw what it was like to really be a teacher for these Sailors and to help them be the best they can be. I was really passionate about that position and it was one of the highlights of my naval career, along with making Chief and Master Chief.” Echols retired as a Command Master Chief in 2010. Not wanting to leave behind his military career, Echols began to search for a job that would be close to the Navy he once served. “I had a lot more to give back to the Navy and I wanted to find someplace I truly felt like I was doing my part,” said Echols. His path soon brought him to Norfolk Naval Shipyard (NNSY) where he entered Code 100PI.3 as a Management Program Analyst. His passion for teaching showed promise as he took the role of Program Manager for Learning Organization (LO) 101. Each week, Echols would prepare his lessons and teach a class of shipyard workers what being a learning organization is all about. “The initiative started back in 2010 at the shipyard and is a program used to get everyone to use 20 • SERVICE TO THE FLEET • MAY 2016
five specific principles to build a better work life and environment,” explained Echols. “There are five disciplines – mental models, personal mastery, shared vision, team learning, and systems thinking. We use the disciplines to face the challenges of the shipyard and to learn from one another and to build our shipyard into a better tomorrow.” When asked about what he brings to the table as an LO Facilitator, Echols said with a laugh, “you wouldn’t believe how passionate I am about this program and being able to teach the shipyard workforce. It’s truly an amazing experience each and every day and I love it. I offer my students a learning environment that is also fun and inviting. If you haven’t been to LO 101 yet, you need to come check it out. We have a blast there!” Echols has had many accomplishments during his five years at NNSY, including becoming an LO Facilitator as well as graduating from the Lean Six Sigma Black Belt Course. However, he claims his biggest accomplishment comes from his passion as a veteran of the U.S. Navy. “I worked hard with several fellow veterans as well as good friend Rick Nelson (Code 100PI.3) to build the NNSY Veteran Employee Readiness Group (VET ERG), during the last three or four years,” said Echols. “It started as a place for fellow veterans and supporters to come together and be there for one another as a support group. And it has evolved into so much more. We were able to enlist a new champion (Ken Inglesby), and we currently have more than 100 employees involved in the group, with 20 to 30 regularly attending our monthly meetings. We’re a very dedicated and passionate group and I’m proud to be part of them as their Vice President.” Some VET ERG accomplishments include leading the collections for Toys for Tots, aiding the Federal Women’s Program (FWP) in their collections of school supplies and the Angel Tree, participating in Wreaths Across America at the Albert G. Horton Cemetery, as well as hosting the presentation of colors for Memorial Day and Veterans Day at the shipyard. The group has also been collecting U.S. Flags and DVDs, the flags to be donated to the Sturtevant Funeral Home to honor fallen veterans across their casket at the time of cremation and the DVDs to be donated to the Portsmouth Naval Hospital Wounded Warriors Transition Unit, Portsmouth Naval Hospital Fisher House, and the Hampton Virginia Veterans Hospital. To date, the VET ERG has collected more than 1,000 DVDs collected and more than 100 U.S. Flags. “It’s amazing to me all the great things we’ve been doing as a group,” said Echols. “We created this group with a purpose in mind. It’s a struggle to come to the shipyard from the military. It’s a different experience and it’s important to have someone to talk to and someone to help you get on the right track. I’m very proud of what we have accomplished and I can’t wait to see what the future holds.” As a teacher, Echols provides his students with advice he would have given himself if he were that same eighteen-year-old taking his first steps into the Navy. “You’ve got to do the best job you can do
Shipyard Spotlight 10 THINGS you didn't know ABOUT Jon Echols 1. I have been married for 23 years and have two sons, ages 17 and 15. 2. My favorite color is green. 3. My lucky number is 8. 4. I would love to go back to the Western Pacific with my family. 5. If I were a superhero, my boys would be my sidekicks. I can’t have my wife be my sidekick because I have to protect her.
6. I love movies. Kung Fu Panda 3 was awesome! I took my son to see it and we loved it! 7. My favorite show is Game of Thrones. Stop killing off the cool people! 8. I would love to be a farmer and work at a military academy on the side, have livestock, crops, have some grapes and make some wine.
9. I love to cook anything on the grill: chipotle chicken, ribs, and I do a mean brisket. 10. I am very involved with the Boy Scouts Troop 16 in Driver. They have a lot of great mottos. We went through leadership training and just hearing words from all these great leaders made me tear up and brought up the emotion in me.
Left: Echols serves BBQ during a Code 1100 and Code 100PI Employee Appreciation Lunch. Above: Echols speaks during the 2015 Dr. Martin Luther King Jr. celebration. Below: Echols folds a flag during the VETERG donation drive. and be part of the team. Learn as much as you can and work to the best of your ability,” said Echols. “Find a mentor and coworkers who will be your support system and be able to go on this journey with you. And always remember not to take this job for granted. What we do here at America’s Shipyard is very important. We are working on some of the most powerful war machines in the world. We need to do our part to fix these ships and protect these Sailors. We play such a huge part in national security. I feel like I’m contributing the best I can to make sure our people take the learning organization tools to their job and use them to make the shipyard a better place. I want everyone to have that same passion and commitment.” MAY 2016 • SERVICE TO THE FLEET • 21
LIVE TO TEACH, TEACH TO LIVE 2015 Teacher of the Year Jordan Hawks
Jordan Hawks is no longer an instructor, but even in a new position, teaching will always be his passion.
BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER For many, teaching is a career. For Jordan Hawks, teaching is life. Hawks is Norfolk Naval Shipyard’s 2015 Teacher of the Year, an award given annually by the Production Resources Department Training Division (Code 900T). It’s a fitting title for this Navy veteran, who says his work as an instructor saved him from Post-Traumatic Stress Disorder following his last deployment. “When I came back from Iraq in 2007, I couldn’t be in a group of more than five people,” he said. “That Christmas, there were 15 people at my house and I was outside crying on the porch because I couldn’t experience their joy with them.” Hawks slowly found the strength to 22 • SERVICE TO THE FLEET • MAY 2016
teach again, which helped him regain his social confidence. “I teach like I breathe, and I love breathing,” he said. “Teaching was my cure.” Hawks retired from the Navy in 2010 as a Mass Communication Specialist First Class. He has an extensive background in training, including a tour as an instructor at the Defense Information School at Fort George G. Meade, Maryland. After retirement, Hawks began work at NNSY in the Temporary Services Group (Code 970) Sign Shop (Shop 71) as a graphic design specialist. He was eventually recruited to Code 900T, and because of his experience with curriculum development, he was directed to design a training course for the
non-nuclear execution process. He was later tasked with auditing the Submarine Worker Indoctrination course before taking over the entire course. “That’s a huge course,” he explained. “It affects every worker who walks into a dry dock where there is a submarine. It’s not just a qualification course but it’s also a recertification course.” Last fall, Hawks was named the 2015 Teacher of the Year for NNSY. “Mr. Hawks was recognized because of his tremendous energy and inspiration in the classroom,” said John Snell, Code 900T superintendent. “He is an instructor who truly cares about his students and the learning that takes place in the courses he delivered.
Mr. Hawks embodies the best traits of a production training instructor." In early 2016, Hawks accepted a promotion and now works as an Engineering Technician for the Operations Department Quality Division (Code 300.1Q). In his new position, he is responsible for developing training courses for senior managers. He still gets to teach, and works closely with Command University and Code 300’s training division. In addition to his contributions as an employee, Hawks is involved with the shipyard’s Wounded Warriors program and the Veteran’s Employee Readiness Group (VET-ERG), of which he was a founding member. “Our primary goal is to connect with fellow veterans, whether they have a disability or not, just to show comradery in the shipyard and explain resources they may not have been aware of,” he said. “A lot of people suffer in silence. That’s not a way to live your life.” Hawks, who was in and out of combat zones since the age of 18 until his retirement
in 2010, calls these emotions the turmoils of war, and he says the VET-ERG exists as a resource for veterans who may not know where else to turn. “PTSD is real, and there are folks who come out of the military looking for work at
the shipyard, but the last thing you want is to feel alone among all these people,” he said. His work at the shipyard helped eliminate that sense of loneliness, and now he is able to offer assistance to others who are in similar situations. MAY 2016 • SERVICE TO THE FLEET • 23
AC C E LE R A T I N G T O C H A N G E :
America's Shipyard Shuttle Service The America’s Shipyard Shuttle Service headquarters is located in Building M-22. The drivers currently work staggered shifts throughout the day. The shuttles run from 5 a.m. to 5 p.m., Monday through Friday. For a map and a full list of stops, call the Public Affairs Office at 396-9550.
BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON & SHAYNE HENSLEY • NNSY PHOTOGRAPHERS The America’s Shipyard Shuttle Service has been serving the employees of Norfolk Naval Shipyard (NNSY) during the last few months, carrying passengers to various buildings throughout the yard. It has become a well-known service to anyone who needs to get from one end of the yard to the other as quickly as possible. Temporary Services Group (Code 970) Nicole Bond was tasked to provide drivers and to bring the shuttles into service. Taking the challenge head on, it took a month’s efforts to find the drivers to lead the charge and to get them trained and certified for their duties. “Mr. Tim Spitler (Code 900F Facilities Director) gave me the task and I ran with it,” said Bond. “The drivers are all shipyard workers on light-duty service and are currently unable to perform their normal duties. Their efforts and personalities have really shined through.” One of the first drivers for the shuttle service was Richard Beamon, who said, “I’ve enjoyed driving and meeting the people getting on the bus every day. I’m proud and I enjoy serving them on time and getting them to where they need to go.” He and one of his fellow bus drivers, Martin Mosby, were given Employee Awards Redemption Notch (EARN) awards for their service to the riders. Current ridership is approximately 1,500 riders weekly, with numbers growing each week thanks to word-of-mouth marketing and advertising throughout the yard. Devon Jones, one of the bus drivers from Code 920, truly feels the service is a great cause, not only for the riders, but for the drivers as well. “The shuttle service has really given this group of people the feeling of self-worth in this time that they are unable to work to their normal capacities. They are needed and depended upon to get their passengers to their respective destinations in a safe and timely fashion,” said Jones. “And the patrons are pleased to have reliable transportation to get them to and from different locations quicker and safer especially during our recent batches of inclement weather. We’ve gotten a lot of feedback from our riders and we’re happy to serve them.” 24 • SERVICE TO THE FLEET • MAY 2016
The shuttle service has been working hard to address all feedback from the riders, including the amount of buses within the yard and creating a set time frame for when each bus arrive, at the various stops. “We currently have two buses and a van circling the yard for passengers and we’re getting four new buses by the end of April,” said Bond, stating that one of the buses will be the Controlled Industrial Area’s shipyard shuttle and the other three will be outside the industrial area. “With the new buses in place, we’re hoping it can alleviate the time constraints as we work to set a time schedule for the shuttle service. In addition, we have a radio system so the drivers can communicate and make sure all stops are being serviced as quickly as possible.” "This whole endeavor has been a good learning experience for me,” said Bond. “It was something new and I was able to learn the process of getting something started like this. I appreciate Mr. Spitler giving me this opportunity to grow with the drivers and learn how to make this great service.”
RHODE TO SUCCESS: Deckplate Mentor Selected as Employee of the Month BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTO BY LUKE BEASLEY • NNSY PHOTOGRAPHER
“I love working as a team and blending all trades and codes... if we don’t all work together, we will not be successful.” - Vinny Nichols
Nichols (left) with Project Superintendent Mark Cook after receiving his Employee of the Month award. According to coworkers, Vinny Nichols’ dedication to the shipyard exceeds all standards. Nichols, the reactor compartment zone manager on USS Rhode Island’s (SSBN 740) Engineered Refueling Overhaul, was recognized as the project’s March employee of the month. Nichols completed his apprenticeship at Huntington Ingalls Newport News Shipbuilding. He spent eight years at Norfolk Shipbuilding and Drydock Corporation (NORSHIPCO), before coming to Norfolk Naval Shipyard in search of a better career.
As a zone manager, Nichols supervises Structural Group (Code 920), Pipe Shop (Code 960), and Temporary Services Group (Code 970) employees from Shops 11, 17, 57, and 71 during work in the submarine’s reactor compartment. “I am motivated by challenges. I want to be one of the people who can say we finished an SSBN ERO in 27 months,” he said. “It’s the number one priority of the Chief of Naval Operations to get this platform back out to sea.” Before the Rhode Island project, Nichols worked on the USS Georgia (SSGN 729), USS Alaska (SSBN 732), USS Tennessee (SSBN 734), USS Florida (SSGN 728), USS West Virginia (SSBN 736), USS Maryland (SSBN 738), USS Dwight D. Eisenhower (CVN 69), USS George Washington (CVN 73), and USS Harry S Truman (CVN 75) availabilities. “I was a Shop 11 supervisor for six years and felt the time was right to move up to mentor less experienced supervisors,” he said. “Always do your very best and follow a problem out to the end. Don’t leave the problem with someone else to figure out. At the end of the day, it’s your responsibility.” Nichols said the Rhode Island team is the best he’s worked with during his time at NNSY and he enjoys witnessing the hard work from a variety of people as it leads to a successful availability. “He has spent a lot of time on the deckplates mentoring new supervisors and mechanics in the reactor compartment,” said Justin Vought, who nominated Nichols for the award. “If problems are brought to his attention, they are immediately corrected. His commitment to safely and efficiently producing firsttime quality products deserves recognition.” Nichols was presented his award April 15 during a project leadership meeting. “I love working as a team and blending all trades and codes into a one team concept,” said Nichols. “If we don’t all work together, we will not be successful.”
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CALLAGHAN CENTER CELEBRATES GRAND RE-OPENING BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER After a three-year renovation project, the Callaghan Fitness and Sports Center at Norfolk Naval Shipyard celebrated its grand re-opening Friday, April 15. Missy Brown, wife of Shipyard Commander Capt. Scott Brown; Command Master Chief Michael Reese, Chad Rickner, NNSY Morale, Welfare and Recreation director; and Capt. John Malfitano, Commander Navy Region Mid-Atlantic Fleet and Family Readiness Program director, participated in the ribbon-cutting ceremony. Improvements to the facility include completely updated locker rooms, new group and cardiovascular exercise areas, and new racquetball courts. Built in 1941, the Callaghan Fitness and Sports Center looks and feels like a brand-new gym, but it’s one of the shipyard’s many historic buildings and the namesake an American hero, Rear Adm. Daniel J. Callaghan. “Renovating a facility built in 1941 revealed many unforeseen challenges to overcome,” said Rickner. “Our team worked very hard to find solutions. The facility improvements allow our MWR Fitness Professionals to deliver the best fitness programs to keep patrons motivated to maintain a healthy lifestyle.” Among his favorite changes is the open-concept floor plan in the second floor cardio area. “This space provides multiple training and fitness opportunities to all patrons as well as a more enjoyable fitness experience,” he said. “We’re also very excited about our new High Intensity Training Zone.”
Left: the newly remodeled weight room at the Callaghan Fitness and Sports Center. Bottom: the new cardiovascular exercise space has an open-concept floor plan and a wide variety of machines.
Rickner said the fitness center’s patrons are priority number one, and providing a modern and functional fitness center helps contribute to mission readiness, as well as the overall fitness and wellness of the NNSY community. “We are extremely proud and pleased with our newly renovated facility,” said Rickner. “Our fitness professionals can help you reach your fitness goals, and we hope to see you at Callaghan Fitness and Sports Center!”
REAR ADM. DANIEL J. CALLAGHAN Rear Adm. Daniel J. Callaghan was killed aboard USS San Francisco (CA 38) during an engagement with the Japanese fleet at the Battle of Guadalcanal in the Solomon Islands November 13, 1942. President Franklin D. Roosevelt posthumously awarded the Medal of Honor to Callaghan December 9, 1942. “Although out-balanced in strength and numbers by a desperate and determined enemy, Rear Admiral Callaghan, with ingenious tactical skill and superb coordination of the units under his command, led his
forces into battle against tremendous odds, thereby contributing decisively to the rout of a powerful, invasion fleet and to the consequent frustration of a formidable Japanese offensive,” the medal citation reads. “While faithfully directing close-range operations in the face of furious bombardment by superior enemy fire-power, he was killed on the bridge of his flagship.” In 1943, the previously unnamed fitness center at Norfolk Naval Shipyard would be formally christened in Callaghan’s name and a plaque erected above the main entrance.
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FLTHRO IS MOVING! VISIT OUR NEW LOCATION The Norfolk Naval Shipyard Fleet Human Resources Office (FLTHRO) is moving! Your one-stop human resources shop will still be at the shipyard to assist with all your needs and questions, but beginning in May, our offices will be located on the second floor of Bldg. 15. Our phone number (396-2231) and e-mail (FLTHRO_NNSY@navy.mil) are still the same. You may also reach the Equal Employment Opportunity Center of Excellence at 396-7888 or visit it in person at the new location.
QUEST IONS OR CO NCER NS? CALL US 396-2 AT 231
DON'T MISS THESE UPCOMING SEMINARS Third-Wednesday Lunch & Learn Sessions • 11:20-11:50 • Bldg. 1505 Open to all shipyard employees. For more information contact: 396-2231 or FLTHRO_NNSY@navy.mil MAY 18 • Alternative Dispute Resolution (ADR) Conflict Resolution: What to Do and Where to Go JUNE 15 • Workers' Compensation Workplace Injuries JULY 20 • Equal Employment Opportunity EEO - How it Works AUG. 17 • Recruiting and Staffing Navigating USAJobs.gov SEPT. 21 • Alternative Dispute Resolution (ADR) Conflict Resolution: What to Do and Where to Go