DON'T MISS: BLOOD DRIVES & VETERANS DAY SPOTLIGHT
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
November 2016
ON THE COVER:
THE RPL
Small tool brings safety at NNSY to a whole new level
ALSO INSIDE: RAPID PROTOTYPE LAB & TRUMAN FIRE DRILL
Table of Contents
IN THIS ISSUE Features: 4 FROM THE COMMANDER Meet the Mark...Get Set...Go!
7 COMMAND PHILOSOPHY
Capt. Scott Brown's Command Philosophy for 2017
11 A VITAL PAST
USS Alabama: An important piece of shipyard heritage
12 BEYOND THE GATES
Out and About: Following the Portsmouth Path of History
14
14 EYE ON INNOVATION
A Small Tool brings safety at NNSY to a whole new level
16 SLICK HOOD
Zone manager creates new PPE hood to reduce eye injuries
18 INNOVATION COP
Video Ray brings innovation to the shipyard's dry docks
19 NEW CIO
Stephanie Butts prioritizes cybersecurity, customer service and innovative technology
22 SHIPYARD SPOTLIGHT
Dorassa Fields: Diversified core values bring growth and opportunities
24 VETERANS DAY
Spotlight on Johnnie Mason
16 22
18
VOLUME 79 • NUMBER 10 SHIPYARD COMMANDER Capt. Scott Brown DEPUTY COMMANDER Capt. Daniel Rossler COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese
Service to the Fleet
Editor's pick:
PUBLIC AFFAIRS OFFICER Terri Davis EDITOR Anna Taylor PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, April Brown, Floyd Logan, Troy Miller, Curtis Steward, Jennifer Zingalie EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 SHIPYARD RADIO ADVISORY 1630 AM SERVICE TO THE FLEET is a Department of Defense publication and is authorized for members of the DOD. Contents of Service to the Fleet are not necessarily the official views of, or endorsed by, the U.S. Government, the Department of Defense, or Norfolk Naval Shipyard. Service to the Fleet is published monthly. Submissions are due on the 10th of each month. The public affairs staff reserves the right to edit submissions for content and brevity. LIKE US ON FACEBOOK www.facebook.com/NorfolkNavalShipyard1 FOLLOW US ON TWITTER www.twitter.com/NNSYNews WATCH VIDEOS ON YOUTUBE www.youtube.com/NNSYBroadcast VISIT THE NNSY HISTORY BLOG www.nnsyhistorymatters.blogspot.com READ STTF ONLINE www.issuu.com/nnsy
NNSY ENGINEERS RECOGNIZED FOR CONTRIBUTIONS TO CPS BACKFIT PROGRAM Norfolk Naval Shipyard (NNSY) employees were honored Aug. 22 for their contributions to the Collective Protective System (CPS) Backfit Program. Todd Riley, an Engineering and Planning Department (Code 200) lead design engineer, was awarded the Commander’s Medal for Civilian Service. Mike Zydron, Code 200 Engineering and Planning Manager, was recognized with a letter of appreciation on behalf of the entire department. The CPS Backfit Program falls under the Army’s Joint Project Manager for Protection in the Joint Program Executive Office for Chemical and Biological Defense (JPEO-CBD), a joint services program designed for research, development, acquisition, fielding and life-cycle support of chemical, biological, radiological and nuclear defense equipment and medical countermeasures. It was created in 1999 to provide collective protection capabilities to existing amphibious class ships, allowing personnel to perform mission critical operations in a chemical, biological, and radiological (CBR) environment. The program provides additional toxic-free zones in critical
areas, including medical, command and control, rest and relief, and casualty collecting areas. Personnel working in these protected areas do not have to wear personal protective equipment during or after a CBR attack. NNSY has provided engineering support for these complex and intrusive ship alterations since the inception of the program, including ship checks, ship installation drawings, and reach back support for 12 of the 15 amphibious ships completed in the CPS backfit program. Riley was commended for his exemplary performance and service to the program from July 2000 to April 2016. According to the award citation, his efforts ensured the collective protection ship installation drawings for 12 different Navy amphibious warships met the highest standards of technical design and integration. Retired U.S. Marine Corps Nuclear Biological Defense Officer Gerald Jones presented Riley with the medal. Zydron accepted the letter of appreciation, which was written by Joint Project Manager for Protection Scott Paris, on behalf of the entire Engineering and Planning Department. NOVEMBER 2016 • SERVICE TO THE FLEET • 3
Meet the Mark... Get Set...Go!
4 • SERVICE TO THE FLEET • NOVEMBER 2016
By Shipyard Commander CAPT. SCOTT BROWN Happy birthday to America’s Shipyard! Norfolk Naval Shipyard turned 249 years old Nov. 1, 2016. The next year is not only the year of our 250th birthday, 2017 is the year NNSY will MEET THE MARK. I recently revised my command philosophy statement to align with Chief of Naval Operations and Naval Sea Systems Command direction and to clearly define our role and accountability to safely plan and complete our work on time. See page 7 of this magazine. In addition, on October 25, I approved the Fiscal Year 2017 (FY17) revision to our Performance Improvement Plan. Our rally call for FY17 is MEET THE MARK, which means we will do what we say we will do, when delivering ships and managing our budgetary controls. FY17 is the pivot point for the shipyard, when we demonstrate successes on our waterfront considering the investments we have made over the last two years. We have a solid plan to achieve our goals given our financial and business controls, and we will hold ourselves accountable to executing the plan. At the Command level, we will meet the following marks: 1. ON-TIME DELIVERY: We will deliver ships as committed by undocking USS Rhode Island (SSBN 740) and completing the USS Harry S Truman (CVN 75) Planned Incremental Availability (PIA) by July 2017. We will complete the Resource Constrained Schedule (RCS) for the USS Dwight D. Eisenhower (CVN 69) PIA by July 2017, and we will undock USS La Jolla (SSN 701) by August 2017 and USS Albany (SSN 753) by April 2017. 2. FINANCIAL: We will execute 1.585 million resource days of direct work, with 10,250 full time equivalents (FTE), 16.4 percent direct overtime, and 58.6 percent Direct Labor Indicator (DLI) (3,713 overhead straight-time resources per day). 3. CONTINUAL IMPROVEMENT: We will complete actions of our Performance Improvement Plan on time.
At the personal level, we will build on the successes in training and development of our people to support: 1. MASTERY of our jobs, achieved through commitment to safety, first time quality, and excellence in process, training, and procedure compliance. 2. ACCELERATED learning and problem solving, and ownership of core competency pipelines at the employee level, so we become more effective in the planning and execution of our work. 3. RESULTS. Everything we do must support the safety of our teammates, and delivery of ships on time, within budget, based on achieving first time quality. 4. KNOWLEDGE sharing between shops and codes, other shipyards, and other private industry partners to achieve safety and effective return of ships. Learning achieved across organization lines. We spent considerable effort in FY16 prepping ourselves for the FY17 battlefield by aligning our capacity and workload. These efforts resulted in several last minute revisions to ship’s schedules, reinforcing our need to urgently improve resource management forecasting. Our vision for FY19 is: NNSY will be the shipyard of choice with the capacity to execute 1.65 million resource days per year while leading the NAVSEA Corporation in safety, performance, and innovation. Our focus in FY16 to “Accelerate the Change” certainly moved the needle on our personnel development programs and ownership. Core competencies aligned with qualifications and training are firmly established, with shops and codes focused on training quality and effectiveness. We matured our resource management skills and are improving our forecasting as evidenced by strong input into the plan for FY18 and POM19 to balance capacity and workload. We improved completion rates for first line supervisor 1LS training course attendance above 90 percent. Facility management doubled ticket completion rates, and significantly improved facility project awards and completion rates allowing us to receive mid-year dollars and significantly invest well above our original budget. Our self-assessment culture improved as evidenced by lower injury rates, improved awareness and identification of fire protection problems, and lower occurrence of significant unplanned events and reactive problems. The planning effort for Rhode Island is resulting in improved performance, and our focused attention executed USS Helena's (SSN 725) Docking Continuous Maintenance Availability early, improved our performance in Kings Bay, and completed propulsion plant testing for USS Maryland (SSBN 738) in record time. We accomplished six of the eight production “Big Rocks” established at the start of FY16: Helana completion, revised Maryland completion, two goals associated with La Jolla's Moored Training Ship Conversion reactor servicing and hull welding, start of refueling operations for Rhode Island, and the significant planning milestone, Resource Constrained Schedule, for Truman. Even with the above accomplishments, our performance is still far from where it needs to be. We failed to deliver USS George H.W. Bush (CVN 77) on time, and Albany's undocking is delayed. While we achieved the two FY16 “Big Rocks” for La Jolla, we now find ourselves extending the undocking date because of misunderstood structural challenges and poor shipyard response to meet them. As we significantly moved the needle on climate and self-sufficiency, our internal focus resulted in some missed external commitments, for example, overhead financial management. Because of the overhead challenges, we did not obtain the improved capacity necessary to meet all FY16 commitments. This FY17 plan repairs these mistakes. We will
ramp up our accountability for accomplishing our daily work safely, on time, and with first time quality. We will dramatically change the way we select and promote supervisors, stabilizing promotion demand, and effectively developing and changing supervisory perspective from a deck plate mechanic to a principle-centered leader. In FY17, we better align our developmental processes of our production workforce with required demand to achieve on time assignment and improve capacity. Our FY17 Performance Improvement Plan will build on FY16 successes and is fully aligned with the CNO’s core attributes and lines of effort, and NAVSEA’s mission priority: on time delivery of ships and submarines. The FY17 plan revolves around four command-level improvement areas: 1. PROJECT AND RESOURCE MANAGEMENT MASTERY: Effectively resource our availabilities and hold ourselves accountable to planning and completing our daily work on time. Effectively communicate, attack, and solve problems to minimize impact on our work. Strengthen accountability and alignment, concentrating on key project performance measures (cost performance, bow wave, avoidable work stoppages). 2. SUPERVISORY PROFICIENCY AND DEVELOPMENT: Achieve the right balance and development of Code 300 Zone Managers (managing what gets worked when) and Code 900 Trade Managers (managing how the work is performed and by whom). Significantly revamp the supervisory development pipeline modeled after Navy Chief training and promotion. Use our coaching program to widely incorporate play books and continuous training throughout the production department. Leverage supervisory skill and knowledge to continue improving safety posture, communication, ownership, and personnel development. 3. PERSONNEL DEVELOPMENT AND TRAINING: Use core competencies to close gaps between workload demand and workforce capabilities to align training to workload and workforce needs, identifying and leveraging Subject Matter Experts to accelerate knowledge transfer and employee development, and executing the staffing and personnel development plans to support upcoming workload. 4. FACILITIES: Provide a fully aligned and standardized set of processes for facilities and equipment management. We will hold ourselves accountable to the results of this plan using clear performance metrics (safety, quality, cost, schedule), monthly department head financial reporting (staffing plan execution, overhead labor, overhead non-labor, overtime), and monthly department head Performance Improvement Plan action reporting. This will be a challenging year, but we have set ourselves up for success. We have what we need, and it is up to us to deliver. Each day will bring opportunities, challenges, and successes. We will take advantage of the opportunities, overcome the challenges, and celebrate our successes. As a team, we’ll MEET THE MARK. I have faith and confidence in every member of this great shipyard! We are America’s Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander NOVEMBER 2016 • SERVICE TO THE FLEET • 5
From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE
November Observances in America's Shipyard
"We have the honor to serve in the greatest maritime fighting force the world has ever seen, but we do so with humility, continuing to build upon the framework those fighting Sailors forged before us."
6 • SERVICE TO THE FLEET • NOVEMBER 2016
Greetings America’s Shipyard! Where has the time gone? It seems like yesterday we were getting ready for the heat wave of summer and now we are within weeks of the winter season. Before we break out the heavy coats and gloves, let’s stop and take time to recognize some important events. When the Continental Congress raised up two battalions of Marines in 1775, it launched the greatest fighting force the world has ever known - a force revered globally for its uncommon valor, unparalleled adaptability, and ferocious tenacity. During the past 240 years, the battlefields and equipment have changed, but the spirit of the United States Marine Corps has prevailed in every clime and place. As we celebrate the 240th birthday of the Corps, 10 November, we pay tribute to all who have served and we remember the fallen heroes. November is also recognized as Warrior Care Month. The Warrior Care Policy is committed to ensuring equitable, consistent, high-quality support and service for wounded, ill, and injured service members through effective outreach, interagency collaboration, policy, and program oversight. Supported individuals include Active, Guard and Reserve Service members as well as their families and caregivers. Learn more at warriorcare. dodlive.mil. World War I - known at the time as "The Great War" - officially ended when the Treaty of Versailles was signed on June 28, 1919, in the Palace of Versailles outside the town of Versailles, France. However, fighting ceased seven months earlier when an armistice or temporary cessation of hostilities, between the Allied nations and Germany went into effect on the eleventh hour of the eleventh day of the eleventh month. For that reason, Nov. 11, 1918, is generally regarded as the end of
"the war to end all wars." In November 1919, President Wilson proclaimed November 11 as the first commemoration of Armistice Day with the following words: "To us in America, the reflections of Armistice Day will be filled with solemn pride in the heroism of those who died in the country's service and with gratitude for the victory, both because of the thing from which it has freed us and because of the opportunity it has given America to show her sympathy with peace and justice in the councils of the nations." Veterans Day is an annual celebration to honor America's veterans for their patriotism, love of country, and willingness to serve and sacrifice for the common good. Thank you to all of our veterans for your sacrifice and service to our great country! Shipyard Sailor shout out: Recently we announced the winners of our quarterly recognition and our 4th Quarter winners are: Sailor of the Quarter, PO1 Jenille Pope-Barton from the Calibration Lab; Junior Sailor of the Quarter PO2 Nicholas Stanich from Security and our Blue Jacket of the Quarter, SN Teresa Ruiz from Calibration Lab. Norfolk Naval Shipyard's Sailor of the Year is PO1 Aretha Worthen from Security! Bravo Zulu to you all on your accomplishments and thank you for your service and dedication. Keep up the great work in the yard! We have plenty to do and more to come. I know you can do it to help us meet the mission. 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
NORFOLK NAVAL SHIPYARD Command Philosophy
We are the maintenance and modernization professionals of the U.S. Navy. Our values are honor, courage, and commitment. We are a service team, disciplined and well-prepared, committed to mission accomplishment. We directly support our Nation’s security and the Navy’s Blue Line of Effort – Strengthen Naval Power at and from the Sea. Aligned with the Navy, our mission priority is on-time delivery of ships and submarines. We are the Navy’s stewards to meet this challenge. We prevail in the face of adversity with strength, determination, and dignity.
GUIDING PRINCIPLES: WELL-BEING: Our Safety, Security, Health, and Wellbeing are the top priority. We invest time, talent, and money to strengthen this priority. Well-being includes pride and ownership in successfully performing our work and meeting our commitments. Our honor derives from our integrity and our high standards. BRILLIANT ON THE BASICS: We brilliantly execute the fundamentals of our business – attracting the best and brightest team members, continual and accelerated learning, leadership development, personal support, fiscal and ethical responsibility, technical excellence, and commitment to first time quality are foundational. We are all leaders. SERVICE: We serve our Nation, Navy, shipyard, fellow employees, communities, and families. We are accountable to those we serve by our actions and service to repair our Navy’s warships and return these vital assets back to the Fleet.
Shipyard Insider: BUZZ & BYTES
» POSITIVE YARDAGE OPSEC Award The OPSEC Award for the third quarter of 2016 was presented to Code 300 Oct. 5. Department Security Coordinator Richard Peck was presented the award by Capt. Brown. Since the quarterly OPSEC Award was integrated into NNSY's Security Program in 2012, more than a dozen different codes have won. To win the award, departments are randomly selected for assessment, and points are given for best OPSEC practices. Manage-mint Award Congratulations to Code 2320 Branch Head Drew Laing, honored as the Naval Civilian Managers Association September "Manage-mint" award recipient. During the past year, Laing organized and implemented a NNSY Cleanliness Community of Practice (CCoP) with 8 • SERVICE TO THE FLEET • NOVEMBER 2016
participation from a crosssection of shipyard shops and codes. "His willingness to entertain innovative solutions to cleanliness, while reinforcing program principles make him an excellent manager and leader," said NCMA Vice President Bill Welch, who serves as Master Black Belt on the CCoP. Laing's name will be added to the list of honorees who will be considered for the 2016 NNSY Manager of the Year award this December. Bravo Zulu Shipyard Sailors Congratulations to Sailors of NNSY who were recognized by Commanding Officer Capt. Scott Brown at a ceremony and all-hands call held at Naval Station Norfolk Oct. 14. One Petty Officer was surprised to learn she was chosen as Sailor of the Year! Bravo Zulu to all! Navy Birthday Cake Cutting NNSY's First Class Petty Officer Association held a cake-cutting
ceremony to celebrate the Navy's 241st birthday. Thursday, Oct. 13. Shipyard Sailors attended the event, which was held at the Dry Dock Club. EPD Cookout The 6th Annual Engineering and Planning Department Employee Appreciation Cookout was held Sept. 14th. This event is funded by donations from management and staffed by volunteers from the department. Approximately 1,100 employees were fed and leftovers were donated to Oasis Social Ministry in Portsmouth. Navy Birthday Outreach Norfolk Naval Shipyard Code 265 Lead Planner PO1 Bryan Munce, visited and read to a third grade class at Denbigh Baptist Christian School in Newport News Oct. 13 in observance of the Navy's 241st birthday.
PLAN NOW FOR SHIPYARD SHUTDOWN NNSY will curtail all but essential operations Dec. 24, 2016 - Jan. 2, 2017. Dec. 26 and Jan. 2 are official government holidays. This year, 32 hours of annual leave will be needed. Curtailing all but essential operations on the above dates will achieve maximum economy for a holiday period when significant numbers of employees are absent from work, thus reducing the normal productive effort. For additional information please contact the Public Affairs Office at 396-9550. USS Alabama Float NNSY participated in the Neptune Festival Grand Parade Oct. 1 at the Virginia Beach Oceanfront. Code 900F's Roger Heath, Chuck Wicks, and Tony Suter prepared the float for the parade. The float is scheduled to appear in the City of Virginia Beach’s annual Veterans Day Parade Nov. 11 and the City of Suffolk’s Holiday Parade Dec. 10.
» ACCESS CONTROL UPDATE CAC Registration CAC Registration Stations are now installed in the waterfront personnel office in Bldg. 163, the mezzanine floor break room in Bldg. 1505, first floor lobby in Bldg. 1500 (in the new wing), and in the first floor break room Bldg. 510 R1 training trailer. If you have not yet registered your CAC, you may go to one of these locations. Please ensure you know your CAC pin before going to register. If you do not know your pin, you will need to go to the pass office to reset it before you can register. To see a complete registration station schedule, please email NNSY_Code_1125_Technical_ Security@navy.mil.
» BLOOD DRIVE Blood Drive Results 88 employees came to the shipyard's blood drive Oct. 5. Of those, 60 were able to give blood. Some of the shipyard's blood donations went to help the people of Haiti after they were
hit by Hurricane Matthew. The last blood drive of 2016 will be held December 14. Blood drives in 2017 will be held February 8, April 12, June 14, August 16, October 18 and December 12.
» SECURITY REMINDER Cell Phone Policy Camera cell phones are strictly prohibited for all areas inside NNSY's Controlled Industrial Area (CIA). They also are prohibited from NAVSEA work spaces or offices outside the CIA. Unofficial photography of any type remains prohibited (except in authorized locations outside the CIA such as Trophy Park, barracks, inside the chapel, etc.). NNSY will continue to enforce the prohibition of camera cell phones in the unauthorized areas. NNSY will continue to issue security violations for violators. Work areas or offices used by tenant commands outside the CIA that do not perform work for the shipyard will follow their own internal policy inside those spaces for camera cell phones.
» NEWS YOU CAN USE Fall-in for Colors The Veteran Employee Readiness Group (VET-ERG) will host a fall-in for colors Nov. 9 in honor of Veterans Day. Please line up at the flag pole outside of Bldg. 1500 by 7:40 a.m. Toys for Tots The Norfolk Naval Shipyard VET-ERG will be hosting a kickoff for their Toys for Tots Collection Nov. 9, following the Veterans Day Ceremony at Bldg.1500. For information regarding box locations, if your code would like to host a box, and more, please contact Tasha Beverly at 396-0557 or Jon Echols at 396-0525. Help During Emergencies When an emergency strikes while you are away from home, how do you pay for last minute travel arrangements? When you leave on short notice, those last minute tickets can be expensive. The Navy Marine Corps Relief Society (NMCRS) can help. NMCRS has volunteers and staff standing by to help active duty Sailors and Marines get home. For emergency travel, just walk into the NMCRS office and they will get you on your way as quickly as possible. All they need is a military ID, leave and earnings statement, approved leave papers and a way to verify the emergency. Clients can also receive a loan for their share of expenses for the funeral of a parent, grandparent, sibling,
or adult child. The NMCRS office is located in Naval Medical Center Bldg. 3 on the fourth floor. They are open from 8 a.m. - 4 p.m. Monday through Friday. For more information, call 953-5956. Ethical Failures There are a number of resources available to us when it comes to learning about ethics. "The Encyclopedia of Ethical Failure," a Department of Defense publication, is a compilation of actual ethical misdeeds, both intentional and unintentional, made by federal employees. The Encyclopedia contains bite-sized stories of ethical missteps. Each entry is short and provides a lesson, including how the offender was punished. It's a great resource, and once you read one, you'll want to read more! You can find it here: http://www.dod.mil/ dodgc/defense_ethics/dod_oge/ eef_complete.pdf FLTHRO FLTHRO NNSY is available on the waterfront! Every Monday, Tuesday and Wednesday, human resource experts are available in Bldg. 163 from 9 a.m. to 2 p.m. FLTHRO also provides lunchtime training sessions on topics beneficial to employees and covering a range of Human Resources services. Seating is limited and on a first come, first serve basis. For more information about which training sessions are offered, call FLTHRO at 396-2231.
ON THIS DAY IN HISTORY: Nov. 3, 1943 • The battleship USS Oklahoma (BB 37) is refloated following months of laborious effort after being sunk during the Japanese attack on Pearl Harbor Dec. 7, 1941. Nov. 9, 1921 • USS Olympia (C 6) arrives at the Washington Navy Yard carrying the body of the Unknown Soldier of World War I for internment at Arlington National Cemetery. Nov. 14, 1910 • Civilian Eugene Ely pilots the
first aircraft to take off from a warship, USS Birmingham (CL 2), in Hampton Roads. Nov. 25, 1961 • USS Enterprise (CVAN 65), the U.S. Navy's first nuclear-powered aircraft carrier, is commissioned in Newport News, Virginia. Nov. 30, 1912 • Lt. Theodore G. Ellyson, the first U.S. Navy officer to qualify as an airplane pilot, tests the Navy's first C-1 flying boat at Hammondsport, N.Y. NOVEMBER 2016 • SERVICE TO THE FLEET • 9
249 celebrating years
1767 - 2016
Happy Birthday America's Shipyard!
Photo courtesy of Alabama Battleship Memorial Park
The USS Alabama Float in front of Bldg. 1500 after the 2016 America's Shipyard Celebration.
USS Alabama: A Piece of Shipyard Heritage By Troy Miller • Visual Information Specialist With contributions by Marcus W. Robbins Echoes of war vibrated across the Atlantic in 1939, as World War II loomed in our country’s future. The American shipbuilding industry was resolved to turn the United States Navy into a strength to be recognized in preparation of the darkness of war that was spreading across Europe and Asia. Norfolk Naval Shipyard (NNSY) was one of the industry players to help build that seagoing strength by constructing 30 major vessels during World War II (1939 – 1945). Tasked April 1, 1939 to build the fourth and final USS South Dakota class battleship, USS Alabama (BB 60), 3,000 men and woman worked 24-hour days for 30 months to complete the project nine months ahead of schedule. Secretary of the Navy Frank
Knox spoke at the launching ceremony on Feb. 16, 1942. "As Alabama slides down the ways today, she carries with her a great name and a great tradition,” he said. “We cannot doubt that before many months have passed she will have had her first taste of battle. The Navy welcomes her as a new queen among her peers. In the future, as in the past, may the name Alabama ever stand for fighting spirit and devotion to a cause.” After it was commissioned Aug. 16, 1942, Alabama joined the fight in World War II where it was awarded nine battle stars. USS Alabama was decommissioned Jan. 9, 1947, and mothballed at Puget Sound Naval Shipyard, Bremerton, Washington. On May 1, 1962, it was announced in a local Mobile, Alabama newspaper
that USS Alabama was going to be scrapped. “Before the end of that day, a statewide committee, launched out of the Mobile Chamber of Commerce office, had been formed to bring USS Alabama home,” said Janet Cobb, executive director, USS Alabama Battle Ship Memorial Park. “I believe it was simply a mindset that USS Alabama was ours, and she was not going to go under the torch for scrap---she would come home to Alabama.” A statewide fundraising campaign ran through 1964. Business, individuals, and community groups joined forces to reach their million dollar goal to bring USS Alabama home. “The school children of Alabama pitched in with their coins meant for lunch, snacks and milk,” said Cobb. “In all, the school kids of Alabama raised nearly $100,000. Ultimately, around $800,000 was raised for the project.” When the USS Alabama arrived at its permanent retirement place 18 years to the day after being decommissioned, a piece of Norfolk Naval Shipyard history became a permanent fixture in Mobile, Alabama.
“Every speech or talk I give about USS Alabama highlights Norfolk Naval Shipyard’s historic role with USS Alabama,” said Cobb. NNSY takes deep pride in the building of USS Alabama. One way the shipyard shows pride in its history is by participating in various parades around Hampton Roads, towing a scaled-down replica of USS Alabama built in the early 1980s. “People outside the gates of the shipyard don’t understand who we are or what we do. Participating at local parades, school functions and other community outreach opportunities gives us a chance to tell our story, to give them a little piece of our history,” said Chuck Wicks, Production Resources Department Facilities (Code 900F) supervisor, who towed the float in a few parades. In 2016, the USS Alabama float participated in the annual Pungo Strawberry Festival Parade, the City of Portsmouth’s Annual Memorial Day Parade, and Virginia Beach’s Annual Neptune Festival Parade. The float is scheduled to appear in the City of Virginia Beach’s annual Veterans Day Parade Nov. 11 and the City of Suffolk’s Holiday Parade Dec. 10.
out & about BEYOND THE GATES FOLLOWING THE PATH OF HISTORY Story and Photos By Anna Taylor • Public Affairs Specialist Editor's Note: Thank you to Marcus W. Robbins, NNSY Historian and Archivist, for his contributions to this article. Gosport Park is a one-acre slice of land where the 249-year history of Norfolk Naval Shipyard (NNSY) is frozen in time. The park is part of Portsmouth’s Path of History, a self-guided walking tour featuring a string of historic sites tracing the routes of Old Towne back to 1752, from the home of the Union Army’s Provost Marshal to the house where President Andrew Jackson once visited. I visited the Path of History and Gosport Park during a quick lunchtime adventure, which I began at the Portsmouth Visitor Center on Crawford Parkway. The Path of History links Gosport Park, off the north end of NNSY, with the three-acre Fort Nelson Park at the entrance to Naval Medical Center Portsmouth, the nation’s first Navy Hospital. The entire Path of History is a lot to see in one lunch break, and after picking up a map and plotting my route, I decided to focus my 12 • SERVICE TO THE FLEET • NOVEMBER 2016
trip on landmarks between the Visitor Center and Water Street Ferry Landing. The Path of History’s pictorial signs, which provide important details about the many significant locations and centuries-old structures, preserve more than 250 years of American history. The Path of History is punctuated with shade trees, public green space, and brick sidewalks, and the cool air of a mid-October morning made for perfect walking weather. After leaving the Visitor Center, I stopped at the Lightship Portsmouth, a National Historic Landmark. Like lighthouses and buoys, lightships were navigational aids. The Lightship Portsmouth is now a museum and the quarters are fitted out realistically and filled with fascinating artifacts, uniforms, photographs, and models. From there I walked down London Street and around the block to Glasgow Street, taking in the varied styles of 18th and 19th century architecture. I continued down Water Street to the Portsmouth Naval
You can find a map and more information about the Path of History online at oldetowneportsmouth.com
Shipyard Museum, which overlooks the Ferry Landing, and just a few strides further, the Fresnel Lens, a well-maintained retired lighthouse light bulb, which once served as part of the Hog Island Light off the Great Machipongo Inlet on the Eastern Shore. On my way back to work before my lunch break was officially over, I made one last stop. At Gosport Park, more than a dozen signs featuring key milestones in the shipyard’s history mark various artifacts, such as two 75,000-pound propellers, a refurbished sail from ex-USS Thomas Jefferson (SSBN 618), and Navy guns that were once used on vessels built at NNSY. The park, which is located conveniently across Lincoln Street from Quarters A, is easy to visit on foot through the Trophy Park Gate (Gate 3). The shipyard’s historical brick wall provides a charming backdrop for an afternoon stroll or early-morning visit, and the various relics on display offer a glimpse into the past of which NNSY is so proud. This November marks Norfolk Naval Shipyard’s 249th birthday. If you haven’t walked the Path of History yet, now is the perfect time. Whether you decide to wander around on your own or follow the tour sequentially, the Path of History has preserved the historic relationship between Portsmouth and Norfolk Naval Shipyard through more than two centuries of change. NOVEMBER 2016 • SERVICE TO THE FLEET • 13
Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT
EYE ON INNOVATION: A SMALL TOOL BRINGS SAFETY AT NNSY TO A WHOLE NEW LEVEL BY APRIL BROWN • 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. However, sometimes someone comes to the team seeking something the RPL does 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. For years, metallographers in Code 138 have been holding welded pipe sockets by hand against a metal polishing machine. With a little time and research, putting an 14 • SERVICE TO THE FLEET • NOVEMBER 2016
idea into reality for Code 138's metallography lab has improved job safety and made their jobs easier. The process started with Andrew Lo, Code 138 nuclear welding engineer. "He contacted our prototype lab and told us the metallographers in Code 138 had an issue. We went over to see them and reviewed their process so we could come up with the best design. We took their ideas and built a prototype that would hopefully meet their needs," stated John Tate, Rapid Prototype Lab (RPL) Toolmaker. Code 138 not only wanted to get a flatter, smoother finish on their welding samples, they wanted the polishing process
to be a lot safer. "Safety is a big factor and comes first in our job," explained Michael McMickle, Code 138 Engineering Technician. "By holding these pieces by hand, anything can happen. The socket can easily rip the sandpaper up if it's held wrong, or fly off, hit a wall, and then possibly hit someone or something. Someone could lose an eye, skin, a nail, or even a finger. This tool stops the opportunity of a piece of hot metal flying around the room at 600 RPM and it's a lot safer than putting your fingers against that grinder." By giving the metallographers a better grip, the new clamping tool allows them to hold the sockets longer against the polishing
tool which produces a smooth, flat, and readable etched surface for the metallographic inspector to view. The welding results that are seen under high magnification are important to training. "What we give them is a teaching tool because it allows the inspector to tell the welders exactly what they did wrong. The welder might need to change their speed of travel or even the angle they are welding," said Charles Vanarsdale, Code 138 Engineering Technician. The prototype benefits the new students in another way as they go through welding school. They get the opportunity to learn from the engineers and get qualified on a historic polisher that was once part of a Navy tender in the shipyard while they perfect their craft. "The feedback has made a difference in the students and that builds their work confidence," said Kenny Kinstler, RPL Sheet Metal Mechanic. "We make sure they are good welders and confident when they leave here because they will be using those skills in the shipyard and on the boats, which affects our mission and the fleet." Prototype tools have become key players in shipyard jobs, operations, and overall mission. It took the RPL about a week to create the clamping tool. Once the product was created, it was brought back to the shop to give them a chance to try it out, and see what improvements can be made to produce a safer and more proficient product. The tool still needs a few tweaks, but the RPL is on the right track. "Once we get the right design honed in, we will look into getting it approved and some made for our shipyard. Then we can share it with other shipyards. It might even be something that can be used throughout the fleet. This tool is cost effective, easier to maintain, and much safer than putting their hands against that grinding tool," said Tate. "We try to keep things simple so the products are easy to use, maintain and manufacture. Another thing we do is work with the Safety Department regarding our prototypes to keep injury related costs down. It goes right along with what
Above: John Tate, Code 930 Rapid Protoype Lab Toolmaker; Charles Vanarsdale, Code 920 Engineer Technician; Michael McMickle, Code 920 Engineer Technician; and Kenny Kinstler, Code 920 Rapid Prototype Lab Sheetmetal Mechanic.
Capt. Brown is always talking about when it comes to safety and injuries. Safety is important. This tool is just one thing that helps decrease those injuries and loss of man hours. It is cost effective in many ways." The RPL is always looking for ways to help shipyard employees do their jobs safer and better. If you have an idea that might improve your job, contact the RPL at 396-4950/4956/8670. NOVEMBER 2016 • SERVICE TO THE FLEET • 15
ZONE MANAGER CREATES NEW PPE HOOD TO REDUCE EYE INJURIES Story and Photos by Anna Taylor • Public Affairs Specialist
Top: Ashley Morgan, Shop 11 Helper Trainee, demonstrates the Slick Hood. Above: Perkins (right) inspects the Slick Hood.
16 • SERVICE TO THE FLEET • NOVEMBER 2016
The sparks aligned for Dreyson “Slick” Perkins when he was promoted to forward end zone manager on the USS San Francisco (SSN 711) project. The position provided him the platform he needed to bring his new protective hood to life. The “Slick Hood,” which was christened in honor of Perkins’ nickname, is a fireretardant personal protective equipment (PPE) hood designed to minimize the risk of eye injury. The hood protects from slag, dust, paint chips
and other debris generated by everyday work at NNSY, such as grinding, sanding, needle gunning, sand blasting, highpressure painting, welding, and working with fiberglass. The old hood, a soft cotton blend with a wide opening for a full-faced respirator, allowed dust to settle above the wearer’s brow or get stuck in the folds of fabric around the head and neck. The piece of equipment designed to protect employees was causing preventable injuries when debris would dislodge as
Right: Dreyson "Slick" Perkins, creator of the new Slick Hood. Below: Perkins indicates one place where particles and fragments gather on the old hood.
the hood was taken off, or if particles flew into a bystander’s eye when blown by the wind. From June 5, 2015 to May 31, 2016, NNSY had more than 70 incidents to employees’ eyes. Of those reported incidents, 37 could have been prevented with the use of the Slick Hood. The new hood is made of thin fabric with a built-in plastic face mask and a small elastic hole that fits around the majority of the two filter cartridge full-faced or halffaced respirators used at NNSY. The method for removing the hood traps all particles and fragments inside, similar to the way a nurse removes a soiled latex glove, which reduces the risk of stray dust finding its way into an unsuspecting eye. The idea came to Perkins in 2010 when he was a new employee at Norfolk Naval Shipyard (NNSY). He proposed the idea a few times, but it never gained the necessary momentum to move from concept to prototype. After getting promoted from shipfitter mechanic to tank area manager supervisor and finally to (Operations Department (Code 300) Zone Manager, Perkins submitted his brainchild to the Beneficial Suggestion Program. He created a prototype of the Slick Hood with the assistance of Shane Martin, a sail loft supervisor, and it caught the attention of the Structural Group (Code 920) Process Improvement Office. Next, Perkins and the Code 920 Process Improvement office made a list of pros and cons and analyzed the benefits a new hood would bring to NNSY. “Then we met with the Safety Office (Code 106) and let them pick it apart, and they loved it,” said Perkins. “So now we’re in the process of starting to manufacture it at the sail loft.” Perkins did his best to make the design easy for the shipyard to recreate. He didn’t want to outsource the labor, but needed to make
sure it was cost effective for NNSY to keep production in house. “I started working with Shane to create the hood with the prototype in mind,” said Perkins. “I sat down with him and sketched it out and then he went to work on it during his free time.” Perkins is still developing the final product, but two of the other public shipyards are already interested in using it. “We are planning on producing the first 500 for use on the San Francisco conversion project,” said Perkins. “It should hit the streets, so to speak, by December or January.” Perkins said he couldn’t have created the Slick Hood without help from people like Wallace Martin, the San Francisco Project superintendent, his SSN 711 family, the Code 920 Process Improvement group, Angie Alexander, his friend and former zone manager, and his “Dawg Pound Tank Crew” on the USS Maryland (SSBN 738) project. He hopes to honor their support by keeping his San Francisco crew safe while it undergoes conversion at NNSY. “I am responsible for the forward end of the conversion work on the [San Francisco],” said Perkins. “I don’t want anyone to get hurt on my watch.”
NOVEMBER 2016 • SERVICE TO THE FLEET • 17
ROV IMPROVES CONDUCTING OF DRY DOCK INSPECTIONS Story and Photos by Kristi Britt • Public Affairs Specialist An innovative remotely operated vehicle (ROV) creates an easier and safer alternative to performing underwater inspections and minor work below the water’s surface. The ROV, called the Video Ray, is a small remote-controlled submersible being used by the Waterfront Support Branch Dry Dock Program, Code 982. The device is operated with joysticks and a remote control, and is connected to a control box with a long cable tether. In addition, it has a small arm that can be used to manipulate items underwater. “The ROV has already generated cost savings,” said Moises Finale, Code 982 Dry Dock Program Manager. “The device itself has an upfront cost but with its lifespan we can use it to take unit tests (UTs) on pipe or use it to go on inspections without having to contract divers to do the work. We eliminate the cost factor of contracting the divers as well as provide a safer alternative so that we don’t risk the divers in any conditions that may be too dangerous.” Code 982 Dry Dock Engineer Benjamin Thomas added, “The divers have cameras they use to see what we’re looking for under the water. When I need to tell the diver what I want to look at, I have to relay that information with the diving supervisor who then radios it to the diver who may not understand the request. With the ROV, we eliminate the middle man. I can handle the controls for the device and maneuver it so I can see exactly what I’m looking for.” Successes with the ROV include a mechanical issue in the dry dock durring USS La Jolla's (SSN 701) arrival. “During the middle of the evolution, we ran into a problem with one of the river sluice gates not being able to close all the way,” said Finale. “These gates are giant doors that prevent the water from coming into the dry dock. When the problem arose, we were able to send our Video Ray down there and inspect the problem without having to wait several hours to get the divers contracted and ready to submerge. We discovered that some debris was lodged underneath the gate and we were able to use the arm on the ROV to clear it out.” With the success of the Video Ray in their work, Code 982 recently begun the process of purchasing an upgraded ROV to 18 • SERVICE TO THE FLEET • NOVEMBER 2016
modernize and fit the needs of the work needing to be accomplished. However, some issues arose with the added features now included in the devices. “Some of the new features included a better picture quality on the camera as well as better controls and lighting. In addition it would be a smaller device so we could send it into smaller piping,” said Code 982 Operations Manager Ryan Nutt. “It also has a USB connection and a lot of these new features meant we had to send it through a large approval process.” Finale added, “Naval Sea Systems Command and our security department needed to give the okay to order this device so I reached out to others across the shipyard and we were contacted by the Robotics Subcommittee of the Norfolk Naval Shipyard Technology and Innovation Community of Practice (NNSY T&I COP), which was ready to help with whatever we needed. The subcommittee was there with us to get the process started and helped us every step of the way.” The team has since purchased the new Video Ray and has big plans for the future. “We’ve been asked already by the other public shipyards to send our dry dock engineers to use the ROV for their work as well,” said Finale. As the newest member of the RSC,
Finale has some promising ideas and hopes to leverage all that the T&I COP has to offer to ensure these ideas come to a realization. “We’ll be expanding the uses for the device and help eliminate the need of contracting divers so we don’t risk their safety while also saving money.” Code 982 and the Robotics team have teamed up to expand their reach outside of the shipyard gates in the way of career fairs. “We use the Video Ray to talk to the kids about dry docks and what innovative tools we use to get the job done and it’s really a big boost in getting them interested in careers at the shipyard,” said Finale. The NNSY T&I COP, along with Code 982, are constantly looking for new ideas and new technologies to bring into the shipyard. And they hope innovation expands to all disciplines in the future. “We want people to have an open mind and really think outside the box,” said Finale. “Learn what’s out there and how it could improve the job. Go through the inspection and see if it will be a good fit for the team. When you have that tool in your toolbox, you’ll be surprised how useful it can be.”
NEW CIO PRIORITIZES CYBERSECURITY, CUSTOMER SERVICE AND INNOVATIVE TECHNOLOGY BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST It’s quite possible Norfolk Naval Shipyard’s (NNSY) new Chief Information Officer (CIO) has her current job because she didn’t want to be a mechanic or photographer. Stephanie Butts recalled her first foray into the IT field was in the late 1990s during high school. Required to take a vocational course, she only had three options. “It was photography, mechanics or this thing called the Internet and [learning about] computers. I said, ‘ugh, I hate taking pictures, I’m definitely not a mechanic, but I’ll try computers.’ It was really the start of when the Internet began booming. AOL was brand new.” Great timing for Butts as she began exploring career options just as the IT field expanded into an IT world. After graduating high school, she began a five-year stint in the Navy as a Radioman and serving aboard carriers such as the USS Carl Vinson (CVN 70) and USS John C. Stennis (CVN 74). “I was on the tech control side of the house doing satellite communications,” she said. “Following the Navy I went on to work as a contractor before my civil service career began at Space and Naval Warfare Systems Command (SPAWAR) as a system administrator and project engineer.” Prior to joining the shipyard team in June, Butts worked for Navy Network Warfare Command as a project manager for the Navy’s overseas network ONE-net, U.S. Fleet Forces Command and Navy Warfare Development Command (NWDC). While highly knowledgeable across the spectrum
of Information Technology issues, Butts also shows bursts of self-deprecation. “I was not a good engineer,” she confessed. “AutoCAD and I do not get along! Those of you who use AutoCAD, good for you! I have a great appreciation for how difficult that application can be, but I know the importance of it.” Particularly important to her now is building relationships with NNSY’s departments and shops, getting valuable feedback, and communicating to shipyarders when IT changes will impact them. Well aware of the occasional cursing at computers, and moaning in meetings about IT problems, she knows she has her work cut out for her. “I don’t know if I should wear body armor when I show up to a meeting,” she joked. “I get both ends of the spectrum: ‘IT is great,’ ‘IT is terrible.’ It’s important for me to help improve the relationship between our code and the rest of the shipyard, and show how we support the shipyard. We really want to be an asset.” As of October 1, Code 1230 made the official transition to being Code 109. “What it means for us is we’re aligned with the other three shipyards and have a direct reporting relationship to the commander,” said Butts. “It’s really making decisions that are aligned with [Shipyard Commander] Captain Brown and [NAVSEA Commander] Vice Adm. Moore’s intent.” One of Vice Adm. Moore’s top three priorities is cybersecurity, which he called a “warfighting imperative.” Butts plans for
Code 109 to launch a cybersecurity awareness campaign to educate shipyarders about possible threats and how they can support this priority. Many people may be surprised to learn that cybersecurity threats go far beyond mere computers and their associated systems. “Welding machines, industrial plant equipment, laser cutters all most likely have an IT component somewhere embedded in them,” said Butts. “Our challenge is these systems were built and engineered several years ago without security in mind. So, part of our challenge is how to support and apply security controls to these systems.” She added, “I’m cybersecurity-centric, which is a really good thing because it’s never been more important than now to integrate cybersecurity into everything we do, including at the shipyard. Our adversaries are outpacing us across the board in trying to disrupt and disable critical infrastructure, resources and warfighting capabilities. We want to make sure the shipyard is well positioned on cybersecurity because we do play an integral role in delivering ships to the fleet. Cyber threats to the ship platforms, Platform IT (PIT) in the form of standalone equipment, integrated equipment and networking components must be realized. We really need to take a look at threat vectors to include insider threats and understand what they are to each of those systems, and educate the people working on them or using them.” Beyond cybersecurity, there’s plenty to keep Code 109 busy in the near and far future. Partnering with NNSY Security on the new Automated Access Control System, to be deployed by December. Expanding use of Radio-Frequency Identification to track shipyard project material. Turning NNSY into a WiFi-enabled shipyard to support a mobile workforce environment. [Read more about RFID in the May issue of Service to the Fleet.] “We work tirelessly--the entire code-to support the production environment here at the shipyard. This environment is unlike any I’ve ever seen!” Butts pointed out. “The number one priority is our corporate resources. They have to be available. When they’re down, production work literally stops. We have to strike a balance in supporting the systems we have and figuring how to deploy new technology or do a tech refresh while understanding what the threats for each of those systems are.” Summing up the philosophy now guiding Code 109, she said, “we’ve got to work together as a team, we want to establish relationships in the shipyard, and we want to go forward and conquer with innovative technology.” NOVEMBER 2016 • SERVICE TO THE FLEET • 19
NNSY BLOOD DRIVES AND DONATIONS HAVE A GLOBAL IMPACT BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Donating blood isn’t always something people think about, but there is a vital need every day across the globe. NNSY began partnering with the Armed Services Blood Program during the 1980s and has been a strong participant ever since. Blood donation partnerships build and replenish blood supplies onboard military vessels, warzone surgical field hospitals, military treatment facilities, humanitarian relief efforts across the globe, and the American Red Cross, just to name a few. "One hundred percent of the shipyard's most recent blood donation was sent to the USNS Comfort (T-AH-20) to support efforts of Hurricane Matthew," said Karen Blanton, NNSY blood drive coordinator. 20 • SERVICE TO THE FLEET • NOVEMBER 2016
Armed Services Blood Drive Coordinator Ralph Peters explained, “NNSY has been and continues to be of significant support to the Department of Defense’s blood donor program. From the consolidated efforts of the point of contact staff who promote the drive, provide the logistics and network with department supervisors, thereby assuring the time needed of their staff and also themselves to volunteer; these efforts along with the work of the drive team assures the success of the drives. The Blood Donor Center of Naval Medical Center Portsmouth is very appreciative of the ongoing lifesaving contributions that NNSY gives for the Armed Services Blood Program.” When considering donating blood, there are a few things a donor should be aware of that will help prepare them ahead of time. A donor should: eat a healthy meal, avoid eating fatty foods, drink an extra 16 ounces of water the night before, and get a good night's rest. Even if a donor has done those things, a low iron level can prevent the opportunity of giving that vital pint of blood. "The main reason the blood program is having trouble right
For more information on blood drives and donations, visit www.militaryblood.dod.mil and look for upcoming blood drives displayed on the shipyard’s social media outlets. now is because donors have low blood iron," said Blanton. "Many people don't realize it until they go to donate blood or get a blood test at their doctor's office." The legal donation iron level requirement is 12.5 hemoglobin for women and 13.0 hemoglobin for men. Eating red meat, beets, fish, poultry, beans, spinach, and raisins, and other iron-rich foods are great ways to build up iron levels. Concerns about Mad Cow Disease will also prevent someone donating a pint of blood. The Food and Drug Administration set a blood donation restriction based on the possibility of a donor transmitting the disease to a recipient through a blood transfusion. The restriction lift date is currently unknown until scientists are able to determine a dormancy period. "Blood donations are important to both the donor and receiver. A donor makes a selfless act by donating their blood to help keep someone alive when their life is in danger," explained Blanton. Each NNSY blood donation drive goal is 50 pints. Each pint donated can potentially save up to three lives. Some blood types are more easily matched than others. Type O negative donors are known as the universal donors because their blood can be used for all blood types and they can only receive type O negative donations. O positive blood type is the most common and is often used when exact blood types are unavailable. Type A is the second most common blood type and can be donated to type A and type AB receivers. The second rarest is type B and can be transfused to type B and type AB recipients. Type AB is the rarest and is often used in emergency situations if a patient's blood type is unknown. "In the end, it's all about life on the other end and saving lives. It feels good to know that some of our blood donations went to help the Haitian people after they were hit by Hurricane Matthew," said Blanton. "We are providing a humanitarian assistance, which I think is awesome. We are happy to help anyone who needs it across the globe. It is pretty exciting to know we were a part of that." The duration time of donating blood ranges from ten minutes to one hour. Once
a donor arrives at the site, they will be asked to fill out a questionnaire to ensure medical requirements are met for a safe contribution. After a donation is received, the blood is tested for blood-borne diseases. If the blood tests positive, the blood donation will be discarded and a blood bank representative will notify the donor of why the blood was not usable. Blood drives are held every two months at the NNSY Chapel. In 2015, 179 employees registered to donate, 134 donations were collected, and 134 pints were acceptable for use. This far in 2016, 264 employees registered to donate, 191 donations were collected, and 111 pints were acceptable for use. The last blood drive of 2016 will be held December 14. Blood drives in 2017 will be held February 8, April 12, June 14, August 16, October 18 and December 12. Donations are accepted locally at Portsmouth Naval Hospital or the American Red Cross. "Donating blood not only saves lives, it’s a self-gratifying event that allows someone to give back or pay it forward," stated Blanton. "Many people will donate because of a blood transfusion they received or to someone they know. It's an amazing gift to give someone."
TIPS FOR DONATING: • Must weigh 110 pounds or more • Must wait 56 days between each donation • Eat something healthy before you give blood • Bring a photo ID, a current list of medications and immunizations within the past 8 weeks, a list of any foreign countries you have visited or lived in since 1980, and a donor history form • It can take up to 40 pints to save the life of a trauma victim • A pint of blood can prolong a premature baby's life by two weeks • Platelet donors must not take aspirin for two days prior to donating • Platelet donations allow lifethreatening disease treatment to work • Platelet donations are accepted at military hospitals
Shipyard Spotlight
Positivity brings growth and opportunities for Code 1100 Supervisor BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST If you have ever heard the words “awesome day,” you know Dorassa Fields must be nearby. If you’ve ever received an email from Fields, you know she was smiling when she wrote it. Fields is on a one-woman mission to make Norfolk Naval Shipyard (NNSY) a brighter place for everyone. People who know Fields say she exudes her trademark exuberant demeanor on the phone and in person. In Dorassa Fields’ own words, “I enjoy people. My job is customer service!” Fields, Executive Support Branch (Code 1100) supervisory administrative management specialist, really wasn't sure how she was going to afford college until an Army Recruiter visited her high school. Once she learned they would pay for her education, she jumped at the chance to join the Army Reserves. While her friends were enjoying their summer, Fields went to boot camp in Fort Jackson, South Carolina. The following summer, she was trained as an Army administrative management specialist. Fields says serving her country for six years laid the foundation for who she is today. She now lives by her own set of core values based on what she learns by meeting and working with diverse people around the world. “Being able to travel has really molded me. I lived in Japan for 13 years. I’ve traveled to Korea, Italy, Paris, Guatemala, and Egypt, where I saw the pyramids and rode a camel,” she said “Above anything, I believe the most valuable things we have in life are people. We should always treat them with respect and kindness. A helping hand can really change someone’s life. Staying positive helps you see things in a different perspective. Don't let a negative attitude change 22 • SERVICE TO THE FLEET • NOVEMBER 2016
your way of thinking. Just remember, every cloud has a silver lining.” Fields started her government career more than 27 years ago in Atsugi, Japan. After returning to the states, she started working at Naval Station Norfolk in the Human Resources Office. Even after being part of a Reduction in Force (RIF), Fields didn’t give up. “It was hard, but it was also a blessing in disguise because it brought me to NNSY," said Fields. She was assigned to NNSY’s Nuclear Supply Department as an administrative assistant in 1998 and moved to Code 1100 in 2007. “Little did I know how one choice would greatly impact my life in a positive way,” she explained. “With less than a month in my new department, they announced they needed a needed a new Combined Federal Campaign (CFC) Coordinator. I raised my hand and volunteered.” The CFC program has been rewarding for Fields, even during difficult times, like sequestration, which affected paychecks and employee morale. “It is really rewarding when I look around the Command Briefing Room (CBR) in Bldg. 1500 during a CFC event and see employees laughing, dancing, and just having fun,” said Fields. “During the years, goals have changed due to financial challenges both at work and at home. It still amazes me to see that people are still willing to give even if it is a small amount just to help a cause. Our goal for
In 2010, Fields visited Egypt. She said riding a camel was the most daring and adventurous thing she tried.
2016 is $350,000 and we are off to a great start.” Her work hasn’t gone unnoticed. Fields received a Meritorious Civilian Service Award for CFC in 2012. A second award landed her a trip to the White House, in Washington, D.C. where he received the National CFC Heroes Award presented by the U.S. Office of Personnel Management. “The whole experience was simply incredible. All of that hard work was to raise money to help people and to me that is what’s rewarding,” said Fields. “I’ve been a CFC Coordinator for nine years, and CFC holds a special place in my heart. What I’ve learned from being here will always be with me. I enjoy what I do and the reason why I love what I do is because of the people I work with and meet at the shipyard.” The decision to volunteer to be CFC Coordinator changed her life, and she says learning how to step back and look outside the box can be beneficial. "Take a leap of faith and step out of your position description,” she said. “Take a look around and see what kinds of things are out there that will help you grow not only in your career, but life in general. Life is full of adventures and opportunities. You never know when something as simple as raising your hand to volunteer can change your life and your career path…it did mine.” In 2011, a job opening for the new awards program caught her attention. The position offered the growth opportunities Fields was looking for. “The awards program was created to help recognize employees
for going above and beyond in their jobs,” explained Fields. “One of my favorite things about being a part of this program is when I see customers coming into the Earn store smiling and looking for something they can purchase with their awards dollars. If you look around the shipyard, every day you will see people wearing or carrying an item with the NNSY logo on it. It just brings a smile to my face because I know the program is working and it is a good feeling to see employees being recognized and appreciated for a job well done.” Earn dollars are awarded during the course of the fiscal year and there are currently more than 60 products to choose from. Her motivation comes from what she has learned along her journeys. “If I have a ticket, I’ll go anywhere. I am always looking for ways to grow diversely and help others. It is who I am and I enjoy helping people! I love my job and I look forward to coming to work each day because there is an opportunity to help someone, meet someone new, and mentor. I’m grateful for that one good choice I made, that one good choice that changed my life in Code 1100. It’s something I will never forget and always remind others not to be afraid to take a chance. You never know where you may end up.” NOVEMBER 2016 • SERVICE TO THE FLEET • 23
Veterans Day Spotlight: Johnnie Mason BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Respect. Strength. Admiration. These are all words Johnnie Mason felt about his “Paps,” his best friend’s dad, a retired Master Sergeant in the Air Force who brought him into his home at the age of seventeen. Mason looked up to him for his role in the military as well as his role in Mason’s life. With the inspiration toward what the military could do for his life, Mason held intentions to join the service, his journey leading him into the U.S. Navy. “I was in boot camp and already out to sea shortly after Desert Storm before I knew it,” said Mason. “My intentions entering were mainly to remain for four years and then go to school. But when I got in, I really enjoyed it and never wanted to leave.” Mason worked on aircraft carriers as an aviation’s boatswain’s mate (launching and recovery equipment). His focus was on the catapults and arresting gear on the flight deck. “I made so many memories at sea and I really enjoyed being able to go overseas and seeing places I never even dreamed about going,” said Mason. “I’ve had so many adventures and made so many friends, many of who work at the shipyard now.” He remained in the Navy for ten years until medical reasons forced him to separate. Mason wanted to remain in service and aid the Navy any way he could. And for years, he searched for a way to do that as a veteran. “After getting out of the military and utilizing my certification 24 • SERVICE TO THE FLEET • NOVEMBER 2016
for welding, I wanted an opportunity to be back in a leadership role,” said Mason. “I was doing contracting work at mills and I wanted something more stable for my family and continue to work for the Navy since that’s where I came from. I wasn’t ready to get out of the military so being able to come back to a place I could be familiar with and contribute to getting the ships out to the fleet was something I really wanted for myself.” Mason heard about the job opportunities at Norfolk Naval Shipyard (NNSY) when his wife joined the military and was stationed in Norfolk. Knowing the shipyard from his time on the USS George Washington (CVN 73) in 1999, he moved from Florida with his wife and kids in hopes of securing a position. “I went to career fairs and utilized USAJobs but I found the process to be rather hard,” said Mason. “I was having trouble until I was able to reach out to those who were working at the shipyard and they were able to give me advice. When I finally got in, I knew I was where I needed to be.” Mason has worked at NNSY for four and a half years, where he is currently the Code 960 Shop 06 (Tool Control) Safety and Repair Supervisor. He is also the safety representative for his code and has found a deep passion for keeping the workforce safe. “I’m really adamant about safety and making sure it’s a high priority for the shipyard,” he said. In addition, Mason has found a community of friends in the
Veteran Employee Readiness Group (Vet-ERG). “They are a group of like-minded people, both veterans and supporters of veterans, who come together to help those in the community and within the shipyard who have previously served in the military,” said Mason. “I have joined them in various events and one of them that stuck out in my mind was when we donated DVDs to the Portsmouth Naval Hospital. We were able to meet with Wounded Warriors who were currently in rehab or awaiting separation and I saw myself and my past in them. I remember being in their position and knowing that we needed a community around us to help us get through. Being there with those Sailors and Marines and seeing their faces light up when we were able to donate the DVDs was huge. We were able to talk to them and show them that we were there for them. That was truly worth it.” Every life experience, whether it be at work or with his family, reminds Mason of the lessons he was taught by his “Paps.” He brings that respect with him every day, and he strives to be the best he can for himself and those around him. And he is happy that though he had to leave the service, he was able to find a home once again with the U.S. Navy. “This job is a blessing to me and being here knowing that I’m contributing to something bigger is a big deal to me,” said Mason. “It’s one of the best things I could have done and I’m really happy here. I’m thankful for every day being here. I’ve got twenty five more years to go and I plan on spending every single one of them here at America’s Shipyard.”
Fast Facts About Johnnie • Mason has three kids, three dogs, and two cats. His wife is currently an apprentice for Shop 67. • Mason is an avid fisherman. • Mason has been mechanically inclined since he was young and has passed that love for machines onto his eldest daughter. He owns a '63 Bel Air that he, his daughter and his wife have been working to restore. He says he’s looking at purchasing a Volkswagen Beetle for his daughter so they can restore it together as her first vehicle.
NOVEMBER 2016 • SERVICE TO THE FLEET • 25
Waterfront Watch: ALL HANDS ON DECK
Sailors fight a simulated fire during a joint fire fighting exercise with USS Harry S. Truman and NNSY Fire Department aboard aircraft carrier USS Harry S. Truman (CVN 75).
Truman, NNSY Fire Department Conduct Integrated Fire Drill BY PO3 LINDSAY A. PRESTON • USS HARRY S TRUMAN PUBLIC AFFAIRS PHOTOS BY PO3 RICHARD PACHECO At sea, on the pier and in the shipyards, Sailors provide first response emergency services to maintain readiness. In the shipyards, Sailors stand alongside civilian partners to better respond to unique requirements of an 26 • SERVICE TO THE FLEET • NOVEMBER 2016
industrial environment. To prepare for any challenges which may arise during the ship’s 10-month Planned Incremental Avalability, aircraft carrier USS Harry S Truman (CVN 75) conducted an integrated fire drill onboard
between the crew and the Navy Region MidAtlantic Fire Emergency Services, Sept. 29. The drill focused on integrated shipboard firefighting. The fire emergency team provides additional manpower for ship’s forces as well as training for rapid response. Approximately 50 Sailors and 12 civilian firefighters participated in the drill and collaborated to extinguish a simulated fire. “In the yards we maintain readiness by conducting regular drills so the skills we learned underway are maintained during the yard period,” said Petty Officer 1st Class Jeffrey Ronshausen, a specialist in Damage Control. “We always have a team of Sailors who specialize in damage control, the in-port emergency team (IET), which serves as the intial responders to shipboard casulaties. Ronshausen said Sailors in IET are important because they are the first line of defense against a casualty. “It is important we run drills constantly to reinforce skills and work together with the fire department,” said Ronshausen The fire department is responsible for providing support in establishing the location of the fire and relay the information to their command. They also worked directly with the hose team to practice the best methods to extinguish fires in tight spaces. “The drill went well especially for the first time since the ship has been in the yards,” said Lieutenant Paramedic Troy Ellis. “There was great communication between ship’s forces and the fire department. We will use this integrated training in the future for other carriers when they enter the shipyards and the crew can expect to conduct more integrated fire drills.” Safety of the crew, shipyard personnel and equipment is the main priority while Truman is in the yards. Coordination and teamwork will assist in ensuring a safe and successful maintenance period. For more news from USS Harry S Truman, visit www.navy.mil/local.cvn75.
NNSY Welcomes Deputy Shipyard Commander Capt. Daniel Rossler BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST Norfolk Naval Shipyard welcomed Capt. Daniel Rossler as the new Deputy Shipyard Commander July 15. As the deputy shipyard commander, Rossler’s main function will be to assist the Shipyard Commander Capt. Scott Brown in executing the shipyards strategic plan. Rossler previously served at Naval Personnel Command in Millington, Tennessee as the placement officer and detailer for submarine and nuclear power limited duty officers. “My perspective of a shipyard has only been from a ship or submarine so I am very excited to see how a shipyard functions from the inside,” said Rossler, who was chief engineer on the USS Harry S Truman (CVN 75) during its 2011 availability and served also as the overhaul coordinator for the USS City of Corpus Christi (SSN 705) located in Kittery, Maine in 1999. Rossler is very familiar with changing his perspective. Going from a fleet Sailor, who received orders from a detailer, to working the administrative side and giving orders, learning about manpower rules and regulations provided him a clearer understanding of how the Navy deals with people, Rossler said. “Now that I am sitting in this seat, I am very interested to get to see how a shipyard operates as an organization from the recruitment of workers, to the building of our execution plans, and the performance of work” he said. Rossler’s focus areas will be immersing himself in the oversight of military programs and Sailors as well as continuing improvement of shipyard operations and development of the total workforce. “When you look at our workforce, some 10,500 people, and includes approximately 750 military, it’s a very different workforce than I am used to,” said Rossler. “We have employees at the foundry in Philadelphia,
our repair center in Kings Bay, on the AS 39 in Guam, as well as Naval Station Norfolk, and all the places around the world that need our skilled labor and management; so I realize I have a lot of learning to do,” said Rossler. “Looking at the Chief of Naval Operation’s ‘Design for Maintaining Maritime Superiority’ and where we fit in the different lines of effort, from strengthening naval power, high velocity learning, strengthening our team, and expanding our network of partners, it is my goal to support the shipyard commander full force in working to improve the shipyard internally.” Rossler said some of his main focus points will be to help the shipyard learn and adapt to achieve maximum performance through leadership and supervisory development, core competencies and skills improvement, as well as facilities enhancement and improvements to support the newer class of ships and submarines. “I want to help ensure our personnel have the responsibility, resources, and authority to effectively plan and accomplish work and ensure priorities are aligned within the project teams and the shipyard as a whole,” he said. When it comes to leadership development, Rossler believes one of the shipyard’s greatest tools is the Command University. “Years ago if you would have asked my philosophy on leadership I would have told you ‘leaders are born that way,’” he said. “But as you take on more roles and responsibilities you begin to realize you learn as you go—first you learn a skill, then you are trusted to do a job without very much oversight, you then become a person that trains the new employees, and then you move
into a management or supervisory role using what you have seen other people do mixed in with your personality and style. So I have come to learn you can teach skills that are useful to leaders but you can’t teach people to be a leader.” Rossler’s belief is that personal desire and motivation are the greatest attributes to leadership. And while developing leaders is important, he feels the shipyard also needs people who are looking to become highly proficient in their skills. “Not everyone has to be a supervisor or manager,” he said. For those looking to gain experience or step into leadership positions or both, Rossler feels the shipyard has a responsibility to ensure employees have the right tools to set them up for success and help the shipyard complete its mission. “We need to develop our people to become technicians and leaders—after all, they are our replacements as we move into new positions, careers, or retire,” he said. As he gets oriented and familiar with the shipyard, Rossler will be meeting with the various codes, departments, shops, and superintendents to meet the people who make up America’s Shipyard. “As second in command I have a certain level of accountability, but I must also set and maintain high standards consistent with the Navy and shipyard core values,” said Rossler. “The best way I know how to do this is supporting employee development and encouraging teamwork.”