Service to the Fleet - September 2016

DON'T MISS: EYE ON INNOVATION AND NEW CONTRACT OFFICE

SERVICE TO THE FLEET Norfolk Naval Shipyard

We Are America's Shipyard

September 2016

Continuous Training and Development Empowers Public Shipyard Employees ALSO INSIDE: FIRE PREVENTION AND TRAFFIC ENHANCEMENTS

Table of Contents

IN THIS ISSUE Features: 4 FROM THE COMMANDER

How we accelerated the change in Fiscal Year 2016

6 FROM THE MASTER CHIEF It's hot at America's Shipyard

7 LA JOLLA TEAM

La Jolla team completes special emphasis work two days ahead of schedule

10 CTD

10

Cover photo by Shayne Hensley, NNSY Photographer

Continuous Training and Development empowers public shipyard employees

12 CODE 400

Contract fraud can happen to any organization, including the U.S. Navy

14 EYE ON INNOVATION

RPL creates trim and drain valve torque wrench adapter

19 FIRE AND LIFE SAFETY

7

20 TRAFFIC CHANGES

24

NNSY turns up the heat to address fire and life safety deficiencies

Traffic flow and pedestrian safety changes coming to NNSY

22 SHIPYARD SPOTLIGHT

New production resources officer brings winning positivity to NNSY

24 BEYOND THE GATES

Discovering Norfolk's Cannonball Trail

19

VOLUME 79 • NUMBER 8 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.

Photos by Luke Beasley, NNSY Photographer

CLEAN-UP DAY

Norfolk Naval Shipyard employees participated in Clean the Shipyard Day Aug. 10. This quarterly event involves civilian, military and contractors, who team up to promote pride in the workplace and ensure a cleaner, more organized shipyard. During the clean up, personnel spent time cleaning and organizing shops and workspaces to make America's Shipyard a safe and sanitary place for everyone. This quarter's event focused on project lay down spaces, break rooms, office trailers, and common areas.

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 SEPTEMBER 2016 • SERVICE TO THE FLEET • 3

From the Commander: CAPTAIN SCOTT BROWN

How We Accelerated the Change

It’s been well communicated what is expected of us, why our responsibilities are so important, and how we’ve been positioned to be successful. Now it’s time to make it happen!

As we close out the year of accelerating the change at Norfolk Naval Shipyard, I think this is an ideal time to recap our accomplishments of the past several months. I’m pleased to see that we’ve not only been on the right track, but we’ve made significant progress on it as well. America’s Shipyard has actively increased its capabilities and capacity, and we have a number of success stories in all of our Strategic Improvement Initiatives that challenged us to collectively accelerate as an organization.

Leadership was the first of these initiatives, so we enhanced our daily production planning to ensure we started all jobs prepared and aligned with necessary codes. This set the foundation for effective work coordination and achievement of first-time quality. The centerpiece of our Leadership efforts was revitalizing the Production Resources Department (Code 900), which pivoted on establishing three major divisions—the Production Department (901), Production Resources (900B), and Facilities (900F)--and empowering them with the bandwidth to establish and maintain our “world-class” shipyard status. We also better aligned our efforts between Code 900, Code 300 (Operations), and Code 300N (Nuclear Production).

4 • SERVICE TO THE FLEET • SEPTEMBER 2016

The second of our improvement initiatives, Personnel Development, focused on equipping our people with the knowledge and skills to be successful in all aspects of their work. We’ve spent the past several months establishing core competencies and building employee development pipelines, but now it’s time to move those concepts off the paper and onto the project with the arrival of USS Harry S Truman (CVN 75) for its Planned Incremental Availability. Personnel Development is well aligned with the CNO’s challenge to achieve high-velocity learning by “apply[ing] the best concepts, techniques and technologies to accelerate learning as individuals, teams and organizations.”

Training served as the hub of our performance improvement initiatives in 2016, as all factors of our business revolve around training and education. Our work is highly technical and requires precise understanding, communication and specification in planning, readiness, execution and assessment. Because of this, it is imperative we provide employee training of great quality and efficiency. To better achieve this, we hired dozens of new instructors during the past several months to bolster our training capacity. This is especially vital with the hundreds of new shipyard employees who have joined us in recent months. Code 900T also smartly aligned shop training plans directly to specific project requirements through its Plan, Prioritize, Schedule, Train (PPST) process.

We also saw encouraging signs inside many of the production shops that have streamlined training for new hires.

With first level supervisors being the center of gravity for our production efforts in America’s Shipyard, Supervisory Development was another significant improvement initiative.

We established trade managers in the production shops who help guide our first line supervisors in the planning and execution of work. These trade managers help to establish a consistent chain of command regardless of project or work assignment for supervisors and mechanics. Code 900 also led the charge developing a shadowing program where new supervisors receive on-the-job training prior to assignment as a supervisor. Code 950 even took it a step further, formalizing its supervisory development commitments in writing and regularly tracking their progress.

As the fifth and final strategic improvement initiative, we focused on our facilities and making investments in becoming the modern,

world-class facility we all want America’s Shipyard to be. Throughout the installation we have new signage, lights and crosswalks.

We are dramatically renovating the north end, realigning that area and moving overhead functions further away from the waterfront so we can better meet Fleet requirements.

Code 900 shops, particularly within Codes 930 and 960, are restoring facility pride and smartly utilizing spaces in the industrial area.

Improving our shipyard facilities has required the vital efforts of Naval Facilities Engineering Command (NAVFAC), the Base Support Office, Code 900 Facilities, the Production Facility and Equipment Management Division, and many other dedicated departments. It’s great to see tangible results from this significant teaming effort.

Now that we’ve accelerated change in America’s Shipyard, you may be wondering what’s next for the coming year. As detailed above, the Navy has made significant investments in this facility, enhancing our command and providing us the people we need to execute what’s required of us. Now it’s time to “meet the mark!” I’ll discuss this concept in much more detail next month, but at its core, “meeting the mark” means we do what we say we’re going to do. We meet the mark in supporting the Fleet. When we say we’re going to deliver USS Harry S Truman (CVN 75) back to the Fleet by July 27, 2017, that date needs to be a promise and not just a placeholder. I quote directly from NAVSEA Commander, Vice Admiral Tom Moore, as he clearly stated in his Commander’s Intent: “Our Combatant Commanders rely on us to provide the naval assets they need, when they are needed. Our ability to deliver ships out of public and private yard maintenance availabilities on time, without cutting corners and with the requisite quality is critical to meet this demand.” It’s been well communicated what is expected of us, why our responsibilities are so important, and how we’ve been positioned to be successful.

Now it’s time to make it happen!

We are Norfolk Naval Shipyard.

We are America’s Shipyard.

Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander

Rhode to Success: Shop 38 Shafting Team

Just like the submarine in Dry Dock 4, it takes a lot of moving parts to make a project team successful.

One of those moving parts is the USS Rhode Island (SSBN 740) Project Shafting Team, a dedicated group of mechanics who spend the entire availability repairing, refurbishing, and replacing parts of the boat’s shaft.

The Rhode Island Project Shafting Team is composed of machinists and boilermakers whose job it is, in layman’s terms, to pull off the propeller, pull out the shaft, inspect it, test it, and then put it all back together again.

“We do whatever it takes to fix it back up,” said Marshall Moore, Mechanical Group (Code 930) Marine Machinist Shop (Shop 38) supervisor.

Rhode Island arrived at Norfolk Naval Shipyard last December for its 27-month Engineered Refueling Overhaul (ERO), a major availability during which the submarine is being refueled and upgraded before returning to support the country’s nuclear deterrence strategy.

The shafting team’s job requires constant coordination with the Rigging and Equipment Operations Division (Code 740) Steering and Diving Group from Shop 72.

“We can’t do it alone,” said Tim Mays, a Shop 38 mechanic on the project. “Even if we get the housings torn apart, we need Shop 72’s expertise to finish the job. A lot of times while we’re doing something, they’re doing something right beside us to make sure nothing falls apart.”

Shane Hartless, a Shop 38 work leader, said Shop 38 and Shop 72 are like a big family. “We work hand in hand because a lot of times we’re in each other’s way working in the same space, so a lot of coordination goes into it. We all work together.”

The group embraced the goal of setting new standards on the project in terms of safety, quality, and efficiency. Moore said it was easy to do because his team is made up of good leaders. Mays and Hartless, for example, completed the apprenticeship early, but haven’t even walked across the graduation stage yet and are already leaders on the project.

Moore said many of the other mechanics on the shafting team are still new to the job themselves, but they are quick to offer help and mentorship when needed. “That kind of dedication and ability is really helping the project. These guys are helping train the new mechanics who have no experience, and we’ve really been able to accomplish great things.”

The pressure of being NNSY’s highest priority project is not lost on Mays. “If I’m being honest, nobody likes being put under pressure to accomplish a big task that seems impossible,” he said. “But when you push your limits and persevere and you have days that are big wins and you get your crew to look at each other and realize that you as a group were able to do it, it doesn’t get any better than that.”

Mays acknowledged there have been some setbacks, “but each time my trade manager, Genaro Bell, my supervisor, Marshall Moore, and my work leader, Shane Hartless, were there to make sure progress was still attainable,” he said. “Everyone has given it their best, and that dedication says everything about our team.”

The project still has more almost two years to go before it’s completed, but Moore is looking forward to a promising future at the shipyard. “Development is going in the right direction and I think if these guys keep doing what they’re doing and developing the young people with the same kind of work ethic, we’re going to have a strong workforce. I hope we can keep using that attitude.”

Story By Anna Taylor • Public Affairs Specialist | Photo by Tony Anderson • NNSY Photographer SEPTEMBER 2016 • SERVICE TO THE FLEET • 5

From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE

The end of summer at America's Shipyard

I ask each of you to remember that right now, our Navy is protecting and defending America on the world's oceans and installations around the world.

6 • SERVICE TO THE FLEET • SEPTEMBER 2016

First let me say “welcome aboard” to the entire crew of USS Harry S Truman (CVN 75), which arrived in August! We stand ready to support you and work together to make your visit to our shipyard a success and get HST through its availability and back to sea!

On September 11th we take time to recognize Patriot Day. A day on which we as a nation pause to remember those we lost and to pay tribute to the countless heroes who selflessly ran to aid and comfort the survivors of the horrific terrorist attacks of Sept. 11, 2001.

September is also the start of National Hispanic Heritage Month which runs from Sept. 15 to Oct. 15. During this time we recognize the contributions of Hispanic and Latino Americans to the United States and celebrate the group's heritage and culture.

And then there is September 16th! This is a date known Navy wide and celebrated every year! It is the date we stop and pin the anchors upon the collars of thousands of newly selected and accepted Chief Petty Officers!

This year NNSY has the privilege of pinning: MMNC Gabrielle Aragon, MMC Zachary Bristol, MMC Ackeola Brooks, LSC Kevin Henry, MMNC Aaron Patterson, MAC Caitlin Swenson and ICC David Young!

Congratulations to each of you. NAVY CHIEF, NAVY PRIDE, HOOYAH! Remember those who helped you get to this significant milestone in your career; it is now your turn!

I ask each of you to remember that right now, our Navy is protecting and defending America on the world's oceans and installations around the world. Navy ships, submarines, aircraft and, most importantly, tens of thousands of America's finest young men and women are deployed around the world doing just that. They are there now.

They will be there when we are sleeping tonight. They will be there every Saturday, Sunday and every holiday this year. They are there around the clock, far from our shores, defending America at all times.

Keep up the great work that makes us America’s Shipyard! I know you are working hard out there and it shows! 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

TEAM COMPLETES SPECIAL EMPHASIS WORK TWO DAYS AHEAD OF SCHEDULE

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST | PHOTO BY TROY MILLER • VISUAL INFORMATION SPECIALIST The USS La Jolla (SSN 701) Special Emphasis Work Team has completed a first ever CD Tank Modification two days ahead of schedule.

When planning began for the USS La Jolla (SSN 701) CD Tank Modification, a single term echoed out: unexecutable. A job that had never been done before, Norfolk Naval Shipyard (NNSY) was taking a step into uncharted territory with the hopes of completing a special emphasis job that was first deemed impossible. But with a team filled with multiple trades and shops ready to prove its skills were the best of the best, members worked together to not only break through the barriers to accomplish their goals, they did so with first-time quality work and ahead of schedule.

“We took this multi-trade, multi-shop team and we turned them into one unit to do a successful job here on La Jolla,” said Jim Hewitt, La Jolla assistant project superintendent. “We were tasked to do something first-time and spent months training and refining a process that was at first deemed unworkable into something that we were able to succeed in safely.”

The special emphasis work on the CD tank took approximately five months to train and four weeks to execute. The team came together with a schedule performance of 1.05. The cost performance rounded out to 1.22, meaning every dollar given was returned at $1.22. In addition to its first-time quality efforts on a complex job, the team had zero injuries or safety issues during the main job.

Pipefitter Shop (Shop 56) Supervisor Jason Legg said their success on the job came from a very dynamic group. “One of the best parts of the job for me as a supervisor was being able to employ all these different shops for the job,” said Legg. “This multi-trait gang made the job successful; we had a lot of different input from those with different expertise and were able to craft a process for us that worked. We listened to our mechanics who were getting the job done and they shared with us their valid ideas and proved they are a large asset to what we do as a team. It’s a team effort all around; I’m proud to have worked with them.”

Mechanical Group (Code 930) Boilermaker Shop (Shop 41) Work Leader James Hill said training in the mock-up area added to their success as well. “The job itself was a challenge we had to

overcome but we made it easy with all of our training together as a team. Working in the mock-up and seeing our work firsthand before we took it to the boat really refined our skills and got us prepared for action. With that training, we succeeded and came together with a common goal to get the work done.”

“We talk about communication and coordination; these are true keys to success,” said Hewitt. “This team was able to do that. They were able to communicate a clear and professional message between the ships.”

The CD Tank Modification team was recognized for their efforts Aug. 4 during a Bravo Zulu event for the La Jolla Project team, receiving awards and praise from shipyard leadership and fellow employees for a job well done.

“Capt. Brown told us we’re supposed to be brilliant on the basics.

And that’s what we’ve done,” shared Hewitt. “We’ve taken his words, put feet to them, and turned them into action on the deckplate. I couldn’t be more proud of the team and what they’ve done. All the praise should go to them because they did an amazing job for Code 361, and more importantly for NNSY and the United States Navy.”

Nuclear Engineering Planning Department Manager (Code 2300) James Kenny said to the team, “You did this job successfully, professionally, without even missing a beat. This has been one of the strongest performances I’ve seen since my return to NNSY and my hat’s off to you for the great work you’ve done. I can’t wait to see what’s next.”

SEPTEMBER 2016 • SERVICE TO THE FLEET • 7

Shipyard Insider: BUZZ & BYTES

» POSITIVE YARDAGE Congratulations Congratulations to Code 1130 Emergency Management Specialist Liscon “BJ” Butler Jr., recognized Aug. 1 with a Certificate of Appreciation for his service as an Individual Augmentee for several months in Jordan. “Wherever freedom is threatened and liberty attacked, patriots such as you faithfully stand ready to guard and defend,” said Shipyard Commander Capt. Scott Brown in the citation. “You have my heartfelt respect and your country, family and Norfolk Naval Shipyard salute and thank you.” Photo by Tony Anderson, NNSY Photographer.

NCMA Manage-Mint Award Congratulations to Code 100PI’s Dave Wall, recipient of NNSY’s Naval Civilian Managers Association July 2016 “Manage-Mint” Award. This 8 • SERVICE TO THE FLEET • SEPTEMBER 2016

Code 100PI supervisor acted as Deputy Division Head for the department for more than 11 months, overseeing vital efforts with the shipyard’s Performance Improvement Plan, the Learning Organization Steering Group, and NNSY’s Communities of Practice. Photo by Shayne Hensley, NNSY Photographer.

Shipyard Volunteers Members and family of Norfolk Naval Shipyard’s Naval Civilian Managers Association (NCMA) Chapter volunteered their time and efforts to the Foodbank of Southeastern Virginia July 30. More than 20 individuals

participated, including Capt.

Brown and members of his family.

“We had a great turnout for this event, and I want personally thank everyone who participated,” said NCMA Chapter President Mike Regna. “We plan on doing another volunteer session with the Foodbank early next year!” In the past 35 years, the Foodbank has provided nearly 300 million pounds of food for hungry residents throughout Southeastern Virginia and the Eastern Shore.

Photos

by Shayne Hensley, NNSY Photographer.

Safety Flag Congratulations to NNSY’s Lifting and Handling Department’s Shop 98, honored with the June 2016 Safety Flag!

Capt. Brown presented the flag to shop employees August 15 in Bldg.

268. The shop had zero injuries

or lost workday cases for the month of June. According to the award citation, Shop 98 has effectively adhered to its annual safety improvement plan, and shop personnel proactively “self-police” their work areas to ensure safety compliance. Code 700 personnel also look out for one another on the deckplates using the “buddy system.” At the recognition, certificates of appreciation were provided to Brian Nash, Tia Reid, Eliut Donis, Josh Culpepper and Diane Franklin for their individual efforts in ensuring a safer workplace.

» STRANGE BUT TRUE

» KEEP IT LEGAL

» FIRE FACT

» ACCESS CONTROL

A wandering cow trotted into Norfolk Naval Shipyard at around 1:30 a.m. one morning during the year 1949. "Sergeant, I'm calling to report that a cow just came through the gate," the shipyard Marine sentry said.

And the sergeant asked, "Private, are you telling me you want to be relieved of your watch?"

No Gambling!

While betting a few dollars on sports is often viewed as a harmless social pastime, if done at work it violates Federal regulations that prohibit gambling for money or property in the Federal workplace.

Predicting teams that will advance in a college basketball bracket purely for fun or picking winners to claim bragging rights in the office are not the types of conduct that generally raise concerns. Federal rules on gambling prohibit employees from gambling while on duty, or while on government owned or leased property, unless necessitated by their official duties. These restrictions apply not only to Federal employees, but also to members of the public at large, contractors, vendors, and exhibitors when on GSA-controlled property.

Violations of the regulations may be cause for disciplinary action by the employee’s agency, which may be in addition to any penalty prescribed by law.

Fire and Life Safety Fire Extinguishers and Fire Alarm Pull Stations require a 3' clearance on all sides. Mechanical equipment rooms are designated for mechanical equipment only.

These areas should be reviewed often to ensure everyone's safety while at work. NNSY has found many violations utilizing the space as storage. If you have any questions please contact the Code 1128 Shipyard Fire Marshal at 396-0029 or visit Code 1128's WebCentral page: https://webcentral.nnsy. navy.mil/departments/C1100/ C1120/branches/c1128.aspx.

Read more about Fire and Life Safety on Page 19 of this month's Service to the Fleet.

NAVSEA work spaces and turnstiles are undergoing access control system upgrades.

All NAVSEA work spaces with swipe entry, along with turnstile badge readers across the shipyard, will be upgraded by the end of the year. What does this mean for employees?

All shipyard employees will need to register their Common Access Card (CAC) with the new system in order to be granted access to secured areas and turnstiles. Buildings and turnstiles are being upgraded in phases to make sure the transition goes smoothly. Your supervisor or Departmental Security Coordinator will notify you when it is time to register your CAC. In order to register, you’ll need to know your CAC pin (the number you use to log in to your work station every day). Your supervisor or Departmental Security Coordinator will register you using CITRIX, or you can visit one of the registration stations throughout the shipyard (locations TBD).

The new card readers look completely different, and instead of swiping a NAVSEA badge, shipyard employees will hold their CAC over the reader to gain entry.

Once the turnover to the new system is completed, employees will no longer swipe into various locations using a NAVSEA badge or proximity card. NAVSEA badges aren’t going away, though. They will still be needed for visual identification. More information will be provided when it becomes available. If you have any questions, please call Brandi Harris at 393-7145.

» NEWS YOU CAN USE DMV2Go DMV2Go will be at the NEX on Scott Center Annex Wednesday, Oct. 19 from 12 - 4 p.m. DMV2Go is a fleet mobile customer service centers ready to bring DMV services to Virginians at convenient locations. The full service officeon-wheels is equipped to process all DMV transactions including renewing your driver's license, obtain vehicle titles, license plates, decals, and transcripts, order disabled parking placards or plates, apply for certified copies of Virginia birth certificates, purchasing fishing and hunting licenses, and more!

PLAN NOW FOR SHIPYARD SHUTDOWN NNSY will curtail all but essential operations December 24, 2016 - January 2, 2017. Dec. 26 and Jan. 2 are official government holidays. This year, 32 hours of annual leave will be needed. Curtailing all but essential operations on the above dates will achieve maximum economy for a holiday period when significant numbers of employees are absent from work, thus reducing the normal productive effort. For additional information please contact the Public Affairs Office at 396-9550.

ON THIS DAY IN HISTORY: Sept. 2, 1945 • More than two weeks after accepting terms, Japan formally surrenders, marking the end of World War II. Sept. 3, 1783 • The Treaty of Paris was signed, ending the American Revolution. The United States is acknowledged as a sovereign and independent nation.

Sept. 6, 1997 • USS Louisiana (SSBN 743) is commissioned at its homeport of Submarine

Base Kings Bay, Georgia. The boat is the last of the Navy's 18 Ohio-class nuclear-powered fleet ballistic missile submarines.

Sept. 24, 1960 • The first nuclear-powered aircraft carrier, USS Enterprise (CVN 65), is launched at Newport News, Virginia.

Sept. 30, 1954 • The world's first nuclearpowered submarine, USS Nautilus (SSN 571), is commissioned at Groton, Connecticut.

SEPTEMBER 2016 • SERVICE TO THE FLEET • 9

Theme: HOW DID WE ACCELERATE THE CHANGE

Continuous Training and Development Empowers Public Shipyard Employees

By Jennifer Zingalie • Public Affairs Specialist Photos by Shayne Hensley • NNSY Photographer One of the current challenges faced by organizations across the country is the ability to hire skilled workers. Known by some as a “skills gap,” the shortage is particularly being felt in manufacturing organizations.

Some experts attribute the gap to a push that occurred during the late 1980s and early 1990s for people to earn a college degree over vocational or apprentice training.

During that time, U.S. naval shipyards also saw a reduction in force (RIF) for various reasons, such as shorter availabilities, the decommissioning of older combatant ships and the privatization of complex work. Now in the 21st century, shipyards are also faced with a “skills gap.”

The American Society for Training and Development defines a skills gap as “a significant gap between an organization’s current capabilities and the skills it needs to achieve its goals.”

Some organizations, like Naval Sea Systems Command, have addressed this challenge head on. For example, the same shipyards that saw a RIF in the 90s have been continuously working to recruit those with the right skills as well as hire the best candidates into their apprentice programs.

They have taken it a step further by standing up a program that develops and engages not just new but their existing workforce.

The shipyards realized their need to adapt and modernize the way they were developing people, and the Chief of Naval Operations' call to the Navy for high velocity learning in January 2016 reaffirmed the Continuous Training and Development (CTD) program, which was launched in early 2012. The goal is to help build, or continue to build, on proficiencies needed to meet the advanced 10 • SERVICE TO THE FLEET • SEPTEMBER 2016

requirements of ship repair in the 21st century, explained Richard Saucedo, CTD manager for Pearl Harbor Naval Shipyard.

The traditional apprentice/master craftsman training model relied heavily on on-the-job mentorship based on a shipyard’s workload, resulting in 10 to 15 years to develop a fine-tuned, proficient mechanic, depending on the specific trade skill.

“CTD goes back to this ideology providing focused or individualized, oneon-one training,” said Karl Nichols, CTD manager for Norfolk Naval Shipyard.

“This has given us the ability to fine-tune proficiency, from a new mechanic, to a person off the street, in half the time of the old way, from two to seven years,” When NNSY Nuclear Production Manager Peter Marfio came into the shipyard, more than 30 years ago, he said new apprentice mechanics could seek out experienced mentors and they were able to enhance and develop their skills because of their ability to work non-nuclear ships.

#FACT: A 2012 report by The McKinsey Global Institute predicts a potential global shortage of 45 million middleskills workers by 2020.

Middle skills workers include highly specialized mechanical, technical and production careers, many of which require industry or government certification and not necessarily a four-year degree.

The Bureau of Labor Statistics reported eight of the 10 top growing occupations through 2014 did not require a bachelor’s degree but rather certificates, on-the-job training, and apprentice programs.

All of these are relevant and practical methods of developing middle-skills.

“Everything we work on now is more complex. That changes things and leaves no opportunity to make a mistake because there is a much higher impact,” explained Marfio.

Because of this, although CTD is able to focus on an individual employee, when it comes to the corporation, CTD does not end at the individual shipyard. After the establishment of the program, the shipyards began a successive round of peer reviews, which focused on implementation.

The current round of peer reviews, which began at NNSY in July, took the reviews a step further and examined the program from an operational standpoint, said Saucedo. The review team included three representatives from Puget, four from Pearl, two from Norfolk, and one from Portsmouth and NAVSEA. “Peer reviews allow each shipyard to take a hard look at how their program is being executed and tracked and offer suggestions, as well as utilize the CTD managers to help improve their local program,” explained Francis Orcutt, CTD manager for Portsmouth Naval Shipyard. “The great thing is the assessment team consists of people on the same level and in the same field as the people who are being assessed.”

One of the benefits seen across the shipyards is the optimization of training.

“Before, new hires would spend a lot of time going back and forth between deckplate work and training to achieve qualifications needed before they could perform certain work,” said Orcutt. “Now they come in through CTD and have a structured training plan for a 90-day period. So the training gets them up and running and better prepared for the waterfront.”

The training also helps familiarize new hires to the language used by the shipyard, and gives them a chance to get a tour of a ship before working on it. It also gives them a basic understanding of how the shipyard works and the different entities involved and who they will need to rely on to help get a job done. CTD is an integrated model and includes Engineering, Quality Assurance, and Radiological Controls.

“What we are actually seeing is the training is so valuable, the senior mechanics are asking why they didn’t get that training,” said Saucedo.

But senior mechanics are not left out.

As an example, those who want training, but do not necessarily need the 90-day entry level training, are evaluated in the CTD program, and trained where there may be gaps in their proficiency, said Saucedo.

“It also provides ‘just in time training.’

If there is a big job coming up, it provides training on things mechanics may be rusty on.

This doesn’t just help them with proficiency but with first time quality.”

Individually, shipyards are seeing an improvement in their training approach overall. For example at NNSY, CTD works hand-in-hand with its efforts to better define employee core competencies, born from its 2015 Performance Improvement Plan.

Competencies include knowledge, skills, and abilities as well as behavior.

Core competencies have been developed by individual departments, which include more than 25 different trades, and were used to create Employee Development Pipelines.

These offer employees a potential career path and include clearly defined expectations and required training.

“This sets the employee up for success.

When they know what is expected they are empowered and enabled to become a betterrounded mechanic,” said Marfio. “We expect our employees to take pride in their work but at the same time we have to enable them with the right tools.”

“Employees across the shipyards are realizing CTD not only provides an opportunity to enhance their skills but also a safe environment to make mistakes,” said Orcutt. “A mistake on the waterfront could mean rework, damage, and a safety hazard to name a few. Plus, employees get to practice with and ask questions from an expert.”

Orcutt also said a byproduct of the training has been innovative ideas because CTD gives employees the opportunity to challenge the status quo.

Ultimately, the program is continuing to develop. CTD managers get together with the CTD leaders to keep the programs within the parameters of what each shipyard needs and allows them to align with one another. And peer reviews will be an ongoing thing.

“Now when a mechanic sent to a different shipyard they are already up to speed or trained to start working as soon as they arrive versus having to get trained by the respective shipyard to do things the ‘way’ they do,” said Saucedo.

“Ultimately, at the end of the day, CTD gives ownership back to the employee,” said Orcutt. “It empowers them giving them what they need to get a job done. At the same time it instills pride in their work giving them a hunger for continuous training and development in order to truly master their craft.”

SEPTEMBER 2016 • SERVICE TO THE FLEET • 11

Contract fraud can happen to any organization, including the U.S. Navy In 2012, a former Naval Sea Systems Command employee was given a 10-year jail sentence for using his authority to help a service contractor get paid on invoices for non-existent work.

Using government money, the service contractor paid close to $18 million to a subcontractor for work that was not completed.

The subcontractor then funneled money back to the NAVSEA employee, who was also responsible for monitoring the quality of work performed on certain Navy contracts, enabling him to keep the unlawful activity from being noticed. The entire scheme cost the government millions of dollars, betrayed public trust and cost many people their jobs. The company was forced to shut down after the charges in this case were announced.

Although extreme, this case shows the need for organizations such as Norfolk Naval Shipyard to work closely with their Federal Contracting Activity; and according to Jennifer Logan, most ideally, have an organic one. Logan is the Business Operations Division Head of the new contracting office at NNSY known as Code 400.

More than making purchases on behalf of the federal government, 12 • SERVICE TO THE FLEET • SEPTEMBER 2016

federal acquisition requires skillful problem solving and decision making in order to most efficiently use money allocated by Congress for purchasing products and services, said Contracting Office (Code 400) Chief Brad Crosby. This requires a staff proficient in business disciplines such as strategic thinking, evaluation, law, negotiation and management. In turn, the best interests of NNSY, the warfighter, and the American taxpayers are met.

According to Crosby, in the absence of a Contracting Office the shipyard has been using numerous contracting activities to prepare contracts. Although this includes agencies such as Defense Logistics Agency and Naval Facilities Command, which will continued to be utilized, unlike the other public shipyards, NNSY did not have an internal office specifically established to ensure contracts were meeting the array of shipyard standards and Federal Acquisition and supplemental regulations.

“Often the perception of contracting is that it is purely administrative, but the regulations only provide a general framework for contracts,” said Crosby. “A lot of research, time and effort go into

Jennifer Logan, Business Operations Division Head; Jimettra Lundy, Industrial Repair Division Head; Frank Santos, Waterfront Operations Division Head; Greg Finke, Service Contracting Division Head; and Brad Crosby, Chief Contracting Officer stand behind the regulations all contractors must follow to ensure contracts meet the Federal government's requirements.

getting it right.”

Currently, Code 400 is made up of 33 employees with the plan to add an additional 36 by September 2017. The department is split into four divisions which include: Service and Nuclear Contracting, Business Operations, Industrial Repair Contracting, and Waterfront Operations.

Some of the current employees originated from Naval Supply Fleet Logistics Center, Norfolk and transferred over to NNSY as the Service and Nuclear Contracting Division. The remainder of the organization is being built from the ground up.

As the department becomes established, one of its present and expanding roles will be to ensure effective oversight for most shipyard contracts, said Logan.

“Getting to the point where we are fully staffed and independently functioning will be incremental,” Logan explained. “This means we are currently acting as an acquisition liaison to the external contracting agencies, but we’ll eventually transition into the lead contracting agency as NNSY assumes ownership of the contracting.”

One key consideration of what transitions to NNSY’s contracting office first is based on risks to NNSY’s mission and contracting oversight. Code 400 very recently brought onboard a Contracting Officer’s Representative (COR) Certification Manager to help train designated shipyard contracting officer representatives. Trained reps will be known as “CORs.” Eventually new service contracts that transition or are awarded at NNSY will have trained CORs assigned to them.

“Our goal is to help provide consistency and oversight of NNSY contracts to ensure NNSY is getting the contracted requirements they need while also mitigating risks to the government,” said Logan.

For contracts that have previously been awarded, Code 400 has limited oversight. Full oversight is expected to take a few years, but improvements on meeting expectations and mitigating risks are expected within the first year because of the department’s ability to provide guidance and assistance.

However, having an in-house acquisition agency means, for shipyard employees who have handled contracts in the past, that some things will change.

“For example, our staff may require additional or different information than requested in the past in order to meet regulation standards,” said Crosby.

“Currently, with a variety of contracting activities that have been supporting the shipyard, there are many different acquisition package requirements and formats the shipyard has to manage based on which activity is performing the contracting,” said Logan.

“We are going to have one set of acquisition package requirements and will be working to limit, and ultimately simplify, the number of formats being used. In the long-term contracting will be easier but as we are getting established there will be some educational growing pains.”

Logan also added, “It is also important shipyard employees understand we will not leave them to figure out the new requirements and formats by themselves. Code 400 will provide guidance, training,

and assistance along the way to help NNSY get familiar with any the changes.”

One thing having an in-house acquisition agency will not do is remove the responsibility from the requirement owner said Crosby.

“If a code needs resources to support their mission they will still have a responsibility to drive their timeline, get the right documents together, and own their requirement,” he said.

“But the good news is they should look to us as a shipyard partner with what is required and how it all needs to be assembled. We are all here to fix ships and we will help them along the way.”

Crosby said, as an example, Code 400 is currently reviewing the “statement of work” for potential contract requirements to ensure the shipyard is including the right details.

“This is important because contractors are required to perform to what is actually written in the contract, not what we meant. Ambiguity in the statement of work falls on the shoulders of the government,” explained Crosby.

“However, the contractor may need technical direction or assistance in clarifying the government’s requirements from the COR or Contracting Officer,” added Logan. “This helps eliminate rework which can cost the government more time and money.”

In the recent Commander’s Intent, Vice Adm. Thomas Moore, NAVSEA Commander, outlined his top three priorities which include “the Culture of Affordability.” This refers to getting the most from the budget while reducing costs of products and processes. It also means doing things differently, focusing on cost judiciousness, challenging requirements and the status quo, meeting audit requirements and making every dollar count.

When it comes to repairing ships and the associated contracts, Code 400 employees believe, as a fully integrated part of NNSY, they will help the shipyard meet the commander’s intent. Crosby reiterated having an in-house shop brings with it expertise in contracting as well as guidance, and training. This in turn provides consistency, standardization and transparency of contracts which supports the shipyard and Navy mission through efficiency, timeliness and quality at the right dollar amount.

Crosby said he and his team do not take their responsibility and their new role at the shipyard lightly.

“The engineering department is granted a warrant from NAVSEA. This demonstrates trust in their expertise and accountability to execute their tasks. This includes ensuring their actions are consistent with all the rules and regulations that govern them to maintain that warrant and trust,” he said.

“We too, are granted a warrant, albeit with a different set of rules and regulations, but we are responsible for protecting that warrant and the shipyard commander, to ensure we do not make decisions or allow things to take place that put him or the shipyard in jeopardy,” said Crosby.

“Although having us here means there will be changes, we are here to partner with the shipyard and to satisfy our requirements, as efficiently possible.

“We are on the same team focused on the same mission, the same goals. We just happen to have an expertise in contracting, so we are going to bring that to the table.”

By Jennifer Zingalie • Public Affairs Specialist Photo by Shayne Hensley • NNSY Photographer SEPTEMBER 2016 • SERVICE TO THE FLEET • 13

Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT

EYE ON INNOVATION: TRIM AND DRAIN VALVE TORQUE WRENCH ADAPTER

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. 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.

Last September Shop 38’s Jesse Tullis identified a need while on the job working with Logistic Escape Trunks (LETs). Working with a trim and drain valve torque wrench proved problematic when used on the valves to pressurize the LETs. Now the Marine Machinist Shop (Shop 38) and the RPL have come together to manufacture the trim and drain valve torque wrench adapter, its creation leading to the possibility of thousands of dollars in manhours saved with its use.

“The valves flood and vent the LETs when in the water. In order to do that, we have to check the torque with a wrench before we can open the valves up to allow water to 14 • SERVICE TO THE FLEET • SEPTEMBER 2016

get in and out,” said Tullis. “However, the process, in order to use the wrench to do this, required the user to disconnect the valve, pull the bulk head off, and pull out insulation behind it. It was a very involved process requiring new work packages and hours added to the job to get everything done.”

Tullis reached out to the RPL with an idea to eliminate the extra work.

“I came in with ideas and together we made an adapter that would fit the job as needed to get the work done without extending the cycle of work,” said Tullis.

“Not only does it help the shipyard but this adapter could be a large help to the Navy as part of their preventative maintenance schedule.”

Tullis projected the adapter could save a minimum of 48 hours per test. The tool can be used on two classes of submarines and the jobs requiring the tool would be performed three times per availability. Altogether, he projected it would result in 36 mandays saved per availability. It has been used at NNSY already and Tullis said it’s not only met his expectations but has exceeded them.

RPL Toolmaker John Tate was pleased with the reception to the device. “It’s an

adapter that in retrospect seems so simple and yet it is able to provide such huge savings for the shipyard,” said Tate. “I’m happy to have been able to work with Jesse on this.

This is what the Rapid Prototype Lab is all about. No idea is too simple and we’ll try whatever we can in order to make the jobs easier for the shipyard and for the Navy.”

Tullis added, “Working with the RPL has been an awesome experience. I was able to go to them with my idea and work closely with them to see the project through. They went above and beyond to make this idea a reality.”

With the success of this job, Tullis is looking forward to bringing more of his ideas to life. “I’m already working on some new projects to bring to the RPL to get their assistance,” he said. ”These guys are a huge asset to NNSY and we’re lucky to have them.”

Do you have an idea you’d like to see come to life? Visit the Rapid Prototype Lab in Bldg. 171 or contact Bobby Truitt at 396-0554. The team is there to assist the shipyard workforce in its needs for improvement and innovation.

BRINGING INNOVATION TO THE SHIPYARD THROUGH VIRTUAL, AUGMENTED AND MIXED REALITY The Norfolk Naval Shipyard Technology and Innovation Community of Practice (NNSY T&I COP) is all about bringing new and innovative practices and technology to the hands of the shipyard workers.

As part of that initiative, a small team is currently building a subcommittee from the ground up focused on the technological advances of virtual, augmented, and mixed reality.

The Virtual/Augmented/Mixed Reality (VAMR) Subcommittee is being assembled and led by Code 970 Ian Womack in an effort to align with the U.S. Navy’s standards toward becoming a paperless and more efficient system in the future.

The technologies are all different yet would all address certain needs for the workforce when in use.

“Augmented reality, or AR, would allow shipyarders to go out with a tablet or laptop and go out to the ship or specific component that will be worked on,” said 3-D Metrology Subcommittee Lead Brian Presson. “From there, the technology would use targets to construct a 3-D model of the item and overlay it. The worker can then pinpoint if the item matches the original model, as well as attach information or hyperlink information such as periodic maintenance that is due or reference drawings. In the system, the worker can monitor specific areas via different colors, perhaps to label when something has passed or failed inspection. AR takes the original part and provides the added information in a virtual library.”

“This technology will be useful to the shipyard for things like ship modifications and alterations,” said 3-D Designer Anthony McCulloch. “For example, with a piping system we can see through this technology if there is anything that would interfere with the equipment, as well as check on the location and foundations of the equipment. In the past, these types of jobs would have to be done in a mock-up area to ensure it’s completed properly but with this technology that will no longer be necessary.”

Virtual Reality, or VR, takes AR a step further by providing 3-D models that are virtually interactive. VAMR Subcommittee Tech Lead Jason La Vertue said, “Virtual Reality will be helpful for training and especially getting familiar with the job and going into an area when the ship isn’t even here yet. We can scan full models of the areas in need and we can train our teams with headsets to show them the site and learn the job in a hands-on experience. We’ve also set up a room that we will be able to utilize the VR technology. It will provide an open walk space where the workers can walk through the scans as if on the job.”

Mixed reality, or MR, is a similar technology but removes the interactive factor from the technology. The worker can overlay photos or scans but the hyperlink capability is not included.

“In some cases, mixed reality is better to use on a specific job

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST

Above: a rendering of the end state for the virtual environment, which will be in the NNSY Technology & Innovation Laboratory. because augmented and virtual reality takes up a lot of memory,” said Presson. “If we don’t need to go that extra step, it’s better to keep the scans simple. The differences in these technologies are slight but the application depends on what’s best for the job itself and what the workers specifically need from the scans.”

The VAMR team is looking into two training programs to start.

The first is a dry dock training program, a tool which will allow operation of piping systems and flooding and dewatering equipment. All spaces will be 3-D mapped including underground tunnels and piping, and a model of the docks can be programmed to allow operational training of flooding equipment while maintaining ship safety. Due to long availabilites, some of this equipment can only be operated every few years. This will provide practical “handson” training.

The second, rigging path program, will work with 3-D scans of ship spaces and equipment. Scanning will provide close measurement of spaces where objects will be rigged through, and help to determine positioning to fit through tight spaces. Valves or pumps could be 3-D printed without all the weight and maneuvered through an environment prior to the job itself, giving a “visual” experience and helping to determine the safest path. This could also help determine positioning of chain falls and other rigging equipment.

These technologies are leaps and bounds from what the shipyard currently has at its disposal. They assist in bringing the shipyard into a paperless industrial area while also helping to eliminate human errors.

The VAMR Subcommittee coordinates heavily with the 3-D Metrology Subcommittee. Performing 3-D scans which can be converted to 3-D models will facilitate the creation of simulation programs. Simulation programs using VR, AR and MR provide opportunities for training and planning that extend beyond the ships to include facilities, police and fire departments, force protection, and antiterrorism.

“The Department of Defense has issued a military standard, 3100A, which governs all 3-D modeling work and standards,” said Presson. “This initiative is aimed to unify all of us in stepping away from paper drawings and aiming to innovate with the technologies of the present.” Continued on next page SEPTEMBER 2016 • SERVICE TO THE FLEET • 15

Continued from page 15.

Former Miami Project Superintendent Visits NNSY

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY TROY MILLER • VISUAL INFORMATION SPECIALIST Recounting personal experiences from the USS Miami (SSN 775) fire, the former Miami project superintendent traveled to Norfolk Naval Shipyard (NNSY) to share lessons learned.

Scott Kimmel, currently the Operations Program Manager at Portsmouth Naval Shipyard (PNSY), drew a large crowd for each of the four sessions offered. He described the fire, although unfortunate, as an event that offered a learning experience not only to those involved but the Navy as a whole.

“This experience was just one experience of many that could happen in an industrial work environment and it’s up to each and every one of us to know what we can do to prevent fires like this in the future,” said Kimmel.

Code 300 Operations Officer, Capt. Maria Silsdorf, extended the invitation to Kimmel, knowing his story was one that could be a lesson for the entire shipyard workforce.

"We wanted to drive the point that fire safety is everyone’s responsibility. Mr. Kimmel has a story that could greatly impact our workforce from his personal experience,” said Silsdorf. “He’s able to share his story while providing examples and explaining the principles we follow from a fire safety perspective, offering reasons why these requirements are what they are.”

16 • SERVICE TO THE FLEET • SEPTEMBER 2016

The Miami fire took place May 23, 2012 and lasted 12 hours, the destruction eventually leading to the decommissioning of the submarine in March 2014. Kimmel shared his efforts as well as those of his team and explained in detail each lesson they learned from the experience.

“Remember, I can show you everything there is to know about the Miami fire but that’s in the rear view mirror,” said Kimmel. “It takes every single one of us to be looking forward through the windshield and knowing what we can do every day to prevent these things from happening in the future. We have to hold ourselves accountable and work hard to be the best we can be in fire safety.”

Silsdorf added, “I hope everyone can walk away from this training with a renewed sense of pride in what they do as well as in the standards we follow daily. This is our business and we have to do our part to take care of it.

You can see the impact the Miami fire not only has had on Kimmel and PNSY but the Navy as a whole. Similar to what Smokey the Bear says, only you can prevent shipyard fires.”

NNSY plans to have future fire safety training sessions, showcasing lessons learned from the USS Miami fire.

“With this standard, the long term is all shipbuilders are required to have 3-D models upon delivery so there will be original models to compare our scans to when the ships come to the shipyard,” said McCulloch.

“With these scans we can verify what’s changed, overlay the new scans, and so much more.”

Studies conducted by the Navy have shown if implemented correctly those who use these new technologies will be able to save approximately 49 percent in manhour costs on shipchecks. With the use of these technologies, the main goal is to eliminate human error by providing a more precise scan of the equipment. Also, these scans would be available to everyone who has access to the job and will note any changes being made and by whom.

As the shipyard moves toward this new future of technology, the 3-D Metrology Subcommittee has purchased 3-D scanners and is in the process of approving the software needed to make virtual, augmented, and mixed reality a norm in the business model.

The team has been gathering individuals to train and utilize the software and devices to help make this concept a reality. In addition, the team has been reaching out across the shipyard to see how these technologies will be used in the various shops and codes.

“We’re not fully operational yet but these technologies are coming soon to the shipyard and we’re open to new ideas on how to properly use these technologies to benefit the shipyard,” said La Vertue.

If you have an interest in the technology or wish to share ideas with the team on how you think this technology could help with your work, contact jason. lavertue@navy.mil.

E EFFECTIV !

SEPT. 6TH

NORTH END ALLEY

GOOD EATS! FOOD TRUCKS AT NNSY

Between Bldgs. 1505 & 22 (CIA)

At east end of Bldg. 171 (CIA)

BERTH 37

FOOD TRUCKS Outside the CIA

Outside the CIA

POLLARD’S

BODACIOUS PIZZA

SHAKE’S

RUSTY ANCHOR

THAI EXPRESS

SEOUL 757

Fried Chicken Hours: 10 a.m. - 1:30 p.m.

Thai Hours: 10 a.m. - 1:30 p.m.

ROCK’N ROADSIDE Subs and Hot Dogs Hours: 10 a.m. - 1:30 p.m.

CAFES

Inside the CIA

DOCKERS

Variety Bldg. 1436 Hours: 5:30 a.m. - 1 p.m.

PIERSIDE CAFE

Variety East end of Bldg. 202 Hours: 5:30 a.m. - 8 p.m.

THE ARK

Variety Bldg. 435 Hours: 5:30 a.m. - 2 p.m.

Pizza Hours: 10 a.m. - 1:30 p.m.

Korean Tacos Hours: 10 a.m. - 1:30 p.m.

THE COOP

Stuffed Burritos Hours: 5:30 - 8:30 a.m.

9:30 a.m. - 1:30 p.m.

SHAKE’S

Sandwiches Hours: 5:30 - 9 a.m.

9:30 a.m. - 1:30 p.m.

GERTY’S GOURMET BBQ Hours: 10 a.m. - 1:30 p.m.

JUICEBAR 80/20

Smoothies Hours: 10 a.m. - 1:30 p.m.

Sandwiches Behind Bldg. 65 Hours: 5:30 - 9 a.m.

9:30 a.m. - 1:30 p.m.

THE COOP

Stuffed Burritos Outside Gate N Hours: 5:30 - 8:30 a.m.

9:30 a.m. - 1:30 p.m.

ROCK’N ROADSIDE Subs and Hot Dogs Behind Bldg. 65 Hours: 10 a.m. - 1:30 p.m.

CAFES

Variety Bldg. 1526 Hours: 5:30 a.m. -12:30 p.m.

THE BRIG

Variety Bldg. M-32 Hours: 5:30 a.m. - 12:30 p.m.

FOUR FLAGS CAFE Pastries and Paninis Inside Gate 10 Hours: 5:30 a.m. - 1 p.m.

MARINER’S REEF

POLLARD’S

Fried Chicken Outside Gate N Hours: 10 a.m. - 1:30 p.m.

Variety Bldg. 1484 M,W, F: 10:30 a.m. - 9 p.m.

T, Th: 10:30 a.m. - 8 p.m.

Sat, Sun: 12 - 8 p.m.

SEOUL 757

SUBWAY

Korean Tacos Bldg. 1500 lawn Hours: 10 a.m. - 1 p.m.

PLEASE NOTE:

Sandwiches Bldg. 1404 Hours: 9 a.m. - 7 p.m.

Please check Service to the Fleet, Yardlines, and Digital Signage for updated location information each month. Food Trucks are made possible by the Navy Exchange, NSA-NNSY Morale, Welfare and Recreation, Civilian MWR, the NNSY National Association of Superintendents, and Code 1120.

NNSY turns up the heat to address fire and life safety deficiencies

BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Is anything more important than our mission to safely repair U.S. naval warships on time and at cost?

The safety, health, and well-being of shipyard employees are the top priority, and one department is working to change the fire prevention and life safety culture at Norfolk Naval Shipyard.

The Fire Prevention and Life Safety Division (Code 1128), part of the Security and Fire Office (Code 1120), is dedicated to the preservation of life and property, thus protecting mission capabilities from the perils of fire.

A recent audit found NNSY was deficient in several aspects of the fire prevention and life safety program, and as a result, new guidance has been provided

by NAVSEA. Some of the requirements are more stringent than they have been

in the past, and Code 1128 is one of the organizations responsible for enforcing these rules.

The two employees who make up Code 1128 are in charge of all of the life safety issues, investigations, code compliance enforcement and facilities inspections that directly support waterfront production.

The department held training in July for shipyard building monitors in an effort to rapidly identify critical fire and life safety hazards throughout the installation and industrial area and to ensure the new requirements are met.

“We are trying to raise awareness for fire prevention,” said Shane Byrne, shipyard fire marshal. “We are taking a positive approach and moving in the right direction, but for just the two of us to solve this problem, it’s going to take a lot of work.

We’re asking our building monitors for help. Building monitors are our greatest tool and resource.”

According to Byrne, the effort to isolate these initial big ticket items is important because the shipyard can’t afford another fire like the one in Bldg. 33 earlier this year, which was caused by a lightning strike. Damage to the building was exacerbated because an alarm line valve was left in the shut position, causing water to flow in the building for several hours before anyone was notified.

“We really need to Above: Code 1128's Mike Taylor inspects one of the shipyard's 57 automated external defibrillators. Taylor ensure we prevent this from coordinates the shipyard's AED program as part of the Fire occurring again. It’s a change Prevention and Life Safety Division. Right: Taylor measures of culture. There has been a lack of enforcement, and we the clearance around a fire alarm pull station. are trying to change that.”

Building monitors are If you have questions about Fire and Life Safety at NNSY, asked to check their facilities call 396-0029 or visit Code 1128's WebCentral page: for fire protection and life webcentral.nnsy.navy.mil/departments/C1100/C1120/ safety violations, including branches/c1128.aspx verifying clearance diameters

around fire extinguishers, pull boxes, and hydrants. What can be fixed, like cleaning and organizing mechanical equipment rooms, should be taken care of immediately.

What can’t be corrected should be documented.

Byrne said he was surprised to learn many employees didn’t know there was a fire prevention and protection manual at NNSY (which can be found on Code 1128’s WebCentral page).

“The instruction prescribes minimum requirements necessary to establish a reasonable level of fire and life safety and property protection from hazards created by fires and explosions,” said Fire Inspector Mike Taylor. “The shipyard is an old facility that may not meet all of the requirements.

However, we need to identify these areas and meet the intent of the regulation. A permanent deviation may be necessary in some cases, like for fire lanes. Code 1128 needs to be notified of deficiencies.”

“We know the priority is to get ships out on time,” added Byrne. “But you can’t take fire and life safety secondary to convenience.

We can’t ignore the requirements.”

Taylor said it’s about the overarching mission of improving fire and life safety around the shipyard. “People need to be aware there might be some growing pains, but we can do this.”

SEPTEMBER 2016 • SERVICE TO THE FLEET • 19

TRAFFIC FLOW AND PEDESTRIAN SAFETY CHANGES COMING TO NNSY

By Anna Taylor • Public Affairs Specialist

Pedestrians and motorists will notice changes to traffic patterns across Norfolk Naval Shipyard as a multi-phase plan for enhancements is rolled out during the next few months.

The Base Support Office (Code 800), in partnership with Naval Facilities Engineering Command (NAVFAC) Public Works Department, has been working on the traffic enhancement and pedestrian safety improvement plan for several months, and construction is set to begin this month.

“We’ve been making some small changes periodically, but we decided to sit down and come up with a plan, taking appearance and signage into consideration,” said Capt. Paul Amodio, Base Support Officer. “The goal is to see better traffic flow and increased vehicle and pedestrian safety.”

Disorganized sidewalks and crosswalks, poor signage and congestion are a few of the difficulties plaguing the north end of the shipyard, which wasn’t built with cars in mind.

“We had a lot of near misses,” he said. “There hasn’t been a real plan. We’d paint some crosswalks here and there, we bought some new signs, but there was never a real plan. There are a lot of blind corners for vehicles and pedestrians and we’ve been lucky we haven’t had any serious accidents.”

The north end isn’t the only area receiving a face lift. Among the biggest updates will be a new three-way stop inside Gate 15 at the problematic intersection of Pennock Street and Old Williams Avenue.

Planning for the construction has taken more than six months. “The contract completion date is planned for mid-January 2017,” said Assistant Public Works

Officer Lt. Thomas Gardner. “But most of the work should be performed this fall and wrapped up by the end of 2016.”

According to Amodio, the disruption to daily work on the installation should be minimal. Labor will be completed during off-peak hours and the busiest areas and intersections will only be worked on during weekends.

The traffic flow and pedestrian safety enhancements are designed to slow people down and make driving and walking around NNSY safer for everyone. New crosswalks will be added, existing road crossings will be repainted, pavement lettering and directional signage will be updated, and additional four-way stops will be added to several intersections.

“I think the impact in the long run will be significant when you consider safety and traffic flow on the installation,” said Amodio. “Traffic will be slower.

Nobody should be in a hurry. If you see anybody speeding, they should look out of the ordinary.”

Another added bonus included in the work package is the addition of way finding signs for shipyard visitors and new employees. The signs will indicate popular sites, like the Callaghan Fitness Center, Bachelor Enlisted Quarters, and Headquarters Building.

Street signs will also be added across the base to facilitate quick and easy response in the event of an emergency situation where first responders may not be familiar with building numbers.

Amodio encouraged employees to be patient during the construction process.

“Be courteous. At the end of the day, the base will be a lot safer and a lot more functional.”

traffic STATS

• In 2014 there were 4,884 pedestrians killed in traffic crashes – a twopercent increase from 4,779 pedestrian fatalities in 2013.

• On average, a pedestrian was killed every two hours and injured every eight minutes in traffic crashes in 2014.

• In 2014, 90 percent of the pedestrians were killed in traffic crashes that involved single vehicles.

• There were 32,675 traffic fatalities in 2014, among them 9,262 (28%) in speeding-related crashes.

• In 2014, 33 percent of motorcycle riders involved in fatal crashes were speeding, more than drivers of any other vehicle type.

Visit crashstats. nhtsa.dot.gov

2016 Combined Federal Campaign

KICK-OFF PARTY Sept. 21 at 11:20 a.m.

Bldg. 1500 CBR Live and exciting entertainment featuring Dance Dimension and Code R-E-D Band!

This Year's Goal: $350,000

Shipyard Spotlight: Ryan McCrillis NEW PRODUCTION RESOURCES OFFICER BRINGS WINNING POSITIVITY TO NNSY

BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST Ryan McCrillis built his first boat with yardsticks.

An odd choice perhaps, but also an ingenious and even practical one. As Norfolk Naval Shipyard’s (NNSY) new Production Resources Officer explains it: “I love making things. My first boat I built in high school was a 12 foot long rowboat. Drawn on notebook paper, then I cut out ribs out of plywood, and put them on a frame. I was going to cut strips of wood and then cover it with fiberglass. When I was at the hardware store, I saw this bin of yardsticks that were 30 cents a piece.

The wood I was buying was like 50 cents a foot. So I used yardsticks covered in fiberglass; called it ‘the yardstick boat.’ It worked.”

Fast forward more than two decades to 2016. Considering the budget shortfalls the Navy is now contending with, coupled with the Chief of Naval Operations’ push for innovation, that enterprising adolescent may just be the perfect guy to effectively manage shipyard resources during this cash-crunched, creative-centric climate.

He’s served at NNSY for two years now, first as Deputy Project Superintendent during the second half of USS Maryland’s (SSBN 738) Engineered Refueling Overhaul. That availability rallied to achieve an early undocking during a frigid February 2015 and achieving corporate bests in the period from completion of hot operations to the start of its power range test program; and on propulsion plant testing. “We

were highly successful in the endgame because we’ve got great guys working,” said McCrillis. “Watching the shipyard come out and get that boat out of dry dock was pretty impressive.”

Evincing the power of positivity, McCrillis is quick to smile and credit those around him. He gets so enthusiastic talking America’s Shipyard that he allows his lunch to go cold. Ask him what’s his biggest priority is as the shipyard’s Production Resources Officer, and the answer is instantaneous. “I really came to Norfolk thinking the most important thing is honoring and showing the worth of the people who do the real work in our country,” he said. “It’s all about the people here! Our mechanics on the deckplate are making things, fixing things and adding significant value so I always felt emphasizing that and convincing them ‘this is where it’s at’ is what really matters.”

For a man so certain of his current purpose, McCrillis zigged, zagged and zugged his way into the Navy Engineering Duty Officer community. This former Navy brat initially hoped to follow in his father’s contrails and become a pilot. But he had that inherent passion for boats, serving as the off-shore sailing team captain at the United States Naval Academy before graduating in 1998 with a degree in naval architecture. That stint led to two years sailing in the America’s Cup, the pinnacle of yacht racing dating back to 1851.

“Actually, that job in itself was kind of leading me to this,” said McCrillis. “We did a year and-a-half of testing and design work, practicing and stuff like that, and I was sort of the liaison of the engineers who designed the new boats and the sailors who were racing them. It’s a lot like what I do now as a military officer in a civilian shipyard, working between the ships, the engineers and workforce.”

Next, McCrillis tried his hands in the cockpit, logging more than 1,500 hours flying Hawkeyes, the airborne early warning and command and control platform that’s served the Navy, in one form or another, for over half a century. “Lots and lots and lots of traps on these carriers,” he said, discussing his arresting gear-assisted landings.

Once he determined his naval destiny was focused on the seas instead of in the skies, “the Engineering Duty Officer community kind of opened up for me,” McCrillis said. “I did a submarine tour, went on a West Pacific patrol on Virginia-class submarine.” That threemonth endeavor earned him his Engineering Duty Officer submarine warfare pin, known as “EDO Dolphins.”

Boasting the versatility of a Swiss Army Knife, McCrillis is well positioned to understand the challenges the production workforce contends with, be it working aboard ships or submarines. Discussing

the two biggest challenges ahead of him, he said “communication and making sure the right people are in the right places so we can support them in their jobs.”

“It’s pretty exciting to see where our shop leadership is,” he added. “There’s a coalescing of alignment across the shipyard, especially in production. We’re just waiting for [USS Harry S] Truman (CVN 75) to get here, so we can unleash all our power on it, because we’ve got a lot pent up and ready to go. I feel we’re unlocking a lot of potential at the shipyard right now.”

To this day, McCrillis is accustomed to victory through effective teamwork, even in his off-duty hours. “I love sailing; it’s relaxing but you can be really competitive too,” he pointed out. “We have a sailboat that we race as a family. The five of us can race the boat really successfully. We’re on a winning streak right now, seven first places in a row.”

Despite the many roles he’s had during his 18-year naval career, McCrillis says a definite theme has emerged. “It helps to have seen a bunch of different things, but my success has always been because of the people I’m working with,” he said. “Maybe it’s a coincidence, maybe it’s not, but I’ve always been fortunate to be part of great teams. My goal has always been to build the team. I’m just happy to be part of the team here.”

Beyond the Gates: OUT AND ABOUT IN HAMPTON ROADS

 discovering norfolk's CANNONBALL TRAIL Story and Photos By Troy Miller • Visual Information Specialist More than 400 years of Norfolk and American history can be found in a single afternoon stroll along the shoreline of the Elizabeth River, the cobbled streets of West Freemason, the earliest residential streetscape in Norfolk, and through the districts of downtown Norfolk. Thanks to the City of Norfolk, which built the trail several years ago, you get to see many pieces of history that can only be found on the self-guided tour of Norfolk’s Cannonball Trail.

Though I still consider myself a fledgling to this area, I convinced myself I have seen everything Norfolk had to offer a long time ago. I found out recently the City of Norfolk has a trail, known as the Cannonball Trail, that takes you on a journey to historic sites, museums, and other landmarks that make Norfolk unique.

So, being tired of looking at four walls on a weekend, I decided to take a gander one last time and I am glad I did. It is amazing what you discover just by going beyond the gates of the shipyard and leaving your “I saw everything already” attitude at the turnstiles.

The first thing I did before heading out

was pull the trail up on the internet. I printed my map and determined where to begin this hike. The trail is essentially a giant loop and after figuring out what route I thought would require the least amount of backtracking involved, I decided to pick up the trail at the Sheraton on Waterside Drive.

I headed along the waterfront, following the granite bricks in the sidewalk and cobblestone that marked the trail. There were times where the squares disappeared for a block or so, but with my map I didn’t steer off course. Signs explaining the history and significance of particular spots marked the trail nicely.

The waterfront view wasn’t all that unfamiliar to me and with it being one of the coolest days in August to date, and a nice breeze dancing off the water, it made for a nice stroll.

Along the trail there were several museums, landmarks, entertainment venues, and shopping that I could have spent lots of time exploring, but on this first trip I decided to just hike it to see what the Cannonball Trail had to offer.

Along the winding trail of the waterfront, I passed the battleship USS Wisconsin, the Taiwan Friendship Pavilion, the Lone Sailor statue, and a small area honoring Medal of Honor recipients. After the waterfront portion of the trail, I entered the Freemason District. This was the first time I’d been to this part of town and it was beautiful. The trees were green, the streets were quiet, and the houses gave off that vintage nostalgia that anyone who likes looking at old structures would enjoy.

After leaving the Freemason District, I ended up in downtown Norfolk. I walked the streets, passing many restaurants, making mental notes on which one I would like to stop at for lunch. This was one of parts of the trail I would be backtracking on. This part of the trail also took me past entertainment venues like the Wells Theater, the Granby Theater, and Jeanne and George Roper Performing Arts Center.

The downtown portion of the trail took me past many shops as well as a few Richardsonian Romanesque architecture churches, like the Old Second Presbyterian Church and the Epworth United Methodist Church. Richardsonian Romanesque is a style of Romanesque Revival architecture named after architect Henry Hobson Richardson (1838–1886), whose masterpiece is Trinity Church in Boston, Massachusetts.

There were plenty of historic houses to see as well, like the house that was built for Civil War General Virginius Despeaux Groner and the Moses Myers. Myers was one of the country’s first shipping magnates.

There were several other historic houses featured on the Cannonball Trail as well.

Now, if you are a museum lover, have no fear. There are plenty of museums and memorials at which to marvel. There is the Armed Forces Memorial, the Hampton Roads Naval Museum, the McArthur Memorial, and the Norfolk Police and Fire Rescue Museum, plus a few others.

I barely scraped the surface of the sites to experience on the Cannonball Trail. It is one of those adventures that you must experience in order to appreciate it.

Walking the Cannonball Trail took me three hours, including the time I took to take some photos and have lunch at one of the local restaurants. The trail was easy to hike.

I will be the first to admit, I am totally out of shape, but the hike didn’t phase me at all.

I took my time and breathed in the history that Norfolk had to offer.

So next time when you feel your kids or grandkids are spending too much time on their computer games, pack them up in the car and head to downtown Norfolk. There is something for all ages to enjoy the during their experience of the Cannonball Trail.

Some of the buildings, museums and memorials located on the Cannonball Trail may not be open to the public due to being under renovation, or they are private residences and company offices. Others may require an admittance fee or a donation.

You can find a map and more information about the Cannonball Trail at www.visitnorfolktoday.com/ cannonball-trail-history-tour.

SEPTEMBER 2016 • SERVICE TO THE FLEET • 25

FEGLI OPEN S EA S ON

Last available in 2004, the Federal Employees’ Group Life Insurance (FEGLI) Open Season spans from Sept. 1-30, 2016 in an effort to benefit employees’ needs.

During Open Season, if you are a federal employee eligible for FEGLI, you can elect any coverage that FEGLI offers, including Option C coverage on the lives of your eligible family members. Employees who are in their first 12 months of workers’ compensation are also eligible but they must meet pay and duty status requirements before their coverage can come into effect.

You do not need to be currently enrolled in FEGLI to elect coverage during the Open Season. Open Season elections have no medical exam required and no health questions to answer.

Elections made during the FEGLI Open Season have a oneyear delayed effective date. Coverage you elect in the September 2016 FEGLI Open Season will be effective on the first day of the first full pay period on or after October 1, 2017, as long as you meet pay and duty status requirements.

If you submit your election by hand or electronically, be sure to indicate that this is an Open Season election. You will receive a copy of your election as proof of receipt and another copy of the election will be provided when your coverage becomes effective after you meet pay and duty status requirements.

Be sure to elect all the FEGLI coverage you want on your Open Season election, not just the coverage you want to add or increase. Any coverage you do not elect is waived or cancelled.

If you like your current FEGLI coverage, you do not need to take any action during the Open Season. If you do nothing during the FEGLI Open Season, you will keep your existing election. You are not required to re-elect your coverage.

There are various ways to make your life insurance election.

Perhaps the easiest to use is the Employee Benefits Information System (EBIS), a self-service Web application that allows employees to independently make the election without waiting for a customer service representative. You must access EBIS through the Office of Civilian Human Resources (OCHR) private portal.

To access the portal, you will need to be logged into a government computer and have an email address with a ‘.mil’, ‘.edu’, or ‘.gov’ as well as a Department of Defense (DoD) Common Access Card (CAC). You can access the portal at https://portal.secnav.navy.mil/ orgs/MRA/DONHR/Benefits/Pages/FEGLI-Open-Season.aspx.

Another method for making your life insurance election is directing questions and choices through the Employee Benefits Line at 888-320-2917 from 7:30 a.m. to 7:30 p.m., Eastern Time, Monday - Friday, except on Federal holidays. Employees may also email their questions to navybenefits@navy.mil. Employees must include their full name, pay plan, grade, and contact telephone number. Please make note if you use these options to not include Privacy Act or other Personally Identifiable Information such as date of birth or Social Security number in your email correspondence.

DID YOU KNOW? The Federal Government established the Federal Employees' Group Life Insurance (FEGLI) Program on August 29, 1954. It is the largest group life insurance program in the world, covering more than four million Federal employees and retirees, as well as many of their family members. Learn more at www.opm.gov/healthcare-insurance/life-insurance/open-season/.

26 • SERVICE TO THE FLEET • SEPTEMBER 2016

If you are interested in volunteering for NNSY's outreach efforts, please contact valerie.fulwood@navy.mil or kimberly.brashears.ctr@navy.mil.

NNSY PARTICIPATES IN MAKER FEST PORTSMOUTH Story and Photos By Kristi Britt • Public Affairs Specialist Sharing 3-D technology, Norfolk Naval Shipyard (NNSY) participated in Maker Fest Portsmouth Aug. 20, a Science, Technology, Engineering, and Mathematics (STEM) event held at the Portsmouth Museums in Olde Town.

Maker Fest Portsmouth was created as a full day of creating, building, and making for the families of Portsmouth. Interactive demonstrations and booths stretched along the streets and within the museum buildings to offer education of technologies new and old.

NNSY partnered with Combat Direction Systems Activity (CDSA) Dam Neck. Their booth focused on 3-D printing and how using the 3-D printers benefits the shipyard industry. Participants included Valerie Fulwood, Maria Williams, Tim Edmondson, and Kim Brashears from NNSY as well as Carolyn Lambeth, Jim Lambeth, and AJ Stamenkovich from CDSA Dam Neck. Eva Bayer and Steven Willis were additional volunteers.

“We really enjoy these types of events because it gives us an opportunity to share this technology with the children of the community and their families,” said Brashears, subcommittee lead for Community Outreach of the NNSY Technology and Innovation (T&I) Community of Practice. “It’s really gratifying to see the kids interact with the prints and be able to ask us questions and share their interests with us. These types of events introduce children at a younger age to all the new technologies and innovations that are available and give them the opportunity to see what innovations they may be interested in working with in the future. We’re pleased to be part of this community and to share with them what technologies we’ve been using at NNSY.” This STEM event was the first where NNSY partnered with CDSA Dam Neck. Both groups are involved in the Hampton Roads

Additive Manufacturing (AM) Community of Interest.

“We’re always looking for ways to work together with the Navy community in Hampton Roads. The community of interest meets frequently to work together on AM projects,” said Jim Lambeth, lead of the Additive Manufacturing Group at CDSA Dam Neck.

Both he and his wife Carolyn are mechanical engineers involved with the group. “By being in this community of interest, we are able to share ideas and learn from each other’s mistakes. In addition, we can leverage each other’s capabilities so we don’t need to duplicate technology in the future. It’s a team effort all around.”

Outreach Program Manager Valerie Fulwood is thrilled to see the technologies of the shipyard and of the Navy shared within the community. “It’s truly amazing to see the efforts of our shipyard and of the various teams within the community showcasing their talents for the families at these events,” said Fulwood. “Not only is the community learning more about technologies like 3-D printing but they also see what the shipyard has to offer.”

The CDSA Dam Neck partnership with this first STEM event was successful and both groups are looking forward to working together in the future.

“We’re happy to be able to work together to educate the kids and their families about STEM,” said Jim Lambeth. “The kids and their parents all seemed very interested in what we had to offer in terms of technology and it was a great effort all around.”

SEPTEMBER 2016 • SERVICE TO THE FLEET • 27