DON'T MISS: EYE ON INNOVATION & METROLOGY SUB-COMMITTEE
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
April 2016
PERSONNEL DEVELOPMENT: LEARNING CENTER BRINGS ACCELERATED TRAINING TO NNSY ALSO INSIDE: SUPPORT TOWERS & MISHAP REPORTING
Table of Contents
IN THIS ISSUE 10
features: 4 FROM THE COMMANDER
Personnel Development at America's Shipyard
5 SAAPM
The Sexual Assault Prevention and Response (SAPR) Program at NNSY
6 FROM THE MASTER CHIEF Welcoming a New Season
7 FMB AT NAVAL STATION
New equipment increases FMB’s capability and capacity for servicing ship valves
Cover photo by Shayne Hensley, NNSY Photographer
10 LEARNING CENTER #1
18
Learning Center #1 brings accelerated training to NNSY
12 EYE ON INNOVATION
RPL and Code 200 create new training valves for engineers
14 SUPPORT TOWERS
New support towers are welcome addition to NNSY waterfront
18 SHIPYARD SAFETY
26
Revised injury mishap reporting process supports shipyard goal
20 SHIPYARD SPOTLIGHT
Master Black Belt Erika Workman
24 CIVIL DISORDER
How fear, deception and indecision nearly destroyed NNSY
26 M-COP
M-COP oversees creation of new Code 930 work area
14
VOLUME 79 • NUMBER 3 SHIPYARD COMMANDER Captain Scott Brown DEPUTY COMMANDER Captain Brian Lepine COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese PUBLIC AFFAIRS OFFICER Terri Davis EDITOR Anna Taylor PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, April Brown, Floyd Logan, Troy Miller, Curtis Steward, Jennifer Zingalie E-MAIL 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
Service to the Fleet
NOW OPEN:
Four Flags Café BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY LUKE BEASLEY • NNSY PHOTOGRAPHER Norfolk Naval Shipyard’s new upscale coffee shop, Four Flags Café, is now open in Bldg. 762. The café, which sells coffee, pastries and sandwiches, is conveniently located next to Gate 10. Shipyard employees are encouraged to grab a drink or snack on their way to work in the morning, or stop by for a light lunch during the day. Shipyard Commander, Capt. Scott Brown, attended the grand opening March 7 and cut the ceremonial ribbon with help from Capt. Paul Amodio and Dave Heberlin of the Base Support Office (Code 800). During the grand opening, guests sampled a selection of Segafredo beverages along with sweet and savory treats from the menu. “For the last year, NNSY has strived to offer better food establishments and bring additional options to our people,” said Brown. The shop is open Monday through Saturday from 5:30 a.m. to 1:00 p.m.
From the Commander: CAPTAIN SCOTT BROWN
Personnel Development at America's Shipyard
"When you consider the current state of our workforce, with 1,452 new employees last year, and a similar number expected this year, personnel development becomes vitally important." Personnel Development. It’s one of our five strategic improvement initiatives. I’m sure most agree individual and team development are important. But when you consider the current state of our workforce, with 1,452 new employees last year, and a similar number expected this year, personnel development becomes vitally important. That’s a large slice of the demographic pie, and we all need to smartly harness the fresh insights and enthusiastic methods of our new employees to chart the shipyard’s future. Personnel Development is united with one of my guiding principles to be “Brilliant on the Basics.” Simply put, “Brilliant on the Basics” means we take care of our people, and equip them with the knowledge and skills to excel, from sunrise to sunset of their careers. Building on last year’s accomplishment
4 • SERVICE TO THE FLEET • APRIL 2016
of establishing core competencies and employee development pipelines, this year we’re having a collective dialogue across the shipyard between supervisors and employees on how to achieve full performance level in our work, and how employees contribute to their own personal development. While these conversations can be mutually beneficial, they risk being vibrations in the wind without concrete measurables, which is why we’re also establishing quarterly metrics to measure employee progression through the core competency pipelines. When I recently asked several apprentices about their knowledge of their individual development plans, I was pleased to hear they had good working knowledge of their career pipelines and options. There’s a wealth of jobs and a multitude of opportunities in the shipyard. You may choose to become a subject matter expert in your trade; you may become an instructor; you may become a supervisor; or you may pursue becoming an engineering technician. What you choose to do is up to you. Last month, Julius Rhodes from the MPR Group visited the shipyard and led many supervisors in a dialogue during several leadership forums. These forums, coordinated by our Production Resources Officer (Code 900) energized our supervisors and emphasized how vital their roles are on the waterfront. Rhodes highlighted the importance of being able to positively influence and collaborate with others. It was a good reminder of the finer aspects of interpersonal relationships while working with others and developing our people. Personnel development, like the other strategic improvement initiatives that comprise this year’s theme to “Accelerate the Change,” are well aligned with the recently released Chief of Naval Operations strategy, "A Design for Maintaining Maritime Superiority." This strategy advocates achieving high-velocity learning throughout an enterprise, by “apply[ing] the best concepts, techniques and technologies to
accelerate learning as individuals, teams and organizations . . . Implement individual, team and organizational best practices to inculcate high velocity learning as a matter of routine.” As you’ll read in this issue of "Service to the Fleet," we’re finding ways to do just that, as evidenced by our new Learning Center #1 in Bldg. 163. This area is fully customizable and designed to be used by a cross-section of our waterfront personnel, showing how zone managers, supervisors, and different tradespersons are integrated on a variety of jobs. It’s a highly collaborative and low-risk way to learn; it ultimately serves to accelerate and motivate our personnel in their work. Stay encouraged in knowing we’re seeing great signs of progress, both in personnel training and work execution. To give you a couple examples, welding defect rates from NNSY’s Structural Group (Code 920) have improved dramatically over the last year. NNSY’s Electrical Group (Code 950) training time for personnel to transition from non-nuclear to nuclear mechanics has been cut from four years to six months. What a remarkable reduction! That’s not cutting corners; that’s streamlining the process and making it more effective. I’m excited about continuing our journey together to develop the present and future leaders of America’s Shipyard. This is the journey that will allow us to reach our 2019 vision – NNSY is the shipyard of choice while leading the world in safety, performance and innovation. We are Norfolk Naval Shipyard. We are America’s Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
SAAPM: Eliminating Sexual Assault BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Bates-Pratt speaks to a new group of new NNSY employees about her duties as SARC and the importance of the shipyard's SAPR program.
Since she was a young student at Randolph Macon College, Shalise Bates-Pratt has been interested in violence prevention and anti-violence advocacy. Looking back, she acknowledges the seed was planted when she was a child. “Where I grew up, because it was so rural and isolated, we didn’t have all of the resources urban communities have,” she said. “I saw my extended family go through violence, abuse, and molestation, but it was strange to suddenly know there were names for things like that.” April marks the 12th annual Sexual Assault Awareness and Prevention Month (SAAPM). This year’s theme is “Eliminate Sexual Assault: Know Your Part. Do Your Part.” Eliminating sexual assault requires every service member to be a steadfast participant in creating an appropriate and respectful culture and upholding Navy core values for the Sexual Assault Prevention and Response Program. Bates-Pratt began her career in victim advocacy as a volunteer at a local shelter and then as a Sexual Assault Response Coordinator on campuses like Randolph Macon and Virginia Commonwealth University. She worked in Germany as the SARC for the U.S. Army Garrison Bavaria before returning to her home state of Virginia to be closer to family. She was a SAPR victim advocate at Naval Station Norfolk for a year before taking the position at Norfolk Naval Shipyard. Bates-Pratt describes herself as compassionate, which makes her job as the shipyard’s SARC a natural fit. She acts as a case manager, overseeing all reports of sexual assault at the shipyard from start to finish, ensuring each victim receives the correct services and assistance. “I make sure they are protected and are getting what they need,” she said. “If you go through something traumatic, it throws you off. Nobody imagines they will be sexually assaulted one day. So when
something like that happens, victims often don’t know what to do. A big part of my job is making sure we are helping victims navigate a process they aren’t prepared to be a part of.” Her responsibilities also include prevention and education, which means organizing year-round SAPR activities to raise awareness and training first responders, victim advocates and other organizations by request. The services Bates-Pratt provides are primarily for active-duty service members and their adult dependents, but she also opens her door to civilians at NNSY, to whom she provides the Civilian Employee Assistance Program information and contact numbers for a local crisis center. “We are all about empowerment,” she said. “We give victims the knowledge and resources they need to make their own decisions about how to move forward. It can be difficult for people to come to me, a random stranger, to talk about something very private, personal and painful.” Both the restricted and unrestricted reporting options for sexual assault provide victims with access to medical care, counseling, a chaplain, and victim advocacy. However, a restricted report does not trigger command notification and an official investigation, whereas an unrestricted report does. Restricted reports can be made to a SAPR victim advocate, SARC or healthcare professional. As Department of Defense and Navy prevention efforts continue to grow, SAAPM is an opportunity to continue the conversation about prevention at NNSY. “I would love nothing more than to work myself out of business,” Bates-Pratt said. “I do this because I care, and that’s the bottom line.” FOR MORE INFORMATION ABOUT SAAPM, VISIT CNIC.NAVY.MIL/SAAPM
From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE
America's Shipyard
"The Department of Defense is committed to preventing and responding to sexual assault. DoD has led efforts to ensure every survivor is treated with the sensitivity they deserve, the privacy they prefer, and the support they need."
6 • SERVICE TO THE FLEET • APRIL 2016
Hello America’s Shipyard! Spring has finally shown up and the weather is getting nicer…almost. What is really getting better is our shipyard! Every day we are working to make the shipyard better than the day before and I appreciate all of your efforts and support! It cannot be done without everyone’s involvement. Let me start off by saying Happy Birthday to all U.S. Navy Chief Petty Officers. The rank of Chief Petty Officer was established by General Order 409 and April 1, 1893 is recognized as the birthday of the Chief Petty Officer! This year we celebrate our 123rd birthday! April is Sexual Assault Prevention and Awareness month. The Department of Defense is committed to preventing and responding to sexual assault. Because sexual assault is an underreported crime, DoD has led efforts to ensure every survivor is treated with the sensitivity they deserve, the privacy they prefer, and the support they need. This consistent and effective response may inspire other sexual assault victims to come forward and make either a restricted or unrestricted report. Reporting this crime is essential so the department may deliver care and hold offenders appropriately accountable. This undertaking relies on leaders at all levels to create a climate of confidence and trust where everyone is afforded respect and dignity, and an atmosphere where the cultural imperatives of professional values and team commitment are supported. Visit www.deomi.org/DRN/ SAPR/ for more information.
April is also recognized as the month of the Military Child by the Department of Defense in an effort to recognize the hard work and applaud the courage of military children. From deployments to new schools, military children are faced with unique challenges that ordinary youth their age never experience. Their ability to adapt to present and future changes deserves our respect and admiration. It is a time to honor military youth for the important role they play in contributing to the strength of the military family. A special thank you goes out to all of the military children out there! Your sacrifice and dedication is truly appreciated. Lastly, during the month of April, Sailors will be participating in the semiannual Physical Fitness Assessment. It is never too late to get started on your own physical fitness and with the arrival of warmer weather I am seeing more and more people outside walking around. I ask you to exercise some extra caution and pay attention to the increase in pedestrians as well as motorcycle and bicycle riders. 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
New equipment increases FMB’s capability and capacity for servicing ship valves BY MIKE BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS BY LUKE BEASLEY • NNSY PHOTOGRAPHER As part of Norfolk Naval Shipyard’s focus on increasing organizational capabilities and capacity, the shipyard’s Fleet Maintenance Submarines (FMB) division at Naval Station Norfolk recently attained an air/water test stand for servicing ship relief valves. This new equipment, conveniently housed in Bldg. CEP200, alleviates strain on workers and saves time and money now that the valve work can be performed at FMB instead of the shipyard's Inside Machine Shop (Shop 31). “It gives us the capability to pop test relief valves that we normally have to send over to the shipyard,” said Machinist's Mate First Class (MM1) Zachary Bristol. “We’re able to do it more efficiently and a lot quicker than we would before. It improves our capability here at FMB about tenfold.” Relief valves keep a ship system from over-pressurizing and prevent equipment damage and personnel injury. They range anywhere from approximately five to eighty pounds. FMB had a test stand on site until it broke in 2014, and unable to procure replacement parts to repair it, the valves were then transported to the shipyard. The new stand promises to save approximately half-a-million dollars annually in “manning and resource costs, as well as 2,000 manhours per year in travel time,” said Lt. Nicholas Chiudioni, Deputy Production Management Assistant for FMB. “In Fiscal Year ’15, we performed 320 relief valve tests. It averages about 400 relief valves a year.” In addition to saving time and money, Bristol said there’s an added benefit with the stand helping to develop the skill set of FMB Sailors. “There’s a big military and civilian interface at NNSY,” he said. “By FMB being able to have this air and water test stand, it allows a better interface. It used to be we would drop these relief valves off at [Shop] 31 in the yard, and the military personnel really weren’t able to do our jobs as well because we didn’t have the capabilities to do so. Getting the test stand, what it does for us is lighten the load for civilians in the yard, and enables the military personnel who come and go here to attain more knowledge and be better trained on how systems work on a boat and fix relief valves and things like that. It’s not only helping the workload at Norfolk Naval Shipyard, it’s also helping the development and growth of military personnel at NNSY.” “It allows them to take their knowledge back to the fleet,” added MM1 Ryan Leake. “It also allows us to utilize our engineers over here more effectively. If we have an issue with the valve, we’re able to go right to them and correct the issue.” While the stand has only been in place since early February, it has already serviced relief valves for USS Boise (SSN 764), USS Montpelier (SSN 765), and USS Helena (SSN 725). For Helena’s Continuous Maintenance Availability, “the quick turnaround of the relief valves directly contributed to an on-time completion of an availability that had 62 valves and was extremely shortened with about 18 working days,” said Chiudioni. Since relief valves are on both submarines and carriers, FMB has also assisted NNSY’s Off-Yard Carriers Group at Naval Station Norfolk with valve testing for USS Dwight D. Eisenhower (CVN
69). “This is an entire shipyard asset, so those folks on the carrier waterfront, this is an asset that can be utilized for them as well,” said Chiudioni. While getting the stand in place required lots of coordination and consensus—the equipment itself requires air, water and power supplies that had to be configured in CEP-200—FMB Sailors agree it was well worth the work. MMC Anthony Baldwin praised NNSY’s Outside Machine Shop in also assisting the effort. “The hard work that Shop 38 does, they were instrumental in getting research done and writing the procedure [which allowed the operation] for the test stand. These guys were the tip of the spear in getting this up and running.” APRIL 2016 • SERVICE TO THE FLEET • 7
Shipyard Insider: BUZZ & BYTES
» POSITIVE YARDAGE Shop 51 Safety Flag Congratulations to Norfolk Naval Shipyard’s Electrical Shop (Shop 51), winner of the November 2015 Safety Flag, presented Feb. 10 in Bldg. 510. Shop 51 had no injuries or lost workday cases for the month. This marked Shop 51’s first monthly safety flag award in 2015. This award was credited in part to the shop’s safety committee, which leads by example and mentors employees daily on safe working habits. Another positive contribution is Shop 51’s leadership engagement with employees on jobs and discussing any possible safety hazards. At the recognition, Benjamin Kreps, Antowan Batts, and Nolan Lloyd were individually recognized for their efforts in making Shop 51 a safer place to work. Photo by Shayne Hensley, NNSY photographer. Shop 41 Safety Flag Congratulations to Norfolk Naval Shipyard’s Boilermaker Shop (Shop 41), winner of the December 2015 Safety Flag, presented Feb. 19 in Bldg. 163. Earning this flag capped a dominant year in waterfront safety performance for Shop 41, marking the shop’s fifth safety flag in 2015. Shop 41 had no serious injuries or lost workday cases for the month of December. Leaders in shop safety credited the strong performance to a proactive safety culture focused on mitigating job hazards and employees’ daily practice of Operational Risk Management Photo by Tony Anderson, NNSY photographer.
8 • SERVICE TO THE FLEET • APRIL 2016
Read Across America More than 25 Norfolk Naval Shipyarders, both civilian and military, participated in the Read Across America event at Portsmouth's Douglass Park Elementary School March 2. Shipyarders read to the students and participated in judging the doors decorated to celebrate the joys of reading. An annual initiative of the National Education Association since 1997, the Read Across America event is designed to spur love of reading in children. It is held on the school day closest to March 2, the birthday of Dr. Seuss. Photos by Tony Anderson, NNSY photographer. FMB Norfolk Naval Shipyard's Fleet Maintenance Submarines (FMB) personnel successfully completed a Continuous Maintenance Availability on USS Helena (SSN 725) from Feb. 10--March 10 at Naval Station Norfolk. FMB personnel worked a large availability with more than 200 work items in a compressed time frame. Work on the sub included service on the valves, submarine battery, stern plane, periscopes,
generator and main engine. There was an additional late job expected to require ten days and was completed in four to help the boat meet its operational commitments. Environmental Award Norfolk Naval Shipyard was among the Chief of Naval Operations Fiscal Year 2015 Environmental Award winners announced last month. NNSY's St. Juliens Creek Annex Environmental Restoration Program was selected in the Environmental Restoration Individual/Team category. The SJCA Partnering Team will advance along with the other winners to the Secretary of the Navy level of competition. The CNO Environmental Awards recognize environmental initiatives that not only help the
environment, but also the war fighter by ensuring that Navy activities are sustainable and can support the mission for the long term. Off-Yard Carriers NNSY's Off-Yard Carriers Group successfully performed a Main Hydraulic Control Valve repair on USS Dwight D. Eisenhower (CVN 69) from March 8-10 at Naval Station Norfolk in preparation of its deployment later this year. NNSY's Outside Machine Shop, Test Engineering and Mechanical Engineering personnel all contributed to this important effort. NNSY's Off-Yard Carriers Group Project Superintendent, Lonnie Kenley, and his team received a BZ from Rear Adm. J.R. Haley, Commander, Naval Air Force Atlantic, for their work.
La Dieu Citation Congratulations to Lt. Cmdr. Brian La Dieu, honored with a Navy and Marine Corps Commendation Medal for meritorious service while serving as assistant project superintendent, Fleet Maintenance Shops Department Head, and Mid-Atlantic Regional Calibration Center Deputy Director at NNSY from May 2013 to March 2016. La Dieu performed his demanding duties in an exemplary and highly professional manner. La Dieu made significant contributions to USS Dwight D. Eisenhower’s (CVN 69) Drydocking Planned Incremental Availability at NNSY. Commended for his mentorship and leadership of Sailors, he directly supported improved material condition of tended ships, submarines, and aircraft in the Mid-Atlantic region. Photo by Luke Beasley, NNSY Photographer.
» THIS MONTH IN HISTORY April 3, 1942 Adm. Chester W. Nimitz is named Commander-in-Chief, Pacific Ocean Areas (CINCPOA) and also retains the title of Commander-in-Chief, Pacific Fleet (CINCPAC). April 8, 1925 Lt. John D. Price, piloting a VF-1 plane, makes a night landing on USS Langley (CV 1) at sea off San Diego, California, the first on board a U.S. Navy carrier. April 10, 1963 During diving tests, USS Thresher (SSN 593) is lost with all hands east of Cape Cod, Mass., including commanding officer and 17 civilian technicians.
» VPP
» MONTHLY OBSERVANCES
Ten years ago, NNSY became a Voluntary Protection Program Star Site, as recognized by the U.S. Occupational Safety and Health Administration. The VPP Star is OSHA's top safety classification. It recognizes federal agencies and private industries with effective safety and health management programs that maintain injury and illness rates below national Bureau of Labor Statistics averages for their industries. NNSY was one of the first DoD installations nationwide to earn this prestigious award. More than 2,000 shipyarders attended the VPP Star Site recognition ceremony March 30, 2006, in Bldg. 163. "This is a great day for the Navy and this, our 'any ship, any time, anywhere' shipyard," said then Shipyard Commander, Capt. Joseph Campbell. NNSY earning Star Site status reflected the sharp reductions in on-the-job injuries and NNSY's Total Incidence Rate, which was 59 percent below the national industry. NNSY's ongoing commitment to safety was recognized by OSHA recertifying the shipyard as a VPP Star Site in May 2014. This marked NNSY’s 2nd recertification. The shipyard’s next recertification will be in the spring of 2019.
National Welding Month April is National Welding Month, a time of year to remember all the ways welding holds the world together. This month is dedicated to highlighting the contribution welders make to our shipyard and our nation, from holding our toaster ovens together for breakfast, to crafting the bridges we drive over to work, to the buildings and furniture all around us during the day, to the submarines and aircraft carriers keeping our service members safe across the globe, it is the benefit of skilled welding crafts persons that keep our world “glued” together. NNSY currently employs more than 430 welders of many different skill levels and backgrounds, all of whom directly contribute to the important mission of the shipyard and the Department of Defense, keeping the Navy's fleet fit to fight. Women's History Month On March 25, NNSY's Federal Women's Program hosted a lunch and learn in the Bldg. 1500 Command Briefing Room to celebrate Women's History Month. Shipyard Historian and Archivist, Marcus W. Robbins, presented “The History of NNSY Women” with stories and photos from NNSY's rich past.
» CONGRATULATIONS Congratulations to Code 740 Group Superintendent Scott Dingman. Dingman was inducted into the National Association of Superintendents March 11 in Bldg. 268.
» NEWS YOU CAN USE Shipyard Shuttle NNSY is running a shuttle service from building to building throughout the installation side of the base. This service runs Monday through Friday from 5 a.m. to 5 p.m. and takes personnel (civilians, military, and contractors) from the north end to the south end of the shipyard. Each shuttle stop has a sign labeled "America's Shipyard Bus Shuttle Service." As this is a new service for the installation, there may be a few growing pains with timing and pick-up points; we ask that you have some patience, as the drivers get experience driving around the base over the coming weeks. To request a map of the shuttle route, please contact Public Affairs at 396-9550.
» RECORDS MANAGEMENT Frozen Records Those temporary records that cannot be destroyed on schedule because special circumstances, such as a court order, require temporary extension of the approved retention period. Records that are frozen cannot be destroyed until the freeze order is lifted by the appropriate authority. As a reminder, additional records management information can be found on the Code 1102 Records Management page on WebCentral. For more information, please contact your code's Records Liaison Coordinator or the Command Records Manager, Michelle Guiliano at 396-9504.
APRIL 2016 • SERVICE TO THE FLEET • 9
Theme: PERSONNEL DEVELOPMENT
LEARNING CENTER BRINGS ACCELERATED TRAINING TO NNSY BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
A Shop 26 mechanic using the pulse arc welding process on the submarine radial frames of the NNSY Learning Center #1 Mock Up.
A new training facility in Bldg. 163 provides a high-velocity learning environment to accelerate the change at Norfolk Naval Shipyard. Learning Center #1, formerly known as the Multipurpose MockUp, provides hands-on training for various jobs shipyard workers may encounter. The learning center is a fixed structure, but the interior, which is designed to look like a surface craft and submarine hybrid, is fullycustomizable and made to be used by different shops and codes. Depending on the scenario, mechanics, engineers and inspectors could all be involved in a simulated evolution, which includes planning and tear-down. The learning center gives new workers a place to learn and provides veteran mechanics a place to hone their skills and refresh old techniques. “Some mechanics may not totally understand the shipyard’s process,” said Scott Saunders, Code 920 Surface Ship Director. “So we can send them to the learning center to learn how to do things 10 • SERVICE TO THE FLEET • APRIL 2016
Left: Jimmy Cooke, Shop 17 mechanic; Byron Pate, CTDL; Pete Cheeseman, Shop 11 Work Leader; Mike Young, Shop 11 subject matter expert. Below left: Matt Belli and Pate inside a tank.
A Shop 26 new hire using the sheet metal arc welding process in one of the CTD weld booths
before sending them to the waterfront.” The need for Learning Center #1 comes from the projected workload arriving in 2017 and 2018 combined with the Chief of Naval Operations’ challenge to accelerate learning at all levels. By training multiple shops and codes, the learning center can mirror all facets of waterfront projects to instill sound fundamental work integration and processes. “We call our contacts in the Engineering and Planning Department (Code 200), they’ll send some of their new engineers to write the technical work documents, and then we’ll give the work to a welder or a mechanic,” said Saunders. “A lot of the work will require inspection, so we can get new inspectors learning the quality assurance side, too.” Shipyard Commander Capt. Scott Brown is dedicated to creating an elite learning facility at America’s Shipyard, and Learning Center #1 is part of the transition to an institutionalized and coordinated production training effort. “We want to train folks the right way, to make sure they
understand the processes and requirements,” said Jeff Saniano, Shop 26 Deputy Superintendent. “The majority of work gets done on the waterfront and Learning Center #1 is where new employees, not just Code 920, are going to learn how to work a job from start to finish.” Instructors and subject matter experts will evaluate employees as they work in the learning center, which provides a proactive approach to training and resource management. “Learning Center #1 provides a facility for hands-on training where mechanics from all trades can take what they learned in a classroom or on the waterfront and put it to use,” said Byron Pate, Code 920 Continuous Training and Development Lead. “Mechanics are the most important assets we have, so we want to make sure they are performing where they need to be. We are here to help them.” Much of the learning center’s success will be attributed to its flexibility and safe-to-fail environment, which means mistakes won’t jeopardize any fleet assets and mechanics will feel confident to test their limits. “We can build in anomalies to see how well they are handled,” said Saunders. “When you bring them through the learning center, you remove the different variations in on-the-job training. We know they are all trained to the same standard.” APRIL 2016 • SERVICE TO THE FLEET • 11
Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT
EYE ON INNOVATION: RPL AND CODE 200 CREATE NEW TRAINING VALVES BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY LUKE BEASLEY • NNSY PHOTOGRAPHER
John Tate and John Frisch examine two of the valves created for Code 200's engineer training class. At Norfolk Naval Shipyard, innovation and teamwork are key characteristics of the Rapid Prototype Lab (RPL). The RPL opens its doors to anyone who has an idea to make a process more efficient and they are willing to aid anyone who seeks their assistance. However, sometimes someone comes to the team seeking something they do not have the tools to provide. Rather than turn away these creative thinkers, the RPL reaches out to other shops within the shipyard to collaborate and get the job done. NNSY’s Engineering and Planning Department (Code 200) and the Rapid Prototype Lab (RPL) used innovative ideas and teamwork to collaborate in providing used valves and training tools to the classroom setting within the shipyard. The partnership began when
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Code 228 Training Engineer John Frisch came to the lab with a goal in mind: take scrap valves from throughout the shipyard and turn them into hands-on training devices to help teach engineers the ins and outs of their work. In 2015, Code 200 was working on standing up a training class for their engineers on ship valves. The original plan was to hold an eight-hour class featuring a detailed PowerPoint presentation for the students. “We wanted to provide a more hands-on experience to help the new engineers learn,” said Frisch, sharing that Code 261’s Jeff Harrison made the suggestion to purchase several plastic valves from an outside company that would be color-coded and cut for the students to view their internal workings. “We loved the idea and with
Left: An excess ball valve (top) and the ball valve created by the RPL. Above: The gate valve designed for training (left) next to an excess gate valve. Below: Kenny Kinstler, John Tate, Alim Jordan, and John Frisch display valves created by the RPL.
a consensus that it was the way to go, I began researching to get the training valves into the shipyard.” In his research, Frisch found the pricing for the valves would cost more than $15,000. Wanting to find a more cost-effective solution, Code 228 Organization and Employee Development Supervisor Jim Duke asked if the valves could be obtained within NNSY and modified for training purposes. “I reached out to projects across the shipyard and found that the USS La Jolla (SSN 701) project had several valves that were scheduled to be discarded,” said Frisch. In addition, he found several excess valves from the Pipefitter Shop (Shop 56) and two valves from the Non-Nuclear Machinist Shop (Shop 31) that were also scheduled to be discarded. “We found an opportunity to use what the shipyard already had and were able to secure those valves.” With the valves in hand and the need to create something viable for the classroom setting, Frisch then reached out to the Rapid Prototype Lab to come up with a plan to cut the valves for training use. “John brought us the scrap valves and we cut them open with our machines to make the internals visible during operation. Then he reached out to Jamie Edwards in the Paint Shop (Shop 71), who was able to sandblast and repaint several valves for the training,” said John Tate, a member of the RPL. In addition to providing a more cost effective solution, Code 200 was able to test the modified valves during a first dry-run of the Naval Ship Valves Design and Operation class and the results spoke for themselves. “The engineers really thought the hands-on valves added to their training,” said Frisch. “The internal parts were painted bright red. They were able to operate and disassemble the valves; this really helped them understand how the valves worked. You want them to get the most out of what they are trying to learn. We think these modified valves accomplish that.”
Tate added, “One of the big things with this project is that John and Code 200 had an idea for saving costs and he had a resource in our group to bring the idea to life. All the jobs we take on don’t have to be intricate to make a big splash at the shipyard. Even the smallest changes can make a huge impact.” This project is not the first time Code 200 has been involved with the RPL. According to Frisch, classes get to tour the RPL and see firsthand what they can do for the shipyard workforce. “I work with a lot of new engineers in our classes and I really try to get the point across to them that if they have new ideas they are able to reach out to the RPL and they will help bring that idea to life,” he said. “With this project, we were able to showcase that we are able to work together as a unit while also making sure to get full use of what the shipyard has to offer.” The RPL and Code 200 will be working together to modify more valves for training and are also looking for more ways to work together to help accelerate the change at NNSY.
APRIL 2016 • SERVICE TO THE FLEET • 13
NEW SUPPORT TOWERS ARE WELCOME ADDITION TO NNSY WATERFRONT BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Shipyard employees from numerous departments came together to complete four new support towers, which will first be used on the USS Rhode Island (SSBN 740) project.
Norfolk Naval Shipyard is the proud owner of four new multi-purpose support towers thanks to the combined efforts of the Nuclear Engineering and Planning Department (Code 2300), the Structural Group (Code 920), and the Lifting and Handling Department (Code 700). The support towers, which act as elevated platforms for project support materials, were completed in March. For the Reactor Engineering Division (Code 2310), the plan began almost fourteen years ago when the conceptual design was created by Nuclear Engineer Brian Popp. One tower was fabricated in 2002 for a specific need with the expectation that additional towers would be fabricated later to replace NNSY’s existing, aging support towers. However, the project languished for several years due to increased workload and higher-priority work. Nuclear Engineer Brandon Waltemyer picked it back up when he arrived at the shipyard in 2012, but the project was again delayed until June 2014. The drawings took him nearly two years to complete because much of the work was done using two-dimensional AutoCAD (computer-aided design) in his spare time. Frustrations with the process encouraged Waltemyer to learn a quicker and more efficient method, which led him to three-dimensional AutoCAD. Three14 • SERVICE TO THE FLEET • APRIL 2016
dimensional AutoCAD is now widely implemented at the shipyard, and these types of drawings can be finished in a matter of months. Most of Code 920’s Shop 26 welders were supporting highpriority projects on the waterfront, which meant the support towers weren’t going to get the resources they needed. After some skillful shuffling of manpower, Shop 11 and Shop 26 were able to provide a dedicated team to Waltemyer, and they worked 32 days on back-toback 12-hour shifts constructing the towers. Many of the welders were new hires from private shipyards and were not yet qualified to work on ships or submarines. They were, however, qualified to do aluminum welding, a difficult type of welding rarely used at NNSY. “There are welders here in the shipyard who have spent their whole lives welding and never welded aluminum,” said Waltemyer. “These very young welders from outside the yard had the experience and they came in and supported us. Their knowledge was what we needed, when we needed it.” With momentum finally in their favor, the team committed to a deadline and achieved their goal. “They didn’t just do it, they did exceptional work,” Waltemyer said of the multiple trades involved in the staging, rigging, and
SHIPYARD SIBLINGS BRITTANY CLARK AND WILLIAM EDWARDS Brittany Clark is a 2015 Shop 51 graduate of NNSY’s apprentice program and is now a Code 950 quality assurance inspector and supervisor. Her brother, William Edwards, is a second-year Shop 72 apprentice currently on the crane team for the USS La Jolla (SSN 701) project. “My brother and I have a lot of drive and passion for the future of this shipyard,” said Clark. “We hold ourselves and others to a high standard.” APRIL 10 IS NATIONAL SIBLING DAY!
welding. “These guys were down there with me and everyone had an opinion. It made my job easier. There were a lot of generated ideas.” The stackable support towers, which are currently being used by the USS Rhode Island (SSBN 740) Engineered Refueling Overhaul, can hold any type of equipment to create an elevated workspace and keep equipment off the dry dock floor. They’re aluminum, which makes them essentially maintenance free, and they won’t rust, so they don’t require blasting or painting. In addition to being practical, the support towers are also a much safer alternative to standard scaffolding. “These things are built extremely sturdy,” said John Lader, Shop 26 supervisor. “It’s going to make it better for the guys who are going to use them to support their work. It’s going to be a lot safer.” The shipyard would normally spend six months to a year working on a project like this, but collaboration and teamwork helped expedite the process. “It was one of those projects that just blossomed. Not only did we get the towers built, but other things came together that will contribute to the success of the shipyard in the future,” said Lader. “We need to build back that mentality that it’s not all about yourself; it’s about your shipyard. That’s what it takes. If you’re successful you build pride. When you see things come together like this is gives you inspiration to do better.”
Left: Waltemyer and Popp discuss the new support towers before they are relocated from Bldg. 163 to the USS Rhode Island (SSBN 740) project. Above: members of the team look at one of the four support towers. “The big thing was the attitudes of the workers,” explained Shop 11 Shipfitter Supervisor Bo Jamison. “We had guys coming to work wanting to work. If you like what you do it does make it easier.” Larry Williams, Code 920 Shop 11 inside manager, emphasized the work ethic and enthusiasm of everyone involved. "The way these guys dug in and worked once we were tasked with completing these towers in the short time frame that we had; they did a magnificent job and turned these towers around to overcome various obstacles," he said. "This is what the inside shop can do with the right resources and the right people. These towers are a perfect example of what we can accomplish." APRIL 2016 • SERVICE TO THE FLEET • 15
3-D PAVING THE WAY TO NEW TECH AT NNSY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Building Norfolk Naval Shipyard as the flagship for innovation is the goal of the NNSY Technology and Innovation Community of Practice (NNSY T&I COP). Within the NNSY T&I COP is the 3-D Metrology subcommittee, a group dedicated to perfecting technology already in use as well as bringing forth new and exciting ways to integrate 3-D scanning into what the shipyard does on a daily basis. Metrology is the science of measurement used by mechanical, electrical and structural disciplines to determine a high level of certainty in any field of science and technology. As part of the NNSY T&I COP, the Metrology subcommittee has been researching current and future technologies to utilize during maintenance and modernization processes to take accurate measurements in the shipyard and onboard naval vessels. As part of the initiative to bring 3-D modeling into NNSY’s design processes, the Metrology subcommittee has researched the most accurate 3-D scanning technology used in the shipbuilding industry and is in the process of purchasing laser scanning equipment for NNSY’s use. The portable large-area laser scanners would capture a 360 degree scan of the area or item to verify and record current conditions. “Not only does this new technology give us an accurate scan to measure the ships or facilities we’re working with, it also helps us identify what has changed with age, etc. It gives us a good way to accurately record what’s currently there so we can plan our modifications. Studies have shown we can save up to 50 percent in shipcheck time by using this technology,” said Code 262's Brian Presson, Metrology subcommittee lead.
Members of the sub-committee examine 3-D images of a ship during a recent meeting.
Code 251 and subcommittee member John Forrester added, “the scanners would minimize rework and waste by having a more precise depiction of the space being worked. The 3-D model created can be used to plan and provide an accurate tool to the shop so the design doesn’t have to be modified later on. Where the real cost avoidance comes in is that several codes can use the same laser scans in order to preplan modifications, installations or removals without interferences of existing equipment or structures early on in the design phase. That turns into a tremendous reduction in effort and manhours.” The Metrology subcommittee has historically contracted the scanning evolutions. “We worked hand-in-hand with Naval Surface Warfare Center Philadelphia as they did laser scans and post-processing of our dry docks, caisson and crane. They have been helpful in our researching process,” said Presson. “When we were able to identify the need for the technology at NNSY, NSWC-Dahlgren along with Puget Sound Naval Shipyard and many others have been there to aid in our research and training in how to properly use this technology. Newport News Shipbuilding provided laser scans of 600 spaces on the USS George Washington (CVN 73) and has hosted demonstrations of how 3-D scanning and modeling can be used in virtual reality and augmented reality applications. We’re still in the early stages but we’re excited to see what we can do.” In addition to the laser scanning technology, the Metrology sub-committee has also been working with a Metrology technology called the FARO Arm. The FARO Arm is a portable coordinate
Jahnny G. Lassiter Sr., Code 283, observes a presentation during a sub-committee meeting.
measuring machine that allows manufacturers easy verification of product quality by performing 3-D inspections, tool certifications, computer aided design comparison, dimensional analysis, reverse engineering, and more. Cameron Boyd, Code 105.3 Supervisor, shared his experiences with the FARO Arm while on temporary duty at Nuclear Regional Maintanence Department Kings Bay in support of Code 261, Special Emphasis Work on the USS Florida (SSGN 728). “A real-world test was performed to see how well it compared with our more traditional point-to-point measurement and welding operations as we performed pipe modification on a critical system in the ship's propulsion plant. It was a lot faster and simpler to set up. Less controlled waste was produced as a result,” he
said. “Its use will benefit projects by saving a lot of time, requiring less equipment and therefore less controlled material that has to be properly accounted for and disposed of. This translates into big savings both in terms of mandays (dollars and cents) especially for high-risk evolutions that typically define special-emphasis work. If ever there is an example of effective application, these definitely fit.” With Metrology technologies always advancing, the Metrology subcommittee knows this is just the beginning of what they can accomplish for NNSY. Dedicated to putting forth the needed research to fulfill the needs with the advancing Navy, the group is taking the challenge head-on in making NNSY a flagship for Metrology technology.
SHIPYARD SIBLINGS GAIL LEE AND KENDRA BURGHARD Gail Lee and Kendra Burghard's father, Kenny Palmer, worked in Shop 38. He encouraged his daughters to apply for the shipyard apprentice program to ensure their security should anything ever happen to him. The sisters began work at NNSY July 26, 1989 in the sail loft. Their father passed away that October. Burghard is now a quality data analyst in the Engineering and Planning Department (Code 200). Lee works in the Operation Department (Code 300) and is a member of the manager qualification program. APRIL 10 IS NATIONAL SIBLING DAY! APRIL 2016 • SERVICE TO THE FLEET • 17
Members of the shipyard OSHE office (Code 106) discuss safety and swarming with attendees of the USS Rhode Island (SSBN 740) career fair in March.
REVISED INJURY MISHAP REPORTING PROCESS SUPPORTS SHIPYARD GOAL OF ‘NO ONE GETS HURT TODAY’ BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER Anyone who has ever tried Shawarma may have enjoyed the slowly roasted, carefully shaved meat, but that’s not what the Occupational Safety, Health, and Environmental Office (Code 106) is referring to when they mention the term “Swarming,” a new aspect of the Rapid Response Process for safety mishaps. Norfolk Naval Shipyard recently updated its injury mishap reporting process through what is known as “Standing Order 2” directed by the shipyard commander. The new process includes a more detailed timeline, said Safety Deficiency Report Program Manager, Stephanie Twine. The objective is to support the shipyard’s safety goal that “no one gets hurt today,” said Mike Rice, Occupational Safety and Health division head. The new process does this by ensuring the right people are notified in a 18 • SERVICE TO THE FLEET • APRIL 2016
timely manner, immediate corrective actions are taken and lessons learned are shared in order to prevent future mishaps. With the new process, when an injury occurs, supervisors contact their managers. They then send an initial notification to both Code 106 and the shipyard commander within 24 hours of the event. “This can be done through an e-mail, phone call or faceto-face,” said Twine. The initial notification will include basic information such as the event description, date, time and location. The OSHE Office’s WebCentral home page includes a template that details what is needed in order to help supervisors and managers ensure all the required elements are included. “The purpose of the new process is to rapidly identify problems and conduct a swift investigation through the commitment
of skilled resources. Along with the initial notification, the area where the event occurred is secured and the investigation process should have been initiated,” said Rice. “The responsible manager is accountable for bringing the right team together and Code 106 is able to assist if need be,” said Twine. This team will conduct the investigation by “swarming” the scene. The team may include a number of on-site experts, which includes the supervisor, departmental safety representative and a subject matter expert or engineer. The investigation takes place within 48 hours and the team gathers additional information. The point of swarming in such a short period of time is to address the problem while it is still fresh and find out what may have happened. “If the team waited a
week or even a few days it would be hard to investigate what happened,” said Rice. The information gathered by the team is added to the previous notification and a follow-up is sent to Code 106 and the shipyard commander within the 48 hour time-frame. “The follow-up includes a brief synopsis as well as the employees’ perspective,” said Twine. “We ask them, ‘What do you think we could have done differently that can prevent this in the future?’ The injured may give a viewpoint that we or the supervisor or management hadn’t thought about.” “The new process does not replace the formal reporting process already established, however. The initial and followup notifications are separate items from the formal mishap reports that are still required,” said Twine. Although the notifications and the mishap reports may contain the same or similar information, Occupational Safety and Health Administration requires certain information to be reported for mishaps and the Standing Order requires unique information to be reported to the shipyard commander. The two reporting methods are not interchangeable. The formal pre-mishap form and final report are still due to Code 106 within five and 10 days respectively,
versus the 24- and 48-hour window for the initial and follow-up notifications. The idea for more immediate reporting comes from the book, “High Velocity Edge.” In chapter four, the author identifies ways complex systems are able to succeed. Based on lessons learned from another industrial organization, these include: immediately identifying problems, getting the right people in to fix the problem, and once the problem is solved, sharing the knowledge. The other aspect is leading by developing these three areas throughout the organization. For employees, reporting injuries right away also benefits them. In the event a
reported injury where an employee did not seek medical treatment, filing for disability or medical compensation, or requesting returned leave, will be an easier process should the injury progress into something more serious. “It also helps us to be able to go look into the problem and make sure no one else is going to get hurt.” Ultimately, the goal of the newer, cohesive reporting system is to benefit employees and lower shipyard injury rates. Particularly as NNSY continues to bring in new employees, creating an environment of awareness as well as passing on the knowledge is essential to achieving the shipyard’s goal.
Jena Brunson and Stephanie Twine of the shipyard OSHE office (Code 106) discuss safety and swarming with attendees of the USS Rhode Island (SSBN 740) career fair in March.
APRIL 2016 • SERVICE TO THE FLEET • 19
Your Yard: PLACES & FACES
SHIPYARD SPOTLIGHT: BLACK BELT BELIEVES PROCESS IMPROVEMENT DEVELOPS LEADERS BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER One of nine master black belts in the shipyard, Erika Workman is currently using her process improvement (PI) skills to help develop an aligned pipeline for first and second level supervisors. “I have a passion for helping supervisors,” said Workman. “I think they have the toughest job in the shipyard and I think there are things we can do to make their job easier and make our shipyard more successful.” The PI project comes as a result of Norfolk Naval Shipyard’s "Strategic Guidance and Fiscal Year 2016 Objectives," one of which is to develop supervisors. Workman is part of a multi-functional team, known as the Supervisory Professional Development Process Improvement Plan Team led by Ken Inglesby, the Nuclear Engineering and Planning Department (Code 2300T) training division head. The team is divided into three parts: zone manager to transition manager, which focuses on active mentoring and work validation; urgent actions, focusing on development that is needed “now;” and leadership training, which is about sustainment and includes curriculum maintenance. 20 • SERVICE TO THE FLEET • APRIL 2016
Workman’s hope is to build a supervisor competency model which builds on a foundation and provides ongoing building blocks as a supervisor continues to progress. Within that effort the goal is to develop a one stop shop or repository for supervisors. “It is going to take the joint efforts of senior leadership and supervisors to ensure everyone receive the tools they need,” said Workman. A developed supervisor should have a well-rounded resume of required skills, said Workman. These include leadership, such as relationship building, time management, and communication to name a few, as well as understanding and handling administration and Human Resource issues. “Supervisors need skills that communicate expectations in order to support success and execute work,” said Workman. “They need to know their people and what motivates them - we are all different and we need to provide them tools to help them be successful with interacting with people.” She also believes supervisors should also be proficient in job planning, project management fundaments, risk management, safety, and emergency response. It is important they understand
SHIPYARD SIBLINGS THE HAWKINS BROTHERS Alex Hawkins Jr. is one of four brothers. He began his career at the shipyard in 2010 as a Shop 38 apprentice. A U.S. Army veteran and member of the Army Reserves, Hawkins did not initially have any plans to work at the shipyard. “One of my younger brothers, Tabren, is a Shop 26 welder who arrived at the shipyard in 2008,” said Hawkins. “He told me about the unlimited career opportunities NNSY had to offer, and I decided to take a shot.” After graduating from the apprentice program, Hawkins became a member of the Occupational, Safety, Health, and Environmental Office (Code 106). Another brother, Christien, came onboard as a welder in late 2015. Hawkin’s father and son also work here, making his youngest brother the only one of the bunch able to resist the pull of America's Shipyard. APRIL 10 IS NATIONAL SIBLING DAY!
the shipyard mission in order to best schedule maintenance, resolve problems, handle job oversight on the deckplate, and fully understand exposure management and work reviews, said Workman. Each of the breakout teams is working to identify gaps and needs in the current training and development program and will generate new processes if needed, as well as materials and resources. This could include anything from training, to knowledge of resources and points of contact. It also includes products that will aid in the enhancement of personal, professional and technical skills. Each item is meant to support a supervisor from start to finish, whether new to the job or more seasoned, or simply for the start of a new project.
“I believe supervisors are incredibly dedicated. I have met with a lot of them and have interviewed many of them and I know their hearts into it,” said Workman. “As a Master Black Belt, I feel my job is to be their voice. I know when they are successful the shipyard is successful.” APRIL 2016 • SERVICE TO THE FLEET • 21
MEET YOUR MAKERS: STEPHANIE JACOCKS
When art meets science, ships get done BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER From the bronze artifacts of ancient Egypt to the iron blades of the middle ages and the steel structures of modern times, welding has a rich history. According to Stephanie Jacocks, a 2010 Norfolk Naval Shipyard apprentice graduate and Shop 26 (Welding) Nuclear Continuous Training and Development Lead, welding is the fusion of art and science. “A welder in the shipyard is responsible for building practically everything,” said Jacocks. “We do structural, pipe fabrication, and valves. We are also an assisting shop that helps get the boats out, so we have nuclear and non-nuclear divisions of the shop.” Welding is used in various types of industrial settings. At NNSY, welders will learn or have maritime or marine experience completing things such as ship repair and refit. Welders must also be vigilant and adhere to strict safety rules, said Jacocks. It also necessitates a skilled eye for performing testing methods and visual inspections in order to recognize flaws or errors. “Welding is most critical to keeping the vessel in a working condition,” said Jacocks. Because welders touch every part of the ship, it is crucial they perform to the highest standard possible “to keep the Sailors safe and coming home to their families and keep our country fighting.” Like any skilled craft, some choose to become a master of their trade. “A master trained person in welding understands the connection between the scientific and artistic skill set you need to be a successful welder,” explained Jacocks. “There is definitely artistry to creating the bead (metal filler) and watching the puddle and creating that final 22 • SERVICE TO THE FLEET • APRIL 2016
Above: Welders Christian Simmons and Nelson Dockery with Stephanie Jacocks and Welding Supervisor Michael Raynor. piece. But there is a scientific element to it you have to understand. It takes time and experience and good people around you training you.” Jacocks has forged her own path to success as a welder and now is now helping train and develop new welders. She encourages others who wish to master their craft to never give up or be afraid to fail. Most importantly, “be the best–there is only one of each of us. There are no duplicates. So you just strive every day to be the best possible you, especially in your profession,” she said.
USING THE SRL 1.The SRL attaches to the webbing of the harness itself while the user depressing a lever that releases the locking pin to open the device’s handle. 2. Once open, the user threads the handle through the webbing above the dorsal D-ring before closing it and putting the locking pin and handle back into the locked position. 3. Once secured, the user will be able to strap on their harness. With the SRL properly secured on the harness and on the user, in the event of a fall the SRL will limit the free-fall risk.
New Personal Self-Retracting Lanyards Provide Added Safety In Fall Protection BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
The Production Training Division (Code 900T) is excited to bring a new tool to the Norfolk Naval Shipyard arsenal: the Twin-Leg Talon Self-Retracting Lanyard (SRL). “The Twin-Leg Talon SRL can assist in the prevention of injuries at the shipyard. The standard six-foot shock-absorbing lanyards used by a majority of the workforce has the potential of a longer free fall distance which in turn deals more force on the body when a fall occurs,” said Steve Deller, Code 900T Safety Instructor. “SRLs in general have less of freefall risk when in use and this personal SRL has the ability to go with the user, allowing for more mobility on the job without having to disassemble and move between anchor points.”
The Twin-Leg Talon is a personal SRL, which means the body of the SRL attaches to the harness itself unlike what has been used frequently before at the shipyard. Its primary advantage is allowing for 100 percent tie off while limiting the fall distance needed. This would be beneficial for anyone who needs to transfer between connection points at lesser heights, or where obstructions below reduce the amount of fall clearance available. Originally purchased for the Lifting and Handling Department (Code 700) to mitigate limited fall clearance issues when working on bridge cranes, it became clear that these SRLs would be a worthy addition to what the shipyard has to offer to its workers. The devices
were bought in early March and are now available at the tool room for employee use. “Finding the right kind of gear can be challenging for the work we are faced with at NNSY,” said Mark Riggs, Code 106.22 Fall Protection Program Manager. “Employees are constantly looking for new and better fall-protection gear when working at heights. One avenue taken to introduce new fallprotection equipment is through the NNSY's Fall Protection High Risk Team (FPHRT). The FPHRT is composed of employees from various codes around the shipyard who meet to discuss fall-protection issues and share new ideas and equipment. Being a VPP Star Site is a big contributing factor to the success of the Fall Protection Program here at NNSY.” Deller added, “The Twin-Leg Talon SLR is a nice piece of equipment and we’re hoping to see folks using these devices a lot,” said Deller. “It’s part of the wave of the future in regards to fall-protection gear and we want to make sure our people are as safe as possible on the job.” APRIL 2016 • SERVICE TO THE FLEET • 23
CIVIL DISORDER: How fear, deception and indecision nearly destroyed Norfolk Naval Shipyard BY MIKE BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS COURTESY OF MARCUS W. ROBBINS • NNSY HISTORIAN AND ARCHIVIST It’s the United States Navy’s oldest, largest and most multifaceted industrial facility, just a buck and change shy of its 250th anniversary in November 2017. But as flames consumed the structures and ships of Norfolk Naval Shipyard the evening of April 20, 1861, its future was very much in doubt. At the advent of the Civil War, Gosport Shipyard (as NNSY was then known) was a premier naval facility in Portsmouth, Virginia for constructing large warships, including five recently completed steam vessels. Two huge ship houses loomed over the waterfront. The shipyard was home to the Navy’s largest arsenal, which included 300 Dahlgren cannons and more than 50 nine-inch guns, as well as a squadron of active and reserve vessels. The control of Gosport Shipyard wasn’t just a game changer; it was a war changer. 24 • SERVICE TO THE FLEET • APRIL 2016
Warning signs for the Navy and nation were increasingly glaring between November 1860 and January 1861, with almost 50 southern naval officers providing their resignations. This number eventually ballooned past 250, with many of these officers serving at Gosport in early 1861. As the officers resigned, the southern states seceded. Who, or what, was there to stop them? U.S. Navy ships were scattered across the world’s oceans, and President James Buchanan was a thoughtful, moderate man whose rationales were a whisper in a hurricane of inflamed emotion on both sides of the Mason-Dixon Line. Buchanan, an attorney at heart, drank his own political poison in the conflicting beliefs that the states had no legal right to secede, but nor could the federal government legally prevent them from doing so.
Left: an illustration of the 1861 burning. Top right: Merrimac destroyed at the burning of Norfolk Navy Yard, original painting by B. A. Richardson. Bottom right: Burning of the Gosport Navy Yard, The New York Illustrated News, May 11, 1861. Weeks after President Abraham Lincoln took office, frenzied preparations were underway to hurry Gosport’s strategic asset— the 12-knot screw frigate USS Merrimack— off to Philadelphia despite its engine parts scattered throughout shipyard shops and in various states of repair. On April 17, 1861, the very day Virginia seceded, steam was up, and permission to get Merrimack underway was requested. However, Shipyard Commander, Commodore Charles McCauley, denied the request. A War of 1812 veteran, this 68-yearold Philadelphia native was a fervid Unionist, but became fearful and indecisive during a pivotal moment in American history. On April 20 while awaiting Northern reinforcements, McCauley received reports Confederate attack was imminent, with forces arriving locally in one large trainload after another. Proving the benefits of deception in wartime, the Norfolk and Petersburg Railroad was actually just continuously running a single convoy of soldiers to Norfolk—a convoy masquerading as an army. McCauley ordered the scuttling of ships, and destruction of the first dry dock in the Western Hemisphere, Dry Dock 1. While the Merrimack burned to the waterline and sunk, Dry Dock 1 was destined to remain a permanent fixture of the shipyard. It was set for demolition, black powder loaded into the dock’s pumping galley and slow burning fuses strategically placed. It’s unknown how the dock survived—faulty materials? Water in the dock? Sympathetic union soldiers who snuffed the fuses, or a shrewd Southern officer who opened up the dry dock to the river? McCauley’s military force on yard was comprised of 16 officers, 60 Marines, and nearly 100 Sailorss, but these relationships were a wary waltz on the eve of wartime--particularly since McCauley thought many of his officers favored the South. With the shipyard’s ships and structures ablaze the evening of April 20, Portsmouth’s citizens were initially fearful but ultimately fortunate, due to the winds blowing out toward the Elizabeth River. Damage was largely limited to the shipyard, with the exception of when USS Pennsylvania’s guns heated past the firing point, shooting cannonballs down a city street and damaging at least one private residence. The invading Confederates overtook a shipyard minus a rigging or sail loft, and the ships of Merrimack, Germantown, Plymouth and Dolphin were severely damaged or altogether destroyed. The U.S. Senate later condemned McCauley for yielding the Navy's largest
shore facility to the Confederacy with scarcely a shot fired during the takeover. Much of the shipyard's weaponry survived, including the highly valuable 300 Dahlgren cannons. Despite the determined efforts to destroy Merrimack, the Confederacy raised the ship’s remains and rebuilt her as the ironclad ram CSS Virginia. This ship became the Confederacy’s foremost hope in defending local waters, at least until the shipyard was seized a year later in May 1862. The reclamation greatly weakened the Confederacy’s operational readiness, causing CSS Virginia to lose its homeport. Without this facility to repair and outfit the small Southern Navy, the ship was destroyed to prevent it from falling into the hands of Union forces. Today, Norfolk Naval Shipyard is one of the nation’s four public shipyards, which perform logistic support and work in connection with ship construction, conversion, overhaul, repair, alteration, drydocking, outfitting, manufacturing research and test work. NNSY’s mission is to maintain and modernize naval ships and to provide emergency repair of those ships. Its full-service fleet capability includes being able to service aircraft carriers, other surface ships and submarines. NNSY is the only East Coast naval shipyard capable of dry docking nuclear-powered aircraft carriers. In the past two years it has christened itself “America’s Shipyard,” ably serving the needs of the 21st century Navy and nation—whatever they may be. While the shipyard has had an important past, it has an equally vital future. APRIL 2016 • SERVICE TO THE FLEET • 25
M-COP OVERSEES CREATION OF NEW CODE 930 WORK AREA BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER There is a new, centralized work area for overhauling submarine hull and back-up valves in Bldg. 171 thanks to Norfolk Naval Shipyard’s Mechanical Community of Practice. On past availabilities, poor coordination and lack of communication were ongoing problems within the Mechanical Group (Code 930), which contributed to low cost performance and late delivery of valves. The historical performance of overhauling hull and backup valves at NNSY was inadequate. The ships and submarines repaired and modernized by NNSY contain piping systems with valves of various sizes, styles and functions, and the maintenance of these valves typically requires a complex combination of removal, disassembly, detailed inspections, repairs, precise reassembly, final shipboard installation, and testing. Despite the critical nature of the work, there was never a dedicated team, which created work stoppages, injuries, and employee churn. To improve quality and efficiency, the M-COP analyzed the problem with help from Code 100PI (Performance Improvement Department), and delivered a solution using Lean Six Sigma and
Jared Alder and Kermit Jackson Jr. work in the new space created by NNSY's M-COP.
Learning Organization principles. “After several planning sessions, we identified what needed the most improvement,” said Chad Waldroup, M-COP director. “We used a value stream analysis to map out the current and desired future state of those processes to determine where our efforts should be focused.” The result was a new work area where a core group of Code 930's Machine Shop (Shop 31) and Marine Machinery Shop (Shop 38) managers, supervisors, work leaders, mechanics, and apprentices could overhaul the valves. The space was designed to provide the group with adequate resources to perform work within budget and schedule, something the old execution areas couldn’t do. A Community of Practice offers a way for the shipyard to unite employees around a common interest. Using systems thinking, these cross-functional teams combine their mental models, knowledge, and personal mastery to identify constraints, wastes and opportunities for improvement. Because of the M-COP’s efforts, the valve-repair group is no longer operating out of separate locations, which the Code 930
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When we started the Mechanical COP, this is one area we wanted to tackle to fix our process. Now we have an area to go work. We’re trying to improve efficiency, so that was the biggest thing. -Chad Waldroup, M-COP director
believes will be beneficial during the USS Rhode Island (SSBN 740) Engineered Refueling Overhaul. “When we started the Mechanical COP, this is one area we wanted to tackle to fix our process,” said Waldroup. “So now we have an area to go work. We’re trying to improve efficiency, so that was the biggest thing.” The M-COP is also working on other improvement projects, which requires subject matter experts from multiple departments to meet on a weekly basis. The group has plans to refine current preventative maintenance processes, improve the paperwork structure of sea valve task group instructions, and identify constraints in the primary valve process, to name a few.
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Right: A meeting space in the new work area surrounded by storage. Below: Justin Hayden, Brett Forbes, Kermit Jackson Jr., Mike Hardy, Jared Alder, Oscar Saunders, Mark Griffin, and Chad Waldroup of the M-COP stand in the new work area in Bldg. 171.
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SAFELY ACCELERATING THE CHANGE BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
The USS Rhode Island (SSBN 740) project held its first safety fair March 9, taking the opportunity to educate how to keep employees safe on the job. Various safety and innovation groups within the shipyard set up on the south side of Dry Dock 4, offering detailed demonstrations, literature, and oneon-one discussions about on-the-job safety. Doug Poynter of the Rhode Island project said, “Safety is our number one priority, keeping our people safe, making sure they come to work and leave with everything they came with.” “On other projects, I noticed they would have a pause or stand-down to reactively do something about injuries of their employees,” said John Walker, Deputy Project Superintendent of the Rhode Island. “We want to get ahead of that. If we can educate our people and provide some literature, information, education and guidance we can eliminate some injuries that possibly could happen. Let’s face it, we work in an industrial environment and it’s dangerous, we need to prepare our people as best we can to not get hurt. We want everyone to go home just like they came to work every day.” Members of the Occupational Safety, Health, and Environment
(OSHE) office (Code 106), department safety representatives, and the Rapid Prototype Lab set up tables featuring information about personal protective equipment, safety’s High Risk Programs, the Voluntary Protection Program, and more to educate the Rhode Island team on the do’s and don’ts of the job. More than 100 members attended to witness the demonstrations and learn firsthand what they can do to remain safe at work. With the success of educating employees, the project is looking to have more safety fairs in the future. Walker said, “I definitely want to do it again because it’s a great opportunity to help our people. And I hope the people that are here today go and tell their coworkers, share what they’ve learned and more and more people show up to these events so they can also take away some good information on safety.” Drew Holland, Code 106 VPP Program Manager said, “It’s good to see management and labor working together to promote workplace safety and health. This is the foundation to a successful VPP Program and the first element of VPP.”