2018 march

Volume 9 | Issue 2 | March 2018

Mid-Atlantic

Regional

Maintenance

MASON REDELIVERED TO THE FLEET,

COMPLETES SRA IN THE GREEN

Center

News

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USS Ramage (DDG 61) is in the final stages of certifying the ship’s Ballistic Missile Defense Systems the week of March 5, in anticipation of returning to the fleet.

MARMC Starts Several Avails in February The month of February was busy for Mid-Atlantic Regional Maintenance Center’s (MARMC) Waterfront Operations as they began several availabilities.

MARMC Internal Rotation Program Internal Rotation Program is an opportunity for MARMC employees to gain valuable experience and advance their careers.

Mason Redelivered to the Fleet, Completes SRA in the Green

STRAIGHT TALK WITH CAPTAIN LANNAMANN

The Arleigh Burke-class AEGIS missile destroyer spent more than six months at Marine Hydraulics International (MHI) Ship Repair in Norfolk, Va.

USS New York Assisted Out of Morehead City by MARMC Emergent Repair Team

On short notice, MARMC repair specialists completed repairs on a cracked firemain in just 32 hours.

HEALTH & FITNESS FAIR

CONTENTS

USS Ramage Avail Close-Out Provides Keys to Future Success at MARMC

The Maintainer is the official Mid-Atlantic Regional Maintenance Center’s publication. All comments of this publication do not necessarily reflect the official views of the Department of the Navy. This is a monthly newsletter and the deadline for submission of articles is the fifth of each month. Correspondence should be directed to Public Affairs, Code 1100P, Building LF-18 or email: MARMC_NRFK_1100P_PUBLIC_AFFAIRS@navy.mil.

Greetings Team MARMC, At the end of February, I had another opportunity to visit the Engineering Duty Officers School in Port Hueneme, Calif.

The annual review of the school’s training curriculum was taking place and I was part of the review team. This is an experience that I have enjoyed being part of and is critical to ensuring our young officers are learning the challenges that face our fleet today. They will soon be filling leadership roles and we want them to be as prepared as possible. It was a quick trip with a fast turnaround, but the work here is still pressing and it was important for me to be present to support our team as we ramp up our workload in 2018.

Currently we are working 19 CNO availabilities, as well as the addition of the USS Dwight D. Eisenhower (CVN 69) and USNS Narragansett (T-ATF-167), which are Commander, Naval Air Force Atlantic availabilities. We have four CG/ LSD Modernization Program Ships being overhauled with the remaining availabilities being Surface Force Atlantic ships. Each one of these is their own standalone contract between the government and the contractor with period of performance, costs and schedule. As I mentioned in last month’s

comments, this is where our new challenge lies being that we are the oversight for each of these contracts and the work that is being performed. We, along with the Type Commanders, Fleet Forces, and many others are working the logistics on how we all can ensure that each ship gets the proper attention it deserves via the repair contract that has been drawn up for each vessel. As the private shipyard sector continues to right size its work force, we are also strategizing on how to help them take on the workload that we are up against. All of these ships are a priority and we have a responsibility to each of them, as well as to the fleet as a whole, to have these ships mission ready when we said we would. Currently, there is a large draw on our resources as we continue to lend our quality assurance, engineering, waterfront operations and contract support to USS John S. McCain and USS Fitzgerald. MARMC is going to be very busy in 2018 to say the least.

We have never taken on this many Chief of Naval Operations availabilities at one time.

This will test our resolve and will prove just how dynamic our workforce is here at the command. It will be stressful at times and I am sure we will continue to face obstacles in the near term. Let’s show one another our support, continue to operate safely and continue to do what we do best – FIX SHIPS! As many of our Building LF-18 cohorts may have noticed the first couple weeks of March, we held the Navy advancement exams here at MARMC. Utilizing the Granby Room and the Command Break Room we were able to have MARMC Sailors convene in a familiar location with their peers to take their exams. This idea originated from feedback we had received from Sailors in years past about their experience with taking exams at McCormick Gym. Depending on the day, the gym could be freezing cold or extremely hot and there were issues with parking shortages near that location. By bringing the exam in

house, we were hoping to present a more comfortable atmosphere for the Sailors on what can be a pretty stressful day. It was brought to my attention that this may have caused some confusion and frustration with parking at Building LF-18 the morning of the exams. We are still collecting data on how successful of an evolution this was for our Sailors and we are also brainstorming ideas on how to continue to improve upon the process.

I intend to continue providing our Sailors with a comfortable setting and less stressful morning as they try to advance their careers.

I certainly appreciate everyone’s cooperation and patience as we develop improvements for this process.

If you haven’t noticed by now, you should have moved your clocks forward one hour.

More day light as we enter spring means that more of you will be taking part in outdoor activities. Even though our 101 Days of Summer Safety Stand-down isn’t for another couple of months, that doesn’t mean you shouldn’t already be practicing safe habits.

As you put away your snow shovels and winter gear, make sure you are taking the proper precautions as you pull out your grills and begin to reopen pools. If you plan to be outdoors for long periods of time remember to apply sunscreen or take breaks in shaded areas and keep hydrated. These are common sense safety tips that we should all be practicing.

All of you are extremely vital to MARMC’s daily mission. I continue to learn from our team every day and I continue to be very impressed with our expertise and how expansive our capabilities are. This command is among the very best in the Navy; please continue to make MARMC shine!

Sincerely, Capt. Lannamann

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EXECUTIVE DIRECTOR’S NOTES Strategic Business Plan Mid-Atlantic Regional Maintenance Center’s (MARMC) Strategic Business Plan (SBP) is an ever evolving document. Currently, we have groups assigned to each of the four pillars updating the goals and making them more current. The pillars are still the same People, On-Time Deliver, Cybersecurity and Culture of Affordability, but we have approached them with three new key words – Lead, Engage and Enable. Some of our feedback about the SBP is that it is still not reaching everyone in the command or not everyone has found ways to identify with our priorities. In order to facilitate our goals moving forward, the Executive Leadership Council wants to engage and enable our team members and assemble our goals in a way that encourage our folks to take action. In order to give our groups more time to incorporate these ideas we have moved our next SBP off-site from March until April. My hope is that meeting takes on a different tone than it has in the past and we can use the opportunity to get everyone reinvigorated and ready to tackle our priorities the remainder of the year. That means that going into this meeting, we will have already completed the SBP updates in their physical form and each priority group will engage the team through various means. That meeting will also have a guest speaker who can help us breathe new life into our SBP. Comprehensive Review and SBP Tie-ins We saw significant shifts this past fall between our comprehensive review and lessons learned after the unfortunate events involving USS McCain and USS Fitzgerald.

We took some time to look inward at the command and assess what we could be doing better in order to avoid large scale mishaps.

Looking forward, we have a bit of a budget bow wave and we are trying to reconcile that with our priority of creating a culture of affordability. The next couple of years this will be a real challenge for us. As far as on-time delivery, our port is currently overloaded. We currently have 21 availabilities that MARMC is undertaking, which is unprecedented for us –

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it is about twice the amount that we typically handle during any span of time. The fixed-price contracting environment is showing us that we really need to be focused and prepared to work hard at managing our stress and making decisions that are best for the government. We have been learning everyday how to adjust our attitudes and get our teams mentally prepared to endure the stress that comes with this new strategy. This business is constantly changing and it may seem like we make regular changes to our SBP, but what we are doing is trying to adapt the plan to the most current situations that we are up against. At the same time, we are still keeping an eye on our future outlook.

We did an exceptional job with our Military Construction (MILCON) plan over the past couple of years. We have methodically been tearing down the barriers that stand in our way of eventually being able to create a new MARMC campus. Without long term strategic goals, projects like the MILCON would never be accomplished.

Book Club Just a couple weeks ago, I had the opportunity to meet with a group of interested readers to discuss Soup, a book by Jon Gordon. It was an easy read that focuses on 11 ingredients that can foster engagement and boost morale in the work place. The ingredients are items that we have discussed throughout our reading of various books over the past couple years and include: transparency, authenticity, optimism, trust, having a vision, relationships, encouraging, inspiring, empowering, coaching and being appreciative. A lot of these ideas have been taught to us since we were kids and have formed the foundations of the people we have become. As we have gotten older, sometimes you need to go back to basics and refresh these ideas and find new ways to apply them within our day to day business at MARMC. Our mission is not an easy one and it can often challenge us and test our patience.

It is necessary to stop and reflect at times and remember the human aspect of our jobs.

It is extremely important that we not ignore the soft skills and continue to improve our

leadership and interpersonal skills. The next book in the club will be The Four Agreements,

by Don Miguel Ruiz and Janet Mills, which will be a good source of advice for those who choose to participate in that reading. I also want to point out that there are other avenues to find inspiration and new ways to approach your work life. Every Sunday, I pick up the Daily Press newspaper and in the business section there is always an article that deals with business success and those articles span various topics. Always learn and find ways to improve yourself and your work ethic!

Spring Workload As spring quickly approaches, we find ourselves in the thick of our busy schedule. We are all hands on deck and need to remember to support one another. In years past, we hadn’t seen nearly this much work on our plates and we need everyone 100% engaged to ensure we accomplish our mission. If you find yourself lacking resources or coming up against hurdles that you are unsure how to navigate on your own, be sure to feed that up your chain of command. It is important that we supply the right tools and people to get the job completed in a timely manner without any one person bearing the entire burden. Be safe and let’s continue to make the U.S. Naval fleet the greatest in the world!

UPDATE

Great teamwork as we completed the Advancement exams at our command.

A lot of work went into making this a success here at MARMC. Women’s History Month has kicked off and our EEO team has really done a great job educating and keeping all of us engaged in learning the heritage within our Navy.

The spring Physical Fitness Assessment is getting close, so please plan accordingly, there is up to 30 days’ delay in getting your health assessment completed at medical.

Congratulations to our newly selected Officers this year, we all are looking forward to your commissioning ceremonies.

Our Second Class Petty Officers have officially started an association here at MARMC. The mission is to help our Navy’s future by making a positive impact on all junior Sailors, peers and within the local community. It’s exciting to see the enhanced morale of the team.

CPO 365 training and physical training continue to improve and it shows within your leadership throughout the command.

Leadership training and motivation is critical to everyone up and down the chain of command.

CPO birthday is coming up on April 1 as we celebrate 125 years. We have a celebration in the works, which I anticipate being a great event for the entire command, March 30. The fouled anchor has long been the symbol of the Chief Petty Officer. In terms of the Chief, the fouled anchor symbolizes the trials and tribulations that every Chief Petty Officer must endure on a daily basis. Attached to the Anchor is a length of chain and the letters U.S.N. To the novice, the anchor, chain and letters only identify a Chief Petty Officer of the United States Navy, but, to a Chief, these have a more noble and glorious meaning.

The “U” stands for Unity, which reminds us of cooperation, maintaining harmony and continuity of purpose and action. The “S” stands for Service, which reminds us of service to our God, our fellow man and our Navy. The “N” stands for Navigation, which reminds us to keep ourselves on a true course so that we may walk upright before God and man in our transactions with all mankind, but especially with our fellow Chiefs.

The Chain is symbolic of flexibility and reminds us of the chain of life that we forge day by day, link by link and may it be forged with Honor, Morality and Virtue.

LEGAL DISCLAIMER Information Provided by Dave Bach, MARMC Legal Counsel, Code 100C

Well – it has officially begun – March Madness. Many of you may have already picked your teams, and offices may want to start their own bracket pool; however, some participants are not satisfied with just bragging rights of having chosen the winning teams. Sometimes the

CMC FINAL WORD: I know many of you will be taking time off to spend with your kids, start the spring cleaning in the yard and to start the grills. Our Challenge is for you to apply Operational Risk Management to all activities. Please enjoy the time with your family and be safe. If you need help for any reason, please reach out to your immediate chain of command. If you need me for anything, come by my office located in CEP-200, or call me at 400-2488.

games involve a wager of money, in other words, gambling. Remember – federal ethics rules prohibit gambling on government property or while on duty.

In addition, while the choosing of teams likely does not involve an inordinate amount of time, the individual who is designated to keep track of everyone's picks might be expending a lot of time managing this effort. This could constitute a misuse of government time and resources. To avoid this problem, tally the wins off duty and off premises.

The confidence of the public in its Government is influenced not only by the manner in which employees serve the public, but also, in the way they conduct themselves in the eyes of the public. Remember – DoD employees should refrain from any activities that would demean the public confidence in the Department.

If you have questions or would like further information on this subject please contact Dave Bach at david.d.bach@navy.mil, 757-3968309; Kristin Martin at kristin.martin@navy.mil, 757-396-9177 or Philip Lazarus at philip.lazarus@navy.mil, 757-396-9385.

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USS Ramage

AVAIL CLOSE-OUT PROVIDES KEYS TO FUTURE SUCCESS AT MARMC

By Douglas Denzine, Public Affairs Specialist

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AFTER COMPLETING REPAIRS AND MODERNIZATIONS DURING her most recent availability, USS Ramage (DDG 61) is in the final stages of certifying the ship’s Ballistic Missile Defense Systems the week of March 5, in anticipation of returning to the fleet.

Mid-Atlantic Regional Maintenance Center (MARMC) project teams, who were charged with the oversight of Ramage’s out of homeport availability at Huntington Ingle Industries (HII) in Pascagoula, Miss., are busy capturing lessons learned that could prove valuable to both the command, the Navy and the next shipyard who wins an out of homeport bid to repair ships in the future.

“During the early stages of Ramage’s availability we had to ensure that the way MARMC conducts business and the way HII conducts business were aligned,” said MARMC Project Support Engineer (PSE) Kelvin Riddick. “So early on there were some challenges with stability calculations and how we were going to approach temporary access openings – there was a learning curve along the way, but the HII team and the MARMC team worked diligently to resolve any discrepancies that we encountered on any of Ramage’s work items.”

Considering HII’s has traditionally been a new construction shipyard, they operate with a different set of standards and regulations.

MARMC’s usual partners in the Hampton Roads area (BAE Systems,

Norfolk; Marine Hydraulics Industries, Colonna’s Shipyard, etc.) are much more familiar with the repair and modernization industry and the standard items that go along with such work.

“Prior to beginning the availability, we conducted a risk analysis,” said MARMC Waterfront Operations Project Manager Lee Wallace.

“During some of those early assessments we realized that HII did not use the Navy Maintenance Database (NMD), which is the software used to manage all aspects of a ship’s progress during an avail. As soon as they were awarded the work, we sent a team down to train their folks on NMD. That is not an easy thing to learn in a short period of time, but it was critical to our mission.”

Another key component to the success of Ramage’s maintenance period was the team work and integration of Naval Sea Systems Command, MARMC and HII. From the very beginning of the avail, HII opened its meetings up to everyone involved with the project in order to keep lines of communication fluid throughout each day. USS Ramage is the first ship to have been awarded to an out of homeport shipyard since USS Cole nearly 18 years ago, so even though this was not a new practice for the Navy, many changes have occurred during the ensuing decades.

“Each person on our team brought their own unique experiences to

the project, which was extremely helpful. We saw time and time again how our PSEs and Project Managers or Quality Assurance guys were able to draw on their previous experiences to tackle a problem we might have run up against. We ended up with the right group of people who were willing to go outside of their swim lane if the job called for it, and their willingness to do that proved to be invaluable,” said Wallace.

The challenges weren’t only limited to the work in the yards, but with MARMC personnel faced with long distance travel and living out of a suitcase, for some, months at a time, it brought new stressors to the forefront that are not a usual part of an avail when conducted in home port.

“To live in a hotel where you may only have a microwave and a hotplate, you know that can become its own challenge,” said MARMC DDG Class PSE Tone Daddario. “Or not being able to do laundry easily, our guys were down there for 90 days at a time - this wasn’t easy for them.”

This distance from home served as a bonus driving factor to ensuring the job was being done right and on-time. This included members of the Ship’s Force and the MARMC team who were driven to get back home to their families and their normal work environment.

“On the plus side, when you are away from home you don’t have

some of the distractions that can easily derail your day. Often time guys are called into a meeting or asked to stop what they are doing to complete training while they are in the middle of work here in Norfolk.

Over there, they were a lot less distracted,” said Daddario.

During the final stages of the avail, MARMC’s use of the Test and Inspection Plan (TIP) was a valuable tool that HII was able to learn from and can integrate into their procedures in the future. TIP is the standard used by the Navy to ensure that all work done on Ramage was technically acceptable.

“As the ship was nearing the conclusion of the avail, a lot of pieces start to come together very quickly,” said MARMC Integrated Test Coordinator Mike Gomori. “It is important at that time for their not to be any surprises or unexpected growth work. Something I had not done in the past, but proved to be very helpful in the end, was to track each job item to the micro level and make that available to all the players involved. When you can layout the work items with that much detail and make it visible to everyone you avoid any surprises. It is tedious to go through hundreds of lines of work items each day to verify them, but without doing that we would have left ourselves vulnerable in the late stages.”

As anyone who has worked in the ship repair business knows, even with risk assessments and plans in place to avoid growth work, there are always issues that arise that you may not have foreseen. In Ramage’s case the containers which house the gas turbine engines were found to have many of their components with water damage and corrosion.

“The gas turbine modules provide sound dampening, protect the ship against heat build-up and in worst case situations contain fires or explosions,” said MARMC PSE Andrew Hicks. “These are critical structures. The issue that this presented was that the modules were constructed in a shop while the ship is being built and had never been constructed in a vertical manner. Typically they are built horizontally in a shop and then erected in the space.”

Without making these vital fixes the ship would not be able to deploy, let alone be capable of sailing out of the shipyard. The MARMC PSEs developed a detailed report and provided photographic documentation of the condition within the modules to our Subject Matter Experts within MARMC’s Engineering Department who then came up with a solution for the repairs to the modules.

“As the work load continues to increase at our local shipyards for repair and maintenance, the Navy will have to begin to take advantage of resources available at other shipyards around the United States,” said Riddick. “We have started to build the foundation and road map for those interactions if and when they happen in the years to come. Our ability to focus and drive our mission with full engagement of everyone involved was a big step for the Navy preservation of the fleet.”

Currently, MARMC is involved with the oversight of 20 availabilities on the east coast, which is nearly double their typical work load. HII continues to perform repair work for the Navy on USS Fitzgerald (DDG 62), which suffered damage after a collision in the 7th fleet area of operations in 2017.

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Combat System and the removal of 54 of the ship’s 58 air intake and exhaust louvers for preservation.

James E. William Project Manager Leon Carver says the tank package and the louvers preservations will provide some unique challenges for the project team and contractors.

“The tank package will be a challenge because we have to monitor the water temperature,” he said. “The water temperature will determine when we can do work in the tanks. The louvers will be a different challenge because we’ll have to send them out of the shipyard for the preservation work. Once we turn them over we will have to try and continue to monitor the work from here.”

Carver is familiar with BAE Systems having completed availabilities with them before. He says the key to this being a successful SRA will be teamwork.

“We have a lot of challenges with the tanks and with the louvers, but we can get it done,” he says. “We’re going to have to work together as a team between MARMC, Ship’s Force, the contractors – everybody is going to have to work together and communicate with each other. If we do that, we’ll be good.”

Vella Gulf began its four-month SRA Feb. 19, at Marine Hydraulics International (MHI).

The more than $12 million package also consists of a tank and repair preservation, as well as aluminum repairs and replacement and an A/C conversion.

“The critical path for Vella Gulf which is the job, that has the least amount of extra days

MARMC Starts Several Avails in February

By Hendrick Dickson, Public Affairs Specialist

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involved that we have to work and not run late with, is the tank package,” said Cruiser Class Team Lead Lt. Cmdr. Les Jarvis. “We have a lot of mandatory clean, blast and paint of tanks in the aft bank of the ship.”

While the tank package is the critical path, Jarvis says the aluminum repairs may have the most potential for growth work, which could add days to the overall availability.

“The history of Vella Gulf and all cruiser is the aluminum they are built with gets exposed to saltwater and high temperatures especially in areas like the Persian Gulf,” he said. “So the aluminum goes through a chemical change where it starts to warp and it has become a significant issue.

“The last Vella Gulf avail, we fixed the majority of their aluminum issues, but there are more,” Jarvis continued. “We’re being smarter about it this time by all the aluminum making sure we know exactly how much square foot needs to be replaced for each work item that is in the package. This has the most potential for growth work.”

In addition to James E. Williams and Vella Gulf, MARMC also began USS Mesa Verde (LPD 19) Dry-docking Phased Maintenance Availability, USS Oscar Austin (DDG 79) Depot Modernization Period and USS Mahan (DDG 72) Extended Selected Restricted Availability.

“These ships are built to do the nation’s business and they have to be ready for whatever tasking they get,” said Jarvis.

“Whether it is maritime operations or strike operations, that all starts here (at MARMC), we get the ships ready.”

THE MONTH OF FEBRUARY WAS BUSY for Mid-Atlantic Regional Maintenance Center’s (MARMC) Waterfront Operations as they began several availabilities; among them were the Arleigh Burke-class destroyer USS James E. Williams (DDG 95) and the Ticonderoga-class guided missile cruiser USS Vella Gulf (CG 72) Selected Restricted Availabilities (SRA).

James E. Williams moored at BAE Systems, Norfolk, Feb. 21, to begin the four-month availability. The more than $17 million, firmfixed price contract includes a progressive tank package full blast and preservation of 16 of the ship’s 89 tanks, modifications to the AN/SQQ89(V) Surface Ship Anti-Submarine Warfare

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MID-ATLANTIC REGIONAL MAINTENANCE CENTER (MARMC) HAS begun to see the benefits of both internal and external job rotations as members of the command participate and bring their newly gained knowledge back to their respective positions in 2018.

MARMC began their Internal Rotation Program in May 2017, as an opportunity for MARMC employees to gain valuable experience and advance their careers through the exploration of the unique job experiences available at MARMC. The program, coupled with rotations external to the command, has allowed MARMC employees to take part in a position swap from their current responsibilities to those in a code or organization outside of their own, which often times they are unfamiliar with.

“As part of the People pillar of the command’s Strategic Business Plan (SBP) [under people development], we started to take a look at ways that we could help grow leaders and improve our employees career paths by giving them avenues to expand their knowledge of our business,” said MARMC Engineering Department Head Alan Morrison, who served on the People Priority of MARMC’s SBP. “When you’re able to get a bigger picture and broaden your horizon it helps you understand how and why things are being done a particular way. It’s also a great way to open up communication and grow MARMC as a team.”

It wasn’t long before MARMC employees started taking advantage of the opportunities presented to them. Chris Dellinger, who at the time of his participation in the program was the Waterfront Operations LSD

translated to dollars that need to be added to the budget to execute our mission.”

Being able to work closely with those organizations that have an impact on the commands bottom line and direct how MARMC will conduct its business is immensely important for continuity within the ship repair industry.

“In Luis’ case, CNRMC also learned from MARMC,” said Morrison.

“It is often the case that these rotations are mutually beneficial and have larger impacts than just the individual taking part in the rotation.

You come back with a relationship built and a tie back to the code or that organization that the individual did their rotation at. That builds really important links – the more links we have the stronger we become. We can’t act as individual departments and expect to be successful - knowledge sharing is key.”

If you are looking for a better understanding of MARMC as a whole, an internal rotation for a few months may be the very experience that catapults you to the next phase of your career.

“When you take on a job that is outside of your comfort zone it makes you become a better person or a better manager because you’re learning new things and meeting new people. I walked away from this experience with such a better understanding of engineering. I feel that would have been the same had I done a supervisory tour within Corporate Operations. I would challenge anyone at MARMC, if they have the chance to take a rotation in a new position, they should,” said

JOB ROTATION’S PROVE VALUABLE

TO MARMC PERSONNEL DEVELOPMENT

Class Team Lead, took on the position of the Engineering Departments Electrical Branch Head for 120 days.

“The program initially interested me because I wanted to become well rounded and learn how different codes throughout the command operated,” said Dellinger. “Early on, one of my main takeaways was the Fleet Tech Assists and the distance support associated with those trouble calls. In Waterfront Operations, we are working locally for the most part, but I had to send guys to Bahrain or to ships that were forward deployed and there is a lot that goes into making that happen in a timely manner.”

With nearly 3,100 employees spread over eight departments and numerous divisions and branches, MARMC employee’s talents are wide and ranging. From financial and contracts specialists to security and production controllers, the command boasts dozens of different employable specialties that span the entire scope of Navy involvement – all of which are important to meeting MARMC’s mission.

“My rotation was set up so that I could exclusively focus on the business side of the RMC enterprise,” said MARMC SSDS/Strike/ Data Link Branch Head Luis Vazquez who did an external rotation as an engineering department liaison with Command, Navy Regional Maintenance Center (CNRMC) for nearly 8 months. “This involved a heavy focus on the Program Objective Memorandum (POM) process, which helps the RMCs obtain additional funding for new requirements that are put in place that may affect our man-days. This is then

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By Douglas Denzine, Public Affairs Specialist

Dellinger.

“It opened my aperture up a whole lot,” said Vazquez. “I really started to understand why we shouldn’t take on certain tasking if it is out of our swim lane and how the colors of money work when paying for certain aspects of maintenance. Getting to see that first hand definitely helped me grow a lot this past year.”

Since completing his rotation at CNRMC, Vazquez returned with a renewed passion for his career and has begun to share aspects of his experience with the team he oversees to help them learn and grow as well.

“This type of experience shows that you are willing to do whatever it takes to help the command and you prove to yourself that you can step up and meet the challenge,” said Dellinger.

Currently, the Internal Rotation Program targets those holding a GS-11 to GS-13 position and is part of a multifaceted SPB approach to leadership development through self-awareness and personal effectiveness. Ad-Hoc rotations are also available for unique situations that can often arise within MARMC. If you are interested in taking part in the program ask your supervisor for more information or visit the MARMC SharePoint to view the full scope of the program at https:// navsea.navy.deps.mil/field/cnrmc-marmc/1100/1130/Documents/ MARMCINST%2012500.1.pdf.

MASON REDELIVERED TO THE FLEET,

COMPLETES SRA IN THE GREEN

By Hendrick Dickson, Public Affairs Specialist

USS MASON (DDG 87) OFFICIALLY RETURNED TO THE FLEET Feb. 20, having completed a successful Selective Restricted Availability (SRA) a mere four days past its original redelivery date of Feb. 16.

The Arleigh Burke-class AEGIS missile destroyer spent more than six months at Marine Hydraulics International (MHI) Ship Repair in Norfolk, Va., after the facility was awarded the $11 million firm-fixed contract last year.

Managed by Mid-Atlantic Regional Maintenance Center (MARMC) the SRA work package included superstructure preservation, port and starboard sliding padeye repairs, Recovery Assist and Secure Transverse (RAST) preservation and a Consolidated Afloat Network and Enterprise Services (CANES).

The ship got underway for the first time in 2018, when it departed MHI Feb. 17, for three-days of sea trials before returning to its homeport at Naval Station Norfolk.

Completing the availability, in the green with no delays, is a significant accomplishment for project teams.

“It feels good for us to have brought a ship through the yards and working her through all the kinks and all the bugs and issues we had to get her out on time,” said MARMC/Mason Project Manager (PM) Kenneth Millington.

“I’m considered a new PM, but I have learned from a lot of other PMs. This ship is a national asset to the United States and she needs to be out there to fight the fight.”

Mason certified Production Completion Date (PCD) Feb. 5, completing all work to Objective Quality Evidence (OQE). The final price for the availability was just over $16 million. Millington says much of the growth [additions to the contracts] was due to the superstructure preservation, but the team still saved money by installing the new slewing arm davit (SLAD) during this availability.

“We had a lot of growth from corrosion discovered in the superstructure that had to be resolved, but we settled RCCs (Requests for Contract Change) fair and reasonably with our administrative contracting officer (ACO),” said Millington. “They did a great job bringing everything into the contract and getting it done.”

“The old SLAD was in really bad shape,” he continued. “So we the PT (the project team, Commander, Naval Surface Force U.S. Atlantic, the MARMC subject matter expert and the Naval Surface Warfare Center Philadelphia representative) made a cost effective decision to

install the new electric SLAD that was scheduled for the 2020 Extended Drydock Selective Restrictive Availability).”

Millington says teamwork and effective communication was the key in completing the SRA on time. He praised his project team of expert shipbuilding specialists (SBS).

“I had a good team. Some really good SBSs,” he said. “And I tell my teammates, nobody works for me – we all work together. We’re all in this together. Everything started off a little rough but once it came together it was just up, up and away.”

MARMC/Mason Lead SBS Stephanie Bennett says the project team worked in a tight knit group along with contractors and Ship’s Force with everyone focused on the same mission.

“The SBSs were very engaged with the contractors and Ship’s Force,” said Bennett. “There wasn’t the “us against them” mentality.

It was a one team one mission to get the ship fixed and underway attitude. This ensured everyone was on the same page to accomplish the work and solutions were provided very quickly for obstacles that popped up.”

The project did have some challenges however. Bennett says at times it was frustrating being unable to obtain material expeditiously and in some cases receiving inaccurate material.

“Receiving Long Lead Time (LLTM) Government Furnished Material (GFM) and receiving incorrect LLTM GFM was a huge problem up until the final days of the avail,” said Bennett. “The maintenance team had to come up with work arounds with the incorrect GFM when possible to keep the contractors moving forward. The PM had to reach out through Logistics and to the manufactures to procure GFM into the last days of the avail in order to get the ship to sea trials.”

Obstacles aside, Millington while thinking back to his first meeting with the Mason perspective commanding officer more than six months ago, said there is nothing more important than getting the ship and her crew back out to sea where it belongs.

“The ship has a very good captain and a very good Executive Officer,” said Millington. “I talked to the captain while he was the PCO (Perspective Commanding Officer) and I told him how I worked and asked what his expectations of me were. I built that connection before the SRA started. They are a good crew and they will be a great crew now that they are once again getting back at sea.”

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USS NEW YORK ASSISTED OUT OF MOREHEAD CITY BY MARMC EMERGENT REPAIR TEAM

By Chris Wyatt, Public Affairs Specialist

MID-ATLANTIC REGIONAL MAINTENANCE CENTER’S (MARMC) Production Department performed emergent repairs aboard USS New York (LPD 21) in Morehead City, North Carolina, Feb.12.

On short notice, MARMC Hull Division repair specialists completed repairs on a cracked 8 inch firemain piping in just 32 hours.

“When you consider all of the logistics that went into making this emergent repair a success, you gain a new appreciation for all the parties involved,” said MARMC Hull Division Officer Chief Warrant Officer 4 William Gregory.

The New York departed Jacksonville, Florida enroute to Morehead City for Marine On Load when the failure occurred. MARMC answered the call and after much discussion with New York’s leadership, it was determined that Morehead City was the best place to make the necessary repairs.

“We knew the schedule was very aggressive to start, so we decided

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after talking to our leadership that we would put together a team to meet the ship in Morehead City and complete the repairs down there,” said Gregory.

The team was made up of senior enlisted specialists from multiple shops in MARMC’s Production Department who had extensive working knowledge about the scope or repairs that would need to be performed.

“What made this trip so special is that this group volunteered to forgo their weekend to help get one of our ships back up to full operation capability so that she could continue her deployment,” said Gregory.

The team arrived to Morehead City right as the ship was pulling in and immediately began work on the firemain piping.

“Ship’s Force did a great job with removing all interferences and isolating the work site,” said Gregory. “We gave them an overall timeline for the total scope of work and they really focused on the things they could do to reduce that total number.”

MARMC’s team started work on isolating the system and getting the replacement piping ready. During the repair evolution a leak was detected and work stopped immediately to determine the source of the leak. After hours of investigation and shutting down all the ships firemain pumps they were able to isolate the leak. Once the leak was isolated, the Hull Technicians were able to make the necessary welds, clear tags and energize the system. Normally a repair of this magnitude would take at least three – potentially four days, but MARMC made this repair in just a day and half.

“I’m very proud of the work that was accomplished by our team,” said Gregory. “These types of jobs get me excited because this is what we do! Our young Sailors are thrust into real life situations and can see the results of their hard work and training. Thanks to the ship for providing lodging and meal services to my guys, as that was a big help and allowed us to focus on our job.”

MARMC’s ability to be flexible to meet the Fleet’s needs was reflected in a Bravo Zulu from New York Commanding Officer, Capt.

Todd Vandergrift. In it he stated, “Your untiring efforts in effecting a deployment critical repair stand as a testament to your expertise and professionalism.”

BRAVO ZULU TO: CWO4 William Gregory (firemain weld repair) HTC Brandon Major (firemain weld repair) HT1 Wade Eberhart (firemain weld repair) HT1 Troy Holling (firemain weld repair) EM1 Frank Davis (firemain weld repair)

MARMC

Celebrates

AFRICAN AMERICAN HISTORY MONTH MID-ATLANTIC REGIONAL MAINTENANCE Center (MARMC) employees celebrated African American/Black History Month with a presentation from the Newsome House Museum and Cultural Center in Building LF-18, Feb. 22 and a visit from retired Fleet Master Chief April Beldo in Building, CEP-200, Feb. 23.

The Newsome House and Cultural Center, located in Newport News, Va., honors the legacy of Joseph Thomas Newsome by engaging the public in an ongoing study and remembrance of African American history and cultural – particularly the historic legacy of African Americans in the Hampton Roads area.

“To draw on the historical perspective of the Newsome House made sense because a lot of people have lived in this area a long time and maybe don’t know that there’s interesting stuff just around the corner,” said MARMC EEO Special Emphasis Subcommittee Chairman Sara Van Gorder. “Even for the military just visiting here it’s helpful for them to know that there’s cool history close by that they can check out.”

Crystal Sessoms, director of the Newsome House, narrated the history of J. Thomas Newsome, a premier Black attorney in Southeast Virginia and many other talented local born African American natives, with songs and tales.

Zachary Hines II portrayed the life of J. Thomas

By IC3 Kiara Morales-Rivera and Hendrick Dickson, Public Affairs Specialist

Newsome and Nina Brewton portrayed Pearl Bailey, a historical singer and actress from Newport News.

This year’s theme for African American History month was, “African Americans in Times of War,” which commemorated the many contributions African Americans have made to our country by serving in all branches of the armed forces and in every major U.S. conflict. During her visit, Beldo talked about her personal experiences serving in the Navy and the leaders she served with.

“It is a privilege to be able wear the uniform that you are wearing,” said Beldo. “It is not a right, it is a privilege. I am blessed to have served with many great leaders and I’m proud to share with you that not one of them ever judged me by the color of my skin I believe that’s why I was able to hang out for 30-plus years.”

She also talked about the legacy of African Americans in the Navy and reflected on several.

In particular, she spoke about the impact Edna Young had on her own Navy career. Young was a World War II veteran who joined the Navy after the passage of the Women’s Armed Services Integration Act on July 7, 1948, becoming the first African American woman to enlist in the regular Navy and later the first African American woman to achieve the rank of chief petty officer.

“When I think about Chief Young; however, I could only think if not for her determination, perseverance carrying the burden of being the first back in 1948 – 70 years ago – I would not be standing here today. A retired chief petty officer who rose through the ranks and in March 2013, was selected as a fleet master chief and was honored to serve over 33 years. I hope I made her proud and that she rests easy knowing that her work was not in vain.”

MARMC Executive Officer, Capt. Steve Connell said it is important that the Navy continues to recognize the service of African Americans not just to the Navy but to the country. He also expressed that their contributions are worthy of being recognized throughout the year – not just one month.

“It is important that we acknowledge the great strides and contributions African Americas have made to the military and to society as a whole,” he said. “This is something we must do as often as we can, not just during February’s designation, but throughout the year. There are examples of African Americans carrying the legacy of their ancestors and furthering a positive ideal of life in America right here with us even today.”

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SHOOTING FOR A STAR

WHAT IS VPP AND WHY IS IT IMPORTANT TO YOU? WHAT IS A STAR SITE?

This Is How March Became Women’s History Month

Information Submitted by Cedricka Dalton, Code 284

MANY THINGS HAVE COME TO WOMANKIND SURPRISINGLY RECENTLY: THE RIGHT TO vote, the right to own property and perhaps less surprisingly, the existence of Women’s History Month.

Before women had the whole month, the U.S. recognized Women’s History Week; before that, a single International Women’s Day. Dedicating the whole month of March in honor of women’s achievements may seem irrelevant today, but at the time of the conception of Women’s History Week, activists saw the designation as a way to revise a written and social American history that had largely ignored women’s contributions.

The celebratory month has its roots in the socialist and labor movements – the first Women’s Day took place on Feb. 28, 1909, in New York City, as a national observance organized by the socialist party. Within two years, Women’s Day had grown into an international observance that spread through Europe on the heels of socialism.

Meanwhile, in the U.S., feminist activists took issue with how the history books largely left out the story or contributions of women in America. In light of that imbalance, one group during the 1970s set about revising the school curriculum in Sonoma County, Calif., according to the National Women’s History Project. Their idea was to create a “Women’s History Week” in 1978, timed around International Women’s Day, which the U.N. had begun officially marking in 1975.

In 1979, Molly Murphy MacGregor, one of the week’s organizers, traveled to Sarah Lawrence College in New York for a conference with the Women’s History Institute. The participants heard about the week in Sonoma County, and the celebration soon spread across the country.

Gerda Lerner chaired the Institute at the time of the conference, and backed the movement to garner national recognition. Organizers lobbied Congress and President Jimmy Carter proclaimed the first national Women’s History Week for March 2-8, 1980.

“Women’s history is women’s right – an essential, indispensable heritage from which we can draw pride, comfort, courage, and long range vision,” Lerner was quoted saying in Carter’s proclamation.

President Ronald Reagan passed further proclamations announcing Women’s History Weeks, but by then some areas had already extended their celebrations for a month. The Women’s National History Project lobbied for a longer observation, and Congress passed a proclamation in 1987, establishing Women’s History Month.

More information can be found at http://time.com/4238999/womens-history-month-history/.

Submitted by Lisa Kingsbury, Health and Occupational Safety Specialist, Code 106A

The Voluntary Protection Program (VPP) promotes effective worksite-based safety and health. Within the VPP, management, labor and OSHA establish cooperative relationships at workplaces that have implemented a comprehensive safety and health management system. Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health.

WHAT IS A STAR SITE? The Star Program is designed for exemplary worksites with comprehensive, successful safety and health management systems. Companies in the Star Program have achieved injury and illness rates at or below the national average of their respective industries. These sites are self-sufficient in their ability to control workplace hazards. Star participants are reevaluated every three to five years, although incident rates are reviewed annually.

WHY DOES VPP MATTER? Statistical evidence for VPP’s success is impressive. The average VPP worksite has a Days Away Restricted or Transferred (DART) case rate of 52% below the average for its industry (1). These sites typically do not start out with such low rates. Reductions in injuries and illnesses begin when the site commits to the VPP approach to safety and health management and the challenging VPP application process. Footnote (1): This information is calculated annually by the Office of Partnership and Recognition and is based upon the injury and illness data submitted every year by the VPP participants.

HOW DOES VPP BENEFIT EMPLOYERS? Fewer injuries and illnesses mean greater profits as workers’ compensation premiums and other costs plummet. Entire industries benefit as VPP sites evolve into models of excellence and influence practices industry-wide.

WHO IN VIRGINIA HAVE ACHIEVED STAR SITES? • • • • • • •

BAE Systems, Norfolk, Va. Defense Intelligence Agency, Reston, Va. Defense Logistics Agency Distribution, Norfolk, Va. Defense Logistics Agency, Richmond, Va. Delta Air Lines, Arlington, Va. Dominion Power, Va. Frito Lay Manufacturing, Lynchburg, Va.

• • • • • • •

Kraft Foods Group Inc., Suffolk, Va. Lockheed Martin, Manassas, Va. Marine Corps Air Facility (MCAF) Quantico, Va. Newport News Shipbuilding-Northrop Grumman, Newport News, Va. Norfolk Naval Shipyard, Portsmouth, Va. Raytheon, Dulles, Va. MARMC is currently seeking VPP Star Status in 2018!

MARMC NEEDS YOUR COMMITMENT TO SAFETY – THE LIFE YOU SAVE MAY BE YOUR OWN!

EILEEN COLLINS became the first woman to pilot a space shuttle mission during the Discovery’s rendezvous with the Mir space station in 1995. By 1999, she had logged 419 hours in space and was given command of the space shuttle Columbia, another first for a woman. She is now retired from NASA as an astronaut and a retired Colonel from the United States Air Force.

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If you are interested in joining the VPP Committee, meetings are held on the first Monday of each month. The next meeting is in Building LF-18’s 100 PI Conference Room. For more information about VPP, please visit the following website, https://www.osha.gov/dcsp/vpp/ or contact a member of the VPP Committee.

VPP COMMITTEE MEMBERS • • • •

100CE Kristin Wyatt, 106 Lisa Kingsbury 130 Walter Maycock 200 Calvin Hill

• • • •

263 Arthur Terlecki 900 Laura Petty 1100 PAO Deborah Burkett 1100 Training Kayla Putnum

• 1100 Ross Vierra • 1100 Admin Freddy Jones • Paul Fedorko

At MARMC “we fix ships,” in addition to that we are the leader of the ship repair industry in all aspects of ship maintenance. Needless to say, it takes more than screwdrivers, wrenches, hammers, hack saws, Belzona and jubilee patches to fix ships. Ship repair involves real hot work equipment such as grinders, oxy-acetylene torches, welding machines and plasma cutters. Hot work temperatures can reach up to 10,000 degrees Fahrenheit.

Pretty hot – that’s about the same temperature as the surface of the sun.

Combine hot work temperatures, slag and sparks with a plethora of other hazards on board vessels, (including combustibles, fuel, oil, paint, flammable gases, ordnance, refrigerants, etc.) which if not kept under control, can result in a major fire. Major fires can lead to fatalities, injuries, costly repairs, reduced fleet size and strength. That is why hot work is risky business and must be kept under control, always!

In 2017, there were major incidents that prompted the Navy to review the way it operates. After a comprehensive review of these incidents Commander, Fleet Forces Command Adm. Phil Davidson stated, “…in each incident, there were fundamental failures to responsibly plan, prepare, and execute ship activities to avoid undue operational risk.” Simply put, know what your job responsibilities are and do them properly to avoid problems!

Sayings that increase operational risk involving hot work and that must be avoided include things such as, “I’m not sure what’s on the backside, but shouldn’t be a problem,” or “This is just a quick repair job so no worries.” Other examples include “Yeah – checked it yesterday and it was good to go,” or “I’m not moving all that stuff,” or “we have to get this done and it’s late already, so I’m

Training Coordinators

STREAMLINE TRAINING PROCESS

By Steve White and Douglas Denzine, Public Affairs Specialists

getting started even if we don’t have everything.” Remember, often times big fires start from little fires.

The Afloat Hot Work Procedure (MARMCINST 5100.22) is a must read for everyone involved with hot work. It identifies job responsibilities, safety and equipment requirements. MARMC also has knowledgeable supervision to answer all questions and provide guidance whenever needed. Last year, and so far this year, there have been zero reported MARMC hot work fires on board ships.

That’s pretty good since we’re the largest RMC and perform the most hot work on the most ships. Truth is, there is still plenty of room for improvement because various hot work discrepancies have been found during MARMC’s Safety Department daily safety “walkthroughs” on ships in an availability.

Typical hot work discrepancies involving contractors, AITs, Ship’s Force and MARMC include: • • • • • • • • • •

Combustibles in Area

Inadequate Ventilation Missing or Inadequate Firewatches Improper Hot Work Chits Failure to Check Adjacent Spaces and/or Backsides Inadequate Containments Missing or Improper “Gas-free” Inspection Log Sheets Missing/Faulty Extinguishers PPE Welding Equipment

At MARMC, WE fix ships, WE must also be part of the TEAM that helps prevent fires and keep the workplace safe. Last month, MARMC conducted a major fire drill in conjunction with USS Truxtun. Fire Drills are required and beneficial for the command, but we’d rather prevent fires than extinguish them. MARMC Safety Department Head Frank Walker concludes every safety briefing with these immortal words, “see something – say something!” So speak up the next time you see stray sparks or an unguarded edge or any other significant safety violation – the life you save may be your own!

WAIT. WHAT? TRAINING COORDINATOR? I’VE GOT A TRAINING Coordinator? What do they do? Can they get me into that class I need to do my job? In short, Yes, a lot, and yes!

Required training courses for Mid-Atlantic Regional Maintenance Center (MARMC) are as varied and diverse as MARMC itself. There are 18 required training courses for all hands that all MARMC employees (civilian, contractor and military) must complete and many more that are specific to employment status. While many see the role of MARMC’s training coordinators as the mainstay in this required training, they do much more than that.

“The role of the training coordinator reaches far beyond the mandatory training requirements and the training books that go with them,” said Training Division Head Lee Perry. “They are literally the belly-button for all things training related within a department.”

Training Coordinators deal with all aspects of command level training. They are the ones that nominate departmental employees for in-house training, they coordinate with employees and supervisors to write MARMC Training Request forms for classes that require funding for tuition or travel. The departmental training coordinators are also responsible for ensuring that completion cards and certificates get distributed to appropriate personnel within their departments.

Training coordinators also play a vital role ensuring that mandatory training is completed in a timely manner. In an effort to distribute these mandatory training courses evenly over the fiscal year, MARMC’s Training Division has revamped their approach to personnel required training. The idea is to give each employee a more manageable way to be accountable for their required training courses and to break them up into more digestible monthly deadlines.

The question remains, “why so many required training courses?” The simple answer is the vast majority of required training is tasked from a higher authority. All Department of Defense employees must maintain a certain level of competency while holding a security clearance.

MARMC employees received a booklet which outlines all of the FY-18 required training courses. They will be broken up so that two to three trainings will be assigned each month. Once you have completed a training course you will initial next to that course in your booklet and then report the completion to your supervisor. Your supervisor in turn will record and report completed training to your assigned training coordinator. A master list of completed training will be created by the training coordinators and maintained by the training office. The aim is to minimize some of the errors and confusion with record keeping reflected in the Total Workforce Management System (TWMS) and My Navy portals.

The training booklets provide each MARMC employee with a handy reference as well as a road map to success when it comes to completing their training in a timely fashion. The training coordinators are in place in each department in order to facilitate any issues employees may have with the required training.

This distributed approach to training assignments helps alleviate the all-too-common issue of the end of year rush to complete dozens of required training courses, invariably causing unnecessary stress and many hours trying to track the last minute updates.

MARMC Training Division continues to focus on implementing improvements that will make training requirements more transparent and easier to find and complete in the months ahead.

For answers to training concerns and questions please contact either your supervisor or your assigned training coordinator who you can locate below.

MARMC Training Coordinators: Code 100 - Kayla Putnam Code 106 - Kayla Putnam Code 130 - Michael Hopkins Code 200 - Stephanie Duke Code 300 - Angel Auldridge Code 400 - Beverly Wells Code 600 - Heather Martin Code 900 - Tracey Edwards Code 1100 - Kayla Putnam

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NEW ONBOARDING PROCESS POWERED BY SHAREPOINT The New SharePoint Onboarding Tool, SAAR Process (SAAR-P), is making its debut March 19. This new comprehensive E-tool is intended to streamline, and replace, the traditional paper-based SAAR-N form. It should vastly improve Civilian onboarding at MARMC by providing greater visibility of progress and will link the efforts between all parties involved (Human Resources, Supervisors, Security, IT Accounts Creation, and Cyber-Security).

ACCESSING SHAREPOINT ISSUES

Windows 10 – Coming to an NMCI Asset Near You!

By Steve White, Public Affairs Specialist

IT’S COMING - READY OR NOT, WINDOWS 10 IS being deployed across the Navy Marine Corps Internet (NMCI). Utilizing a process called In-Place-Upgrade (IPU), NMCI began preinstalling packages of critical updates to NMCI computers last month. This effort was undertaken to ensure that each workstation has the latest drivers, patches and other modification needed to make the Windows 10 upgrades as painless as possible.

The upgrade, which NMCI began installing via the IPU Feb. 20, will continue until Saturday, June 30, represents significant change to the information systems across the Navy.

Users will see a countdown on their screen for eight days once a machine is scheduled for upgrade.

On the eighth day at 5:00 p.m., Eastern Standard Time, the upgrade will automatically begin. Additionally, an icon will be placed on the desktop named “Start IPU” to initiate the upgrade manually. In either case, once the IPU has been initiated, the machine will be unavailable and should not be powered off or restarted until the process has completed.

Once the upgrade process starts, the files have to be decrypted. This will happen in the background as you continue working. Once files are decrypted, the actual IPU starts. This will take 16-20 hours to complete. It is imperative that you do not log off your workstation during this process. Simply remove your common access card (CAC) to allow the workstation to continue the IPU. After the IPU is completed, the workstation must be re-encrypted. This will take approximately two days. Consolidating the timetable for these actions, users can expect five days during which the computer should not be logged off. (i.e. two days decryption, 16-20 hours for IPU and two days for re-encryption).

It is critical to the success of the install that users do not interrupt or stop the installation process once it begins. Do not log off on the day of the upgrade.

Simply remove your CAC. Mid-Atlantic Regional Maintenance Center’s (MARMC) IT staff has developed a Windows 10 training series in order to ensure this upgrade is as seamless as possible for the end users. Simply navigate to the MARMC SharePoint Home Page and click the button labeled ‘Windows 10 How To Guides’ under the ‘Videos and Useful Links’ section to access these training tools.

“Ideally, users will not experience any sort of downtime; however, up to 16-20 hours of downtime can be expected during the actual IPU portion of the process. This is the time when the operation system upgrade occurs on the assets, not to be confused with any decryption or re-encryption processes,” said Brian Kristian, Information Technology Division Head.

“To prevent turning an asset into a ‘brick’, users are advised NOT to reboot, power off or disconnect during the decryption, IPU and re-encryption processes.

Additionally, even at this stage of the deployment, application compatibility issues have come up,” Kristian said.

If users come across these types of issues, please bring it to the attention of the MARMC IT Division at 400-1066 so that the issue can be reported to NMCI. This upgrade is considered a non-destructive upgrade; that is, user data and applications on the machine should remain intact; however, users are strongly encouraged to back-up their data to their respective home directory prior to the IPU. If users have a large amount of data to migrate, they can contact the IT Help Desk at 400-1666 or email MARMC_NRFK_IT_HELPDESK@navy.mil for assistance.

REGISTERING WITH INAVY “I can’t get access to the MARMC SharePoint site,” is a common complaint heard at the IT Help Desk. In many cases, the issue can be resolved by requesting access through iNavy at https://inavy.accessrequest.portal.navy.mil/ and selecting one’s Email Certificate to register.

Directions on this process can be found at the IT Help Desk in LF-18. Supervisors or registered users can also download the SharePoint New Employee Registration directions at https://navsea.navy.deps.mil/field/cnrmc-marmc/1100/1170/Documents/Forms/AllItems.aspx For further information, supervisors and registered users should view the “New Employees FAQS- check in” at https://navsea.navy.deps.mil/ field/cnrmc-marmc/KnowledgeManagementResourceCenter/Pages/NewEmployeeInformation-FAQs.aspx.

ACTIVATE THE PIV CERTIFICATE TO ADDRESS THE “F5” ERROR

Users may have consistently encounter is an“F5” error after selecting their email certificate when attempting to access the MARMC SharePoint site (or any NAVSEA web address with https://navsea.navy.deps.mil). This issue can be resolved by activating the PIV Cert.

Directions for activating the PIV certificate are available at the IT Help Desk in LF-18. These directions are also available at https:// navsea.navy.deps.mil/field/cnrmc-marmc/KnowledgeManagementResourceCenter/Account%20Management/Forms/myACCESS.aspx.

Clicking “PIVCertificateActivationSteps” will download the PDF instructions.

Users unable to complete the instructions are encouraged to set up an appointment with the IT Help Desk in LF-18 to activate the PIV on their CAC.

PROMOTIONS

Roger Gwyn, Lead Contract Specialist, Code 411 Clarence Spaulding, Lead Contract Specialist, Code 411 Monica Hill-Turner, Lead Contract Specialist, Code 412 Jack Willoughby, Lead Contract Specialist, Code 413

NEW HIRES

Justin Mcgowan, Quality Assurance Specialist, Code 131 Andrew Fanning, Engineering Technician, Code 262 Barbara Smith, Shipbuilding Specialist, Code 321A Troy Wheeler, Shipbuilding Specialist, Code 321B Scott Gerhart, Shipbuilding Specialist, Code 321D Regan Schraeder, Shipbuilding Specialist, Code 331A Bethany Danyluk, Contract Specialist, Code 412 Sharod Bowser, Contract Specialist, Code 422 Chad Voorhes, Engineering Technician, Code 962B Jameson Myrick, Facilities Management Specialist, Code C1150 Ross Oliveira, Naval Architect Code, 241 Jeffrey Daley, Engineering Technician, Code 253 Henry Duncan, Electronics Engineer, Code 274 Victor Mackey, Engineering Technician, Code 222 Jeffrey Corin, Electronics Technician, Code 274 Cotrina Young, Contract Specialist, Code 432 Iris Chooran, General Supply Specialist, Code C1150

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