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Volume 9 | Issue 3 | April 2018

Mid-Atlantic

Regional

MARMC’S DRY DOCK DY N A M I C

is Back in Action

Maintenance

Center

News


CONTENTS Evolving Ship Repair: MARMC Adapts to Coast-wide Bid Process Now as the Navy aims to increase fleet composition, shipyard docking loads and an adequate number of maintenance providers are more critical than ever.

Hoist Shop Makes Safety Number One Priority

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The Hoist Shop has used the findings of a recent inspection to revamp their shop for the better and save the command money at the same time.

RMCs Remove Engines from USS Fitzgerald Gas Turbine flyaway team joined members of South East Regional Maintenance Center (SERMC) in removing four LM2500 Gas Turbine Main Engines from USS Fitzgerald (DDG 62).

MARMC on Display at ODU Career Fair One-hundred military commands and businesses from the Mid-Atlantic Region were on display to inform ODU students about their organizations and the types of careers available to them.

Top-Level Service: MARMC Elevates Ship Readiness

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MARMC’s Elevator Branch worked in coordination with MARMC’s Elevator Support Unit (ESU) Program Manager (Waterfront Operations), as well as the ESU contractor, to test Truman’s elevators in anticipation of the Harry S. Truman Carrier Strike Group’s scheduled deployment. The Maintainer is the official Mid-Atlantic Regional Maintenance Center 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.


STRAIGHT TALK Greetings Team MARMC, We have finally made it to spring, and as the weather heats up, so will our mission. As you should know, we are currently working 21 Chief of Naval Operations Availabilities. This is historic for our command, the most we have ever done in a year previously was 16. This is not only stretching us thin, but it is also overloading the ship repair private sector. They are not used to taking on this much work at one time and we are watching the area struggle to keep up with hiring and manning project teams to the right size to get the work done on time and on budget. We anticipate this work surge to continue through at least Fiscal Year 2021. One thing I am certain of; however, is that the Mid-Atlantic Regional Maintenance Center (MARMC) team will knock it out of the park. You did so last year with our high visibility projects and I have no doubt that is the level of excellence that you will display moving forward. We began the year with a command climate survey, which I shared the results of the survey with the command at various town hall style events in March. I want to revisit some of the important takeaways from those discussions to ensure everyone at the command has an opportunity to know what the command deems important and areas that we need to focus on. I first want to thank both the focus groups and the Command Resiliency Team for all their hard work. It is not an easy task to compile the data, analyzing it and creating coherent reports and supplemental materials. A lot of hours were spent by these groups taking to heart your comments. Everyone involved in that process did an outstanding job of framing the issues facing the command. There are two major focus areas that I want all of MARMC to constantly be vigilant about because we will not tolerate it here – harassment of any kind and neglecting good safety habits. If you are being asked to perform a task that you deem unsafe, you need to speak up and make sure that you have the tools, safety equipment and support of your supervisor to make the work environment safe for you. Working in and around industrial shipyards is a

dangerous job and it is everyone’s responsibility to ensure that safety is at the forefront when executing our mission. I also don’t want any of our team feeling like their work environment is a hostile place. There is no place for any kind of harassment and those who engage in those activities will be dealt with accordingly. MARMC is not a place of leisure – you all come here each day to support the ships on the waterfront. Please report any harassment or safety concerns/violations through the appropriate channels. MARMC’s Command Evaluation and Review Office is a good starting point. For those who may feel uncomfortable doing it in person, there is the MARMC Waste, Fraud and Abuse Hotline (757) 400-3206, and Naval Sea Systems Command Inspector General Hotline (800)-356-8464, that are available for you to report these incidents anonymously. I want to make sure you all understand that you have my full attention when it comes to reporting these problems. This is how we will make MARMC a safe and enjoyable work place for everyone. I am going to continue to look into issues with watch standers to ensure that our Sailors are receiving the proper relief and that these responsibilities are not being shouldered only by a few. There have been talks about being able to have collateral duties available for Sailors who are located in Building CEP-200. I encourage all MARMC Sailors to get involved with the command. There are a ton of activities and committees that need your help. Do not feel limited to one building or one opportunity – there are enough great causes that need your input and support, please take advantage of them. Each year as I understand it, the issue of parking always makes its way into our DEOMI survey. This unfortunately, is one area that I am not able to directly impact. We are at the mercy of the facilities that have currently been provided to us. In our long term Strategic Business Plan, there is a Military Construction project that would address parking for our command as well as a new facility. That does not help us right now, but it’s a start. As a reminder for MARMC Sailors, I have directed that the entire command be switched over to the Type III Navy Working Uniforms

by July 1. Currently, the Navy Exchange is struggling to keep up with demand as there are a significant number of Sailors in the area that all need to make this transition. I understand that this is a financial burden, but please do your best to be on the front end of this transition. Get your uniforms early to avoid the rush and to negate running into issues at the deadline. I want MARMC to not only be the leader in the ship repair industry, but I also want us to set the example with Sailors that are squared away. I know that leadership has delivered the message of taking care of yourself many times in the past. I want to take another moment to remind all MARMC employees that you need to ensure that your financial, mental, spiritual and physical health are being addressed each and every day. It is very easy to be consumed by your responsibilities to the command in addition to the responsibilities of your home life. I encourage you all to use your leave and take a break when you need to. You have earned your leave and it is a right afforded to you to take time off when you most need it. MARMC cannot continue to complete its mission if our people are not adequately taking care of themselves. You are all important and we want to make sure that you are successful in all walks of life. Looking forward, the rest of the year is going to be very busy. We not only have our internal improvements to make, but we have nearly two dozen ships on the waterfront that need our full attention. Let’s show the Navy we are up to the challenge and support the fleet to the best of our capabilities!

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EXECUTIVE DIRECTOR’S NOTES leadership buy-in. As we continue through 2018, you will see efforts to drive strategic initiatives into the workforce. This is your opportunity to make MARMC the workplace that you want it to be – to put your stamp on our command and help us reach new levels of accomplishment. You will see SBP materials hitting the streets in the coming weeks. They will have a call to action and give you ways to get involved. Please take some time to evaluate where you fit into the SBP and what you have to offer the command strategy.

Strategic Business Plan During the month of April, a large portion of command leadership has been revamping the Mid-Atlantic Regional Maintenance Center’s (MARMC) Strategic Business Plan (SBP). I took some time and reviewed our SBPs from the last five years and it is amazing to see how the plan has evolved over the years. In the beginning, the SBP was aimed at the high level leadership and addressed very basic issues such as communication and taking care of our people. Since those early days, we have accomplished a tremendous amount of SBP initiatives. The ideas and the culture shifts that MARMC has undergone were all born in the SBP. As our plans continue to mature, our goals are going to become more aggressive and we have already seen that happening. This means that our future success is going to lean on the involvement of more and more members of the MARMC team. Leadership has helped outline a framework in regards to processes and given the command a way forward, but it is all of you who will make it happen. Engagement is critical at this point. Changing how we address safety at the shop level, getting the maintenance teams collocated through the core team concept, command wide training initiatives, bettering our partnerships with stakeholders and feedback from the deck plates are all going to require more than just

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MARMC Family Unfortunately, as we have suffered in the past, MARMC has been hit with loses to the MARMC family. These are often unexpected and tough times and I think it is very important that we come together in these moments to aid one another through the grieving process. This past December, I touched on how MARMC has taken on a family atmosphere – but it is easy to forget that once we are removed from the holiday season and we get back into the daily grind with our work and home life. It is no secret that MARMC is now operating at full steam, and in some respects we are overloaded. This is the time for us to keep a close eye on how each other are fairing each week. We have more CNO availabilities than we’ve ever taken on, we have a more robust and ambitious SBP and we have taken on more responsibilities within the repair industry. This all makes for a potentially very stressful work environment at times and we really need to be looking out for our fellow coworkers as we push through a tremendous work load. You all do an outstanding job of juggling the many tasks that we have assigned to us, and you are all very important and critical to our mission. Every team member we lose leaves a huge impact on us in many ways. Take some time to de-stress and relax. Give your significant other that extra hug and your kids that extra goodnight kiss. Enjoy time with your families at home and listen to your body. It will tell you when it is tiring and you need to allow for rest when that happens.

Celebrate Success The Truman Battle Group departed the Hampton Roads area on April 11. MARMC [all of you] had a gigantic hand in making that happen. All 3,100 of our staff had an impact on those ships. This year we want to make it a point to not only point these type of successes out, but to celebrate them with the command. Even in light of all the work stacked on us – a good team needs to take a moment to pause and congratulate each other. I want to congratulate you all on your efforts not only with the Truman Battle Group, but also for your hard work on all of the ships we have completed vital repairs and upgrades on. This team is truly exceptional and what makes our command the best in the world!

NAVSEA MISSION

We design, build, deliver, and maintain ships and systems on-time and on-cost for the United States Navy THE FORCE BEHIND THE FLEET

MARMC MISSION We fix ships!

THE STRENGTH BEHIND THE SHIPS

• High Velocity Maritime Learning Navy’s Design for Maintaining Superiority • People

MISSION PRIORITIES On-time delivery of ships and submarines Culture of aff ordability

Cybersecurity

Navy’s Design for Maintaining Maritime Superiority

EXPAND THE ADVANTAGE


UPDATE Team MARMC, April is upon us and there are a lot of events planned this month. It’s Sexual Assault Prevention and Response Awareness Month along with Child Abuse and Alcohol Awareness Month. Chief Damage Controlman Andrew Woods, the 2nd Class Petty Officer Association and Mid-Atlantic Regional Maintenance Center’s victim advocates have put together a very good plan to spread awareness throughout the command. There are numerous command training opportunities including a bowling event, 5k walk and other events that will take place all month long. I encourage everyone to come out and support. The Physical Fitness Assessment is right around the corner, and Sailors need to make sure their Periodic Health Assessments are up to date. The goal this year is to have everyone participate and do well. Interesting Sailor 2025 news, please

make sure you visit naval personnel command webpage and review upcoming initiatives. I can say they are on track with rolling out the new programs; pay and personnel systems, rating modernization and an overhaul of the enlisted advancement system allowing Sailors to negotiate job assignments directly with gaining commands. Summer is coming soon. Safety has put together another installment of the ‘101 Days of Summer’ training, which is set for May 21, in Building U-40 from 8:30 a.m.-11:00 a.m. Lastly, we celebrated the Chief Petty Officer Birthday on April 1, and had a tremendous amount of support from the command. Thank you to everyone who came out in support of our Chief Petty Officer’s 125th birthday. CMC Final Word: We had a great Command Managed Equal Opportunity debrief with the Commanding Officer (CO) recently. Our Command Assessment Team has provided a great plan of

action and milestones to ensure we stay focused and work together to address the items of concern. Remember, we have open door polices and welcome any ideals that would benefit the command. You can fill out the CO suggestion box online or utilize the CO suggestion boxes throughout the command as we try and spread open communications. If you need me for anything, come by my office located in CEP-200 or call me at 400-2488.

work improvement notes 04/17/2017 | EUGENIE JONES, CODE 1130 COMMAND RECORDS MANAGER | ADD DIGITAL SIGNATURE TO ELECTRONIC SAAR FORM Brief Description of the Process/Problem: Eugenie recommends that SAAR forms be provided with a digital signature to save time in processing. Solution: This recommendation has been adopted. Live action testing is complete and the digital SAAR form is now in use for Civilian new hires. Projected completion date for military is by mid-June with contractors to follow by July. Benefit: This newly adopted process will improve office procedures, save time and material by reducing the need for paper copies and the physical routing (walking around) of the paper copies. Tracking SAAR forms should be much easier and prevent hard copies from getting lost. If you are tired of practices, policies, procedures, etc., that you consider ineffective, expensive, burdensome, cumbersome, outdated or impractical, YOU ARE IN LUCK! You have a way of bringing these concerns up for review to determine if there is sufficient basis to eliminate or improve them. Please take the time to identify the issue, the basis for its ineffectiveness and the recommendation you have. WE ARE LISTENING! If you have recommendations on any aspect of the Command’s operations, processes, spending, policies, practices, etc., please go on the MARMC intranet page and click on the WINs button and there you will find a link that will bring up the WINs form to document your recommendation. When you are done, please send it to MARMC_NRFK_WIN@navy.mil. It will be consolidated and start the process. Your WINs are making a difference! KEEP THEM COMING!

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requirements for each contract may be different depending on duration, complexity and if the availability requires docking. Solicitations will go out coast-wide if the duration of the work is 10 months or greater. The procurements are conducted by Naval Sea Systems Command (NAVSEA) unless delegated to the regional maintenance centers.” MARMC has managed three coast-wide availabilities within the last year. In November 2016, MARMC sent a project team to Huntington Ingalls Industries (HII) in Pascagoula, Mississippi, to begin its first coastwide bid availability in more than 18 years. The ship, USS Ramage (DDG 61) was returned to the fleet in March. MARMC accepted coast-wide availabilities for two cyclone-class patrol ships from Florida in Hampton Roads in November 2017. USS Shamal (PC 13) was contracted to Colonna’s Shipyard in Norfolk, Virginia, and USS Tornado (PC 14) to East Coast Repair and Fabrication (EC&R). The prospect of managing an availability out of homeport presented unique logistical challenges to the MARMC team. “When out of homeport, sometimes our information technology (IT) systems are not immediately connected and can cause delays to normal

EVOLVING SHIP REPAIR: MARMC ADAPTS

to Coast-wide Bid Process By Hendrick Dickson, Public Affairs Specialist

Ship repair is an ever-evolving industry that is vital to the Navy’s operational readiness. In recent decades, the Navy has reduced its fleet size by nearly half and along with it came a decrease in the number of ship maintenance providers. Now as the Navy aims to increase fleet composition, shipyard docking loads and an adequate number of maintenance providers are more critical than ever. As a result, regional maintenance centers (RMC) are playing a more significant role in maintaining fleet readiness. Currently, Mid-Atlantic Regional Maintenance Center (MARMC) is managing 21 fleet availabilities at six facilities in Hampton Roads alone. In this evolution of juggling the fast-paced tempo ships coming in and out of maintenance availabilities, the coast-wide bidding process has emerged as a viable option to give RMCs and regional ship repair facilities the flexibility they need to continue providing efficient ship maintenance while keeping the fleet manned at operational capacity. And although they present uncommon challenges, MARMC is leading the way in embracing the coast-wide bid process and all the obstacles that come with it – while learning along the way. “The coast-wide bid decision process is defined in the Source Selection Plan and acquisition strategy,” MARMC Chief Contracting Officer, Lt. Cmdr. Jackie Hurse. “Some basic factors we evaluate prior to award might be: technical and capacity/schedule, past performance and price. The

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business processes used in contract administration and management of availabilities,” said Hurse. “There may be issues with material delivery or other logistical problems simply associated with working from an area outside of the homeport.” “Also unexpected expenses for project team travel, housing and per diem can pose a challenge,” she continued. “Another challenge is the drain on resources and trained workforce. When personnel are sent to the place of performance of the availability out of the homeport, it limits their ability to support more than one project at a time.” Because the contract on Ramage was awarded only two months prior to the start of the availability, there was not a lot time for the project teams to figure out the logistics of moving down south. “We had about 60 days to make sure all our government furnished material and everything else was directed in that general direction; including personnel and other equipment that we required to do our daily job,” said MARMC/Ramage Administrative Contracting Officer Erica Collins. “We had to wait until we really got in place down there to do the market research of living quarters and things like that.” Finding the personnel to take on out of area coast-wide availabilities like Ramage can also be an challenge. Once HII was awarded Ramage, MARMC leaders asked for volunteers willing to relocate to Mississippi for an extended amount of time. This was something new for project team members at MARMC, being asked to leave their families and comforts of home to take on a project of this magnitude, however; there wasn’t a shortage of volunteers. “In Ramage, it’s not just the ship’s crew that had to deal with the separation, it was the maintenance teams as well,” said MARMC Executive Director Dennis Bevington. “There is no incentive other than the desire to


do something for your country. Travel per diem is not an incentive and we haven’t figured out how to properly incentivize people to want to do this, other than that rare person who doesn’t mind traveling around the country and willing to be separated from home. I’m proud of them for taking it on.” While the front offices took on logistical challenges, project teams were handled things on the waterfront. Whenever you take a ship to a different homeport, everyone involved has to deal with cultural differences. This was even more apparent aboard Ramage. HII is the country’s largest shipbuilding company, but shipbuilding culture is different from ship repair, which is MARMC’s daily business. “In new construction, the resource management approach is usually done from a bow to stern mentality instead of by compartment mentality, which MARMC is used to,” said Collins. “That was a very interesting difference in how we’ve grown accustomed to our expectations as compared to some of the new construction yards that could possibly bid on these contracts in the future.” HII had to make a few adjustments of their own to ensure they had the right personnel in place to successfully complete the availability.

“They went back and hired some of the retirees with more overhaul experience to come back as consultants,” said Lee Wallace, MARMC/Ramage Project Manager. The Ramage availability may be complete, but MARMC isn’t putting HII in its rearview mirror. With numerous shipyards on the Atlantic possibly vying for future opportunities to repair MARMC hulls in the future, it’s likely no individual availability will be the same for the foreseeable future. It is vital to find ways to improve the process. “Coast-wide bids will be a continuous thing we will see over the next several years,” said MARMC Financial Manager/Comptroller Tracy Castro. “Standardization is really the right answer. Having a consolidated guidance plan so that everybody is doing the same thing the same way would be beneficial to the process.” That type of standardization may already be in the works. MARMC has begun developing a coast-wide bid instruction detailing how to handle logistics and the financial side of that process. “We’ve been talking about this since before Ramage,” added Castro. “We’ve had conversations throughout the commands (Commander, Navy Regional Maintenance

Center and MARMC). It is something we’re advocating for.” As logistically challenging as coast-wide bids are, MARMC continues to adapt in order to ensure ships are able to accomplish their missions. Ramage availability finished up on schedule, while Shamal and Tornado are on track to finish their availabilities this summer on schedule. Either way, the ultimate measure of success is fixing ships, and MARMC leaders feel good about the results of Ramage and progress of the Shamal and Tornado – and it looks as if MARMC is ready to make coast-wide bids a part of its operational routine. “These project teams have a lot of pride in what they do,” said Bevington. “Their attitude is ‘if the Navy needs me to do that in Pascagoula, Mississippi or if the Navy needs me to head up to Maine, then guess what, we’re going to meet that call because that’s our mission.’” “We went down there and we had to work as a team,” concluded Wallace. “The team consisted of the ship, MARMC, NAVSEA and HII. If one of us failed we all failed. So, we had to work as a team – and we were down there building the foundation for the way the Navy is going to do coast-wide work in the future.”

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HOIST SHOP MAKES SAFETY NUMBER ONE PRIORITY By Chris Wyatt, Public Affairs Specialist

Mid-Atlantic Regional Maintenance Center’s Hoist Shop completed key upgrades to their working environment on April 4, which will facilitate a high level of safety for all personnel assigned to the shop. “Last year during the Fleet Maintenance Assessment and Audit a few potential safety issues were discovered that led to procedural changes,” said Hoist Shop Lead, Steve Marshall. Some of those changes dealt directly with how the shop performed their I-Level maintenance and repairs to ordnance and non-ordnance hoists. In the past, shop personnel would use a fork lift to hold the hoist while they would make the necessary repairs. They would also use Naval Facilities Engineering Command (NAVFAC) crane services to perform weight test inspections in the rear outside area of Building CEP-200 with rigger/ weight test services. “Per our work procedure we would strap the hoist down to the forklift and perform both static and dynamic load tests,” said Marshall. “Using a forklift to perform these test is potentially unsafe because you are relying on the hydraulics not to fail. Once the inspector saw that, all work was stopped for three-ton hoists until we came up with a workable solution.

What came out of this whole evolution was a better way of completing jobs.” According to Marshall, one of the first improvements they made was the acquisition of a new hoist maintenance stand. The new hoist maintenance stand has a gross weight of 3,000 pounds and allows the shop personnel to work on hoist without limitations. In addition to the maintenance stand, they also added a new weight test beam and large scale air pump for their H-frame. With these newest improvements the shop can now weight test three-ton and 5” 54 inch gun mount hoist in house vice using NAVFAC crane services. The new weight test max load is 15,000 pounds. MARMC Engineering was consulted and played an integral role in the design and build of the new equipment. The Hoist Shop has used the findings of the inspection to revamp their shop for the better and save the command money at the same time. “The way I look at it is, what came out of that inspection was a beautiful thing,” said Marshall. “We had engineers come out and make recommendations and we took action. Even though we had a work stoppage we got smarter and safer. Now we have better equipment in place and everything is documented. We wrote new standard operating procedures for forklift operations and the new maintenance stand.” In the end, the inspection did what it was designed to do. Ensure safe working practices are in place to protect the worker all the while getting the customer (the ships on the waterfront) their product safely and efficiently.

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RMC s Remove Engines

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equal amount of blood, sweat and tears to this job.” Both RMCs worked through non ideal situations in order to complete this job with safety being paramount throughout the evolution. “The end result of the SERMC and MARMC tag-team effort was the removal of all engines with zero safety mishaps or self-imposed delays, two weeks ahead of a very aggressive timeline.” said Bochanski. Christy came away impressed with the planning and overall execution of the change out by both teams. “I think given the conditions of the shipyard and the availability of assets for usage like cranes, rigging gear, etc. – put some potential roadblocks in our path, but through the perseverance of the SERMC team and MARMC team, we were able to make the best of a non-ideal situation. It was a good experience for everyone involved.”

USS Fitzgerald By Chris Wyatt Public Affairs Specialist & Scott Curtis SERMC Public Affairs Officer

Mid-Atlantic Regional Maintenance Center’s (MARMC) Gas Turbine flyaway team joined members of South East Regional Maintenance Center (SERMC) in removing four LM2500 Gas Turbine Main Engines from USS Fitzgerald (DDG 62) at Huntington Ingles Industries (HII) in Pascagoula, Mississippi, March 2-16. Each RMC sent 10 Marine Gas Turbine Inspectors and Gas Turbine System Technicians to complete the large-scale tasking. According to Gas Turbine System Technician Mechanical 1st Class Anthony Christy and Master Chief Petty Officer Gas Turbine System Technician Thomas Eicks of MARMC, this type of repair would normally take between 10-12 days per engine to complete. Working 14 to 16 hours per day six days per week, the teammates from the two RMCs were able to execute this tasking in just 15 days “We spent countless hours planning, meeting, working through logistical coordination for shipping the removed Gas Turbines, the three Special Support Equipment conex boxes and the arrangement for travel, lodging and other necessary incidentals,” said Gas Turbine System Technician Electrical 1st Class Francis Bochanski from SERMC. “Because Fitzgerald is a RADCON (radiation controlled) ship, every Lube Oil and Bleed Air Line had to be disconnected (more than 160 total) during the removal process. We were able to remove all of the turbine assemblies, their associated interferences, and place the modules in lay-up for the duration of the repair period.” said Bochanski. Once the gas generators and the power turbines are in their respective specialized shipping containers or “cans”, they are sent to a Depot Facility where they will be rebuilt. The final part of this engine removal process is the overseeing of the engines being shipped out from Pascagoula. Working with SERMC provided MARMC’s personnel with the opportunity to compare work processes and procedures. “It was an eye opening experience,” said Christy. “We at MARMC learned a lot from the way they performed their tasks and it’s my hope that they had similar take-a ways. SERMC was the primary for this job and we provided the assistance, but that doesn’t mean we didn’t give an

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MARMC ON DISPLAY AT ODU CAREER FAIR By Hendrick Dickson, Public Affairs Specialist

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id-Atlantic Regional Maintenance Center’s (MARMC) recruiting staff participated in Old Dominion University’s (ODU) Spring Career Fair at the Ted Constant Convocation Center in Norfolk, Va. on March 20. One-hundred military commands and businesses from the Mid-Atlantic Region were on display to inform ODU students about their organizations and the types of careers available to them. According to the event coordinator, 800 students attended the career fair. MARMC’s recruiting team spoke with more than 50 students about MARMC’s mission and the various employment opportunities at the command – ranging from contracting to engineering. “The main objective is to find current students and recent graduates involved in the career discipline and studies that MARMC is looking for and try to recruit those candidates with those specific talents – especially in the areas of engineering, contracting, and anything that facilitates the operations of MARMC’s business,” said Anthony Velasco, MARMC recruiting staff. “We want to share what MARMC does. We try to have subject matter experts who can share their experiences and have a conversation with prospective MARMC employees based on their field of expertise.” Recruiting team member Brad Garner, of Contracting Code 421, said this was the third

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time he has participated in an ODU Career Fair. He says he enjoys telling the students about his job and the important role MARMC plays in maintaining the Navy’s fleet. “The best way to get somebody talking is to get them to talk about their job and this is a prime example,” said Garner. “You get to explain what you do and what the other people around you do and to show how important it is. Especially in our situation – how important it is to the nation as a whole. When I’m talking to these prospective employees and students, I want them to walk away with an understanding

of what we do. I want them to walk away with an understanding of who we are and what we do for the Navy.” Velasco says MARMC participates in about 50 career fairs and other outreach events each year, including Science, Technology, Engineering, and Mathematics (STEM) events that impact local grade school students throughout Hampton Roads community. “We’re involved in very specific, targeted events on the recruiting side, and then we’re very involved with STEM (K-12) throughout the Tidewater area and the Peninsula, as well,” said Velasco. “We build relationships, we sustain relationships, and we make new relationships. It all encompasses our success in the overall picture.” Not only do these events help strengthen MARMC’s relationship with the local community, but it also gives staff members a chance to share first-hand experiences with young people who probably never knew the vast number of options when seeking a career working with the federal government. “You’re meeting all kinds of people, meeting people from different walks of life,” said Garner. “To me, the most fun part is seeing people passing who may not have thought about a career with the federal government or with the Navy and seeing them leave our booth excited about the possibility of working with the Navy.”


TOP-LEVEL SERVICE: MARMC Elevates Ship Readiness By Douglas Denzine, Public Affairs Specialist

Mid-Atlantic Regional Maintenance Center’s (MARMC) Elevator Branch completed oversight of System Operability Level III weight tests on USS Harry S. Truman’s (CVN 75) upper stage number 2 and lower stage number 5 cargo/weapons elevators, in Norfolk, Va. on March 26, ensuring they were fully operational. MARMC’s Elevator Branch worked in coordination with MARMC’s Elevator Support Unit (ESU) Program Manager (Waterfront Operations), as well as the ESU contractor, to test Truman’s elevators in anticipation of the Harry S. Truman Carrier Strike Group’s scheduled deployment later this year. “While cargo/weapons elevators are not considered underway restrictive, they are certainly mission essential,” said Wayne Benton, who has served as MARMC’s Elevator Branch Head for 18 years. “The assurance of their readiness becomes paramount once a ship enters their training cycle, begins their workups, conducts weapons transfers and certainly once they are forward deployed.” Correctly assessing the condition of an elevator to support safe, reliable operations is essential to personnel safety and the integrity of a ship’s mission. All Navy vessels equipped with cargo/weapons elevators are required to have them assessed and deemed satisfactory every 18 to 24 months and weight tested every 48 to 72 months. “These elevators are all required to meet the same safety and testing

criteria defined in the Naval Ships’ Technical Manual (NSTM) chapter 772 (Cargo and Weapons Elevators). The names of each may be different, but the intended purpose of the elevator is the same,” said Benton. The intended use of these elevators is to vertically transport ordnance and cargo to and from magazine spaces, handling spaces, and ship’s holds to various decks in support of the ship’s mission. It is important to note that personnel are not authorized to ride on cargo/weapons elevators, except when required to accomplish certain maintenance procedures, and when the elevator is used in an authorized emergency medical evacuation role in a mass casualty or medical emergency situation. “Prior to 1993, a number of technical support activities provided personnel to perform elevator condition/readiness assessments on Navy ships, but without formal guidance, the results weren’t uniform,” said Benton. As a result, Naval Sea Systems Command (NAVSEA) established the Cargo/Weapons Elevator Assessor Certification and Activity Accrediting/ Auditing Process to ensure uniformity of inspections and to establish the minimum requirements of assessors supporting the safety and reliability of shipboard cargo/weapons elevators. In accordance with NAVSEA direction, certifying activities are responsible for ensuring that each of their assessors maintains technical standards and qualifications as put forth by NAVSEA, and also for retaining assessor qualification and certification records. “Naval Surface Warfare Center Philadelphia Division (NSWCPD), acting as the program manager, audits each certifying activity every 30 to 36 months. The audits ensure that the certifying activity is compliant with the certification process and serves to validate that the qualifications of all assessors is current and accurate,” said Benton. To support continued safe and reliable operation of cargo/weapons elevators throughout the fleet, certified elevator assessors participate in acceptance inspections and tests to determine if a new installation conforms to the requirements of the ship specifications and if the elevator functions as required. They also witness tests and perform routine or periodic assessments of existing installations to determine if the equipment is in safe operating condition and performs in accordance with test requirements. The results of the assessments are then reported to the ship, the Immediate Superior in Command and the Type Commander. Certified elevator assessors are available at many of the regional maintenance centers worldwide, and NSWCPD. In the event that a local assessor is not available to support a task, qualified assessors from one of the other commands may be available. Currently, MARMC has nine active elevator assessors, and during Fiscal Year 2017 (FY17), they performed 79 system level material readiness assessments on elevators in the fleet. *The term “Cargo/weapons elevators” identifies a family of elevators which go by the name of cargo, weapons, ammunition, pallet, freight, stores, torpedo, component or vehicle elevators. The name does not define what can or cannot be transported by the elevator.

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By Douglas Denzine, Public Affairs Specialist

MARMC’S DRY DOCK DY N A M I C

is Back in Action

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id-Atlantic Regional Maintenance Center’s (MARMC) Dynamic (AFDL 6) dry dock successfully completed its first docking and undocking evolution of 2018, at Joint Expeditionary Base Little Creek-Fort Story in Norfolk, Va. on March 19. Dynamic underwent a Continuous Maintenance Availability (CMAV) and pump repairs in 2017, during which time the dry dock was not accessible for repairs to small boats in the region. “In early 2016, Dynamic was fitted with new pump motor combinations,” said Dynamic Commanding Officer Lt. Edward Menezes. “The original pump motors had been in Dynamic since the 1940s, when she was first commissioned. As you could imagine, over many decades of service, the pumps required a lot of support from outside organizations to make repairs in order to keep the pumps operational. Dynamic, with the assistance of her maintenance team and MARMC’s tech codes, assembled a team composed of the original manufacturer [Flowserve Corporation], Norfolk Naval Shipyard, Naval Sea Systems Command (NAVSEA), and Philadelphia to identify the problem and a solution. “Once the team figured out what happened, the Philadelphia-based NSWC assessment team started working on a permanent solution, which we hope to effect during the dock’s next availability in early 2019. This solution will help us to get back to normal operating conditions, instead of working under a major Departure from Specification (DFS),” said Menezes. Due to Dynamic’s extended maintenance and troubleshooting period, the dock and crew missed six potential dry-dockings of Landing Craft Units from Assault Craft Unit TWO (ACU2), a group with a long-term reliance on the dry dock. During ACU2’s recent dry-docking of Landing Craft Unit (LCU) 1657, the group received assistance with repairs to a valve on the vessel’s air conditioning sea suction valve. In order to conduct that repair while the ship was still in the water, it required a great deal of time and resources. With Dynamic’s assistance, they were able to complete the repairs the same day the craft was brought into the dry dock. “Since they were able to complete their repair so quickly, they decided to take some


other preventative measures to ensure the integrity of the boat’s hull,” said Boatswain’s Mate 2nd Class Petty Officer Keith McCoo, who was participating in his first dry-docking since reporting to Dynamic. “Giving that command the flexibility and the opportunity to give their boats a full sweep – that makes us happy and gives them and the Navy the peace of mind that these vessels are mission ready when they are called upon.” According to Menezes, since Dynamic’s last dry-docking, the crew has seen roughly a 40% turnover of its manning, including the dry dock’s chief engineer. Despite that challenge, the crew worked hard to train and qualify individuals to ensure they were prepared to perform their jobs, once the dry dock returned to a fully operational status. “We went six or seven months without operations, on top of having all these new Sailors, who had never seen the dry dock operate. The docking and undocking of LCU 1657 was one of the best we have done in my entire time here,” said Menezes. “That is a credit to this crew, and their ability to work well together and take their training seriously. That is what really excited me, seeing our team work effectively.” “Today, I had the opportunity to relay commands, from our ballast controllers to our valve operators, to ensure we were raising and lowering the dry dock at the right speed and evenly on both sides,” said Hull Maintenance Technician Fireman Apprentice David Bush, who was also participating in his first docking evolution at Dynamic. “It was a great learning experience to see how Dynamic functions and to get a feel for how the entire team meshes during a docking.” Dynamic is a single, rigid piece floating dry-dock designed for a maximum lift capacity of 950 light/tons. The dry dock was designed under the direction of the Bureau of Yards and Docks and was constructed by Chicago Bridge and Iron Company of Eureka, Calif. Construction was completed on March 11, 1944. Dynamic is the oldest vessel in the Naval Register (with the exception of USS Constitution), and will turn 75 years old next year. Dynamic, which docked eight vessels in 2017, plans to reach that goal again this year.

“That is what really excited me, seeing our team work effectively.”

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APRIL IS SEXUAL ASSAULT AWARENESS AND PREVENTION MONTH Information Submitted by Cedricka Dalton, Electronics Engineer, Code 284 Everyone has a role to play in preventing sexual assault. There are many different ways that you can step in or make a difference if you see someone at risk. This approach to preventing sexual assault is referred to as “bystander intervention.”

HOW CAN I PLAY A ROLE IN PREVENTING SEXUAL ASSAULT?

The key to keeping your friends safe is learning how to intervene in a way that fits the situation and your comfort level. Having this knowledge on hand can give you the confidence to step in when something isn’t right. Stepping in can make all the difference, but it should never put your own safety at risk.

Create a distraction Do what you can to interrupt the situation. A distraction can give the person at risk a chance to get to a safe place. • Cut off the conversation with a diversion like, “Let’s get pizza, I’m starving,” or “This party is lame, let’s try somewhere else.” • Bring out fresh food or drinks and offer them to everyone at the party, including the people you are concerned about. • Start an activity that draws other people in, like a game, a debate or a dance party.

Ask directly Talk directly to the person who might be in trouble. • Ask questions like “Who did you come here with?” or “Would you like me to stay with you?”

Refer to an authority Sometimes the safest way to intervene is to refer to a neutral party with the authority to change the situation, like a security guard. • Talk to a security guard, bartender or another employee about your concerns. It’s in their best interest to ensure that their patrons are safe, and they will usually be willing to step in. • Don’t hesitate to call 911 if you are concerned for someone else’s safety.

Enlist others It can be intimidating to approach a situation alone. Enlist another person to support you. • Ask someone to come with you to approach the person at risk. When it comes to expressing concern, sometimes there is power in numbers. • Enlist the friend of the person you’re concerned about. “Your friend looks like they’ve had a lot to drink. Can you check on them?”

YOUR ACTIONS MATTER

Whether or not you were able to change the outcome, by stepping in you are helping to change the way people think about their role in preventing sexual assault. If you suspect that someone you know has been sexually assaulted, there are steps you can take to support that person and show you care. More information can be found at: http://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/sapr/Pages/default2.aspx For confidential victim assistance visit http://www.SafeHelpline.org

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MARMC’s Fire Safety Officers and the 8010 Submitted by Randy Ackley, Safety and Occupational Health Specialist, Code 106

Creation and Implementation of the 8010: On May 23, 2012, a major fire occurred on board USS Miami (SSN 755) during her overhaul at Portsmouth Naval Shipyard, which caused major damage to the forward compartment of the submarine and resulted in her inactivation from the fleet 10 years before the original schedule. While the cause of the fire was arson, there were many lessons learned from combating this casualty and Navy leadership recognized a clear need to raise our standards and capabilities - develop cost effective solutions to improve fire prevention, detection, immediate response and extended response for ships undergoing industrial maintenance. As a result, in February 2014, the Industrial Ship Safety Manual for Fire Prevention and Response (8010) was created. With their in-depth knowledge of the 8010 and the Shipboard Firefighting Manual (555), Mid-Atlantic Regional Maintenance Center’s (MARMC) Fire Safety Officers (FSO) play a critical role in all aspects of fire prevention and the firefighting readiness posture of their Chief of Naval Operations (CNO) availabilities. Through daily surveillances, FSO’s evaluate the damage control capabilities of the ship, as well as the contractor’s ability to provide temporary firefighting services when the ship’s own readiness has been diminished. Once designated by the MARMC Safety Director, the FSO will chair the Fire Safety Council (FSC) for that

While the cause of the fire was arson, there were many lessons learned from combating this casualty… availability. The FSC meets as required when fire safety concerns are discovered. A mutual decision is made with the ship for mitigation and the process is documented. In addition, the FSO has the ability to train Ship’s Force on the implementation of 8010 requirements. This is done through the ships Damage Control Training Teams. All CNO availabilities are required to complete an 8010 Chapter 12 fire drill exercise within the first 30 days. FSO’s provide the fleet knowledge, training and evaluation skills necessary to assist Ship’s Force in the completion of these important exercises. FSO’s provide invaluable drill feedback to MARMC, fire and emergency services and the prime contractor and Ship’s Force for increased protection of our naval vessels and crew when they need it the most!

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Spotlight on

SAMUEL SERMAN

By Douglas Denzine, Public Affairs Specialist This month, Mid-Atlantic Regional Maintenance Center (MARMC) shines its spotlight on Samuel Serman, who serves as an engineering technician in MARMC’s Satellite Communications (SATCOM) Branch of the Engineering Department. Serman joined the United States Navy in 1974. Upon completion of A school, he became a SATCOM electronics technician, which was his primary focus during the entirety of his 24-year naval career. Upon his retirement in 1998, Serman was able to find a position at Fleet Technical Center, Atlantic (FTCLANT), which later became one of the entities that now makes up MARMC. Since then, he has made it his mission to make MARMC’s SATCOM Branch one of the best the Navy has to offer, which is reflected in a project he has been working on over the past few years. “During a self-analysis of MARMC SATCOM Branch responses to fleet requests for Super High Frequency (SHF)/Extremely High Frequency (EHF) technical support, I identified a serious gap in formal fleet operator and maintainer training,” said Serman. “Operator training covered the Automatic Digital Messaging System (ADMS) equipment and maintainer training covered the Radio Frequency (RF) terminals (SHF and EHF) equipment, but no training was provided for the SATCOM IP Baseband equipment, which function is to communicate between the two.” Four years ago Serman was given the green light to develop a course of instruction to fill this gap. Three years after this Gap Training Course came on-line, requests for SATCOM IP Baseband technical support was reduced by over 50%. This in turn has resulted in a huge time and resource saver for the Navy. “The continued success of this project will decrease fleet maintenance cost and increase fleet readiness for the next 20 years,” said MARMC SATCOM Branch Head Thomas Lamb. “Mr. Serman has a positive attitude that is contagious. No matter how big or small the task, he accepts them all with enthusiasm and a sense of ‘can do’ attitude – which is why he was so instrumental in convincing Program Manager, Center for Surface Combat Systems (CSCS) and NAVSEA PMS 339 that a total revamp of training was necessary for the improvement of fleet capabilities.” “Working with the CSCS Detachments East and West maintainer training commands, I was also able to help a parallel course of action to eliminate the existing training gap by updating the school’s classroom equipment and curriculum,” said Serman. Currently, only one of four of the Detachment East classrooms have been certified, but the intention is to have all (Det. East and West) SATCOM IP Baseband classrooms updated and on-line before the end of the first quarter of Fiscal Year 2019. “Bringing all Det. East and West updated classrooms on-line will be a two-fold win for the Navy,” added Serman. “First, it will expand the

technician knowledge level to better prepare Sailors to maintain the SATCOM IP Baseband equipment making them more self-sufficient. Second, it will reduce cost for outside technical assistance. Most of the time these technical assistance requests are at sea, which require a lot of coordination between a number of commands to make it on board.” Preparing the fleet to not only be mission ready, but to also provide them with the tools necessary to trouble shoot issues while executing a mission is something that Serman takes a great amount of pride in. “I’m just glad to be part of the team here at MARMC and to have the opportunity to impart my knowledge to the Sailors and other SATCOM technicians. I’ve had a remarkable career and to still be able to spend my days impacting the readiness of the fleet is really a privilege and an honor,” said Serman. “Mr. Serman is an exceptional leader. The SATCOM Branch and the fleet have benefited from his positive attitude. He leaves no stone unturned and refuses to allow barriers to prevent improvements. He has his finger on the pulse of the warfighter needs and he delivers. He also takes to heart his tasking and sets the bar high for the command’s mission - I’m fortunate to have him on my team,” added Lamb.


Mother’s Day Sunday, May 13, 2018


Jackpotting Scheme ATM Fraud Submitted by David Hardemon, Command Information Systems Security Manager, Code 1100C

One January night in suburban Denver, Colorado, two men pried open an ATM at a small credit union, took out the hard drive, and then reconfigured the machine to spit out $24,000. Since then, at least six more attacks totaling more than a million dollars have taken place. It’s called ‘jackpotting,’ and it’s continuing to hit some U.S. ATMs. It works through a combination of physical and cybersecurity vulnerabilities. First, the hackers, often dressed as technicians, gain physical access to an ATM. They break into the locked door that guards the cash machine’s motherboard, and once they have access, they use physical hacking tools to sync a laptop with the ATM network and remove it from service. From there, they install malware through a USB port that forces the machine to dispense cash. They have to understand the operating system of an ATM, but anyone can see those plans on the dark web. Will hackers hit all the ATMs, or is it a simple matter to prevent further attacks? Given the exploding number and variety of devices that connect to corporate networks today, is the vulnerability of ATMs a wakeup call, as many such endpoints have weaker security than the machines that dispense cash? Even more, what does the jackpotting trend mean for cybersecurity in general? Why ATMs, and Why Now? That’s how hackers think. Simply put, there are many people out there that are doing bad things, just so that they can say that they did it. Every time we find a fix, the criminals find another vulnerability. It’s interesting: many hackers are not actually interested in making a profit. Many hackers just want to be able to publish their exploit on the dark web, where someone else picks up the idea

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and makes some money. If someone wants to hack into a machine, and they have the will, they will find the way. What’s the Solution? It’s tricky – It’s like putting on a suit of armor, then going into combat and getting hurt because the enemy found a small hole in your suit. So you patch up the armor and go back into combat, only to realize that your enemy has found another small hole in your suit. We keep patching up holes in our networks and our cyber strategies, and it’s not enough. The problem is that new systems that we are creating have new vulnerabilities. How do you secure a smartphone when a new model is put out every six months? That’s hard to keep up with. Yes, we do have to keep people smarter through cybersecurity education, but the bad guys will get smarter, too. We will never be 100 percent secure. Instead, we need to make it so painful for the bad guys to get in that they give up and move on to something else. We need to create multiple levels of protection and to frustrate them so they move on to something easier.


PROMOTIONS Floyd Zanke, Supervisor Engineering Technician, Code 211 Christopher Brenaman, Industrial Specialist (Ship Building), Code 332A

NEW HIRES Chad Hinmon, Quality Assurance Specialist, Code 131A Bobby Pridgen, Jr., Supervisor Industrial Specialist, Code 321D Mary Parker, Supervisor Accountant, Code 620 Anthony Stalcup, General Engineer, Code 222 Carlos Mckinnis, Engineering Technician, Code 264 Walter Sanders III, Management Analyst, Code 1121 Keith Ekstein, Quality Assurance Specialist, Code 131 Arnulfo Buela, Supervisor Engineering Technician, Code 262 Claire De Los Santos Finale, Accountant, Code 620 Scott Richardson Jr, Quality Assurance Specialist, Code 135 Ryan Spears, Electronics Technician, Code 281 Intiaz Khan, Marine Mach Mechanic, Code 931 Sterling Silver III, Marine Mach Mechanic, Code 943 Matthew Schlabach, Rigger Diver, Code 972

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Earth Day 2018: End Plastic Pollution From poisoning and injuring marine life to disrupting human hormones, from littering our beaches and landscapes to clogging our waste streams and landfills, the exponential growth of plastics is now threatening the survival of our planet. THE CHANGE BEGINS APRIL 22ND

Maintainer April 2018  

The Maintainer is the official Mid-Atlantic Regional Maintenance Center publication. All comments of this publication do not necessarily ref...

Maintainer April 2018  

The Maintainer is the official Mid-Atlantic Regional Maintenance Center publication. All comments of this publication do not necessarily ref...

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