2018 Model of Excellence Awards Ceremony

AWARDS CEREMONY HAMPTON, VIRGINIA October 11, 2018

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Thank you to our 2018 Model of Excellence winners for all that you do to make us the best that we can be. Congratulations on your well-deserved achievement!

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Jennifer Boykin President, Newport News Shipbuilding

SEQUENCE OF EVENTS Welcome Ms. Jennifer Boykin President, Newport News Shipbuilding Invocation Mr. Jonathan Pitts Health and Safety Analyst Dinner Remarks and Special Video Presentation Ms. Jennifer Boykin

RECOGNITION OF HONOREES NNS to Go App Introduced by Ms. Jennifer Dunn Vice President, Communications KPx Toolset - Transformation of Electrical Construction Management Introduced by Mr. Charles Southall Vice President, Engineering and Design Columbia-Class Torpedo Room Birdcage Introduced by Mr. Charles Southall Foundation Card Elimination Process Improvement Team Introduced by Mr. Brian Fields Vice President, Business Transformation

John F. Kennedy (CVN 79) Welding Set-Up and Facility Reclamation Team Introduced by Mr. Lucas Hicks Vice President, John F. Kennedy (CVN 79) Aircraft Carrier Construction X11 Leadership for Superior Results on John F. Kennedy (CVN 79) Construction Introduced by Mr. Lucas Hicks Craftsman Mentor: Next Generation of Nuclear Pipefitters Introduced by Mr. Lucas Hicks USS George Washington (CVN 73) Dry Dock Safety Team Introduced by Mr. Chris Miner Vice President, In-Service Aircraft Carrier Programs USS Ronald Reagan (CVN 76) Hitch Girder Welding Process Improvement Team Introduced by Mr. Chris Miner Data Analytics and Rework Team Introduced by Mr. Ron Murray Vice President, Quality Automated Budget Distribution Team Introduced by Ms. Christie Thomas Vice President, Contracts and Pricing

Boys & Girls Clubs of the Virginia Peninsula Introduced by Mr. Bharat Amin Vice President, Chief Information Officer

John F. Kennedy (CVN 79) Unit Family Performance Team Introduced by Mr. Rob Hogan Vice President, Manufacturing and Material Distribution

Sustained Operating Excellence at Radiological Liquid Waste Facility Introduced by Ms. Mary Cullen Vice President, Nuclear Propulsion

Establishing a Culture of Appreciation in Business Management Introduced by Mr. Don Godwin Vice President, Business Management and Chief Financial Officer

Ergonomics Improvement Team Introduced by Mr. Matt Needy Vice President, Operations

Closing Remarks Ms. Jennifer Boykin 1

2018

AWARD CATEGORIES The annual Model of Excellence awards ceremony recognizes individuals and teams who have made extraordinary contributions to the achievement of Newport News Shipbuilding’s strategic objectives through their performance and accomplishments in the following award categories: Courage to Make a Difference Recognizes an individual or team that demonstrates courage with regard to ethics, inclusiveness, engagement and other behaviors that positively change the company culture or make a difference in the company or community.

Customer Satisfaction Recognizes exceptional quality, products or services supplied by an individual or team that exceeds customer expectations.

Leadership Recognizes an individual or team that exhibits exemplary work performance and ethical leadership behaviors that are aligned with the company’s core values to include integrity, safety, honesty, engagement, responsibility, inclusion and diversity.

Innovative Excellence Recognizes innovative thinking, ideas and solutions that successfully achieve or significantly improve some or all of the company’s core pillars, growth, profitability and/or competitive advantage.

Operational Excellence Recognizes significant improvements in business operations, cost, cycle time, efficiency, processes, quality, safety and/or quality of life.

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Indiana (SSN 789) departs for its first set of sea trials; aircraft carriers USS Abraham Lincoln (CVN 72), left, and USS George H. W. Bush (CVN 77) are visible in the distance at Naval Station Norfolk.

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BOYS & GIRLS CLUBS OF THE VIRGINIA PENINSULA

Jason Brindle T54

Stephen Correia T54

Susan Dewing T52

For many young people on the Virginia Peninsula, computer networking and technology infrastructure doesn’t exist. As the world becomes more and more digital, a lack of computer access can have a long-term negative effect on a child’s chance to succeed academically and eventually, professionally. The Boys & Girls Clubs of the Virginia Peninsula operate 13 individual locations that provide children, many of whom come from underresourced backgrounds, access to educational resources and recreational activities designed to help them become good citizens.

A group of Newport News Shipbuilding’s Information Technology employees observed that the computers, software and networks the Boys & Girls Clubs used were woefully out of date. They also recognized that as a Fortune 500 company, NNS enjoys the luxury of having access to frequent technology refreshes through its contract with supplier, Hewlett-Packard. For over a year, this team has worked with HP to donate NNS’ refreshed computers to the Boys & Girls Clubs.

Thomas Jones T54

Katherine Valdez T54

The team has spent evenings and weekends installing upto-date software, donated by HP, to ensure the technology infrastructure is secure, and delivering the machines to the Boys & Girls Club locations. The team also has updated outof-date networks and other computing infrastructure at the clubs so that the donated machines can be of maximum value to the children who will use them.

Though it is hard to measure the impact of this kind of work in objective dollars-and-cents metrics, the access this team is helping to provide will be invaluable to the children who now can enjoy consistent access to technology. Staff at the Boys & Girls Clubs have reported that the children are now able to do homework, create documents and presentations, and do research on machines they would not have had access to before. This helps develop and expand the children’s overall technological literacy, and ensures they will keep pace with their peers as they progress through school and into the workforce.

COURAGE TO MAKE A DIFFERENCE

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ESTABLISHING A CULTURE OF APPRECIATION IN BUSINESS MANAGEMENT

Craig Holley Jr. O75

In 2016, in the wake of budget cuts and slipping morale in Business Management, Craig Holley Jr. believed that the division could have a meaningful, positive impact on employee engagement without a large financial investment. With this in mind, he consulted with employees across Business Management—from newly-hired individual contributors to colleagues and managers with decades of Newport News Shipbuilding experience—to find out what changes could be made to positively affect workplace culture in Business Management.

Following these conversations, Craig presented his idea to division leadership: a re-constitution of the nearly defunct Quality of Life Team, with a new mission of creating and sustaining a culture of appreciation in Business Management. Under Craig’s leadership, the team has focused on low-cost initiatives to improve the employee experience, including after-work social events, recognition programs and coordination of the division’s end-of-year social events.

Craig’s vision has driven both the initial re-constitution of the Quality of Life Team, but also its sustainment and expansion. This year the team celebrated a full year of activity. Recently, the team spearheaded improved communications within Business Management, and has taken an active role in shaping the new-hire experience. Their efforts have been so successful that the team’s reach has now expanded to also include Contracts and Pricing.

Craig’s unfailing commitment to soliciting and listening to the opinions of all employees has become a hallmark of the Quality of Life Team’s operating ethos. His actions have promoted a culture of inclusion, improving attitudes and engagement across the organization. His quiet, friendly demeanor, and tireless energy—he often dedicates significant amounts of his personal time to the team’s efforts—have made Craig a well-liked and highly-respected leader among his peers and set a positive tone for collegial relations across the division.

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COURAGE TO MAKE A DIFFERENCE

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Newport News Shipbuilding’s Dry Dock 11.

Shipbuilding can be dirty dangerous work. This is particularly true of a Refueling and Complex Overhaul (RCOH), during which aircraft carrier hulls, tanks and running gear undergo extensive cleaning and refurbishment after more than two decades at sea. One team, however, refused to accept that just because shipbuilding has traditionally been associated with both a dirty and dangerous environment that it has to remain that way.

During the RCOH planning effort for USS George Washington (CVN 73), a team was formed with representatives from several Newport News Shipbuilding stakeholder divisions, and tasked to evaluate possible safety and cleanliness improvements that could be made to Dry Dock 11 prior to CVN 73’s arrival. The team used data from RCOHs performed on USS Theodore Roosevelt (CVN 71) and USS Abraham Lincoln (CVN 72), and took an “everything is on the table” approach to improving conditions in the dry dock.

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The team recommended and implemented a number of practical changes, including improvements to lighting, changes to block heights, and better planning and placement for equipment within the dry dock.

The team also recommended applying a temporary white “hold coat” to the carrier’s hull when it arrived to improve visibility.

As a result of the team’s efforts, eight months into CVN 73’s availability, the number of hull and dry-dock injuries were down 33 percent from CVN 72’s injury rate during the same time frame. Improved lighting and a cleaner, more ergonomic environment have improved the safety culture in the dry dock. Shipbuilders, now no longer willing to accept that improvements “can’t be done” or that undesirable conditions have “always been that way,” are taking new ownership of their workspace, and continuing to suggest and implement safety improvements.

The outcome for the business is noticeable as well, as a more productive environment and fewer injuries and safety delays have resulted in cost savings, with CVN 73 hull and tank work running significantly under budget to date.

USS GEORGE WASHINGTON (CVN 73) DRY DOCK SAFETY TEAM

John Anderson X36

Jason Batcha X36

Adam Bierbauer E42

Jerome Blair X71

David Bolster E61

Dane Bryant O27

Garry Bunting X36

Mark Cornwell E42

Christopher Foster E81

David Hemingway K69

Cassidy Jax E81

Rhonda King O43

Joseph Maben X71

Brian Marszalek X71

Robert Matschke X71

Matthew Michael E42

Kevin Phillips E33

Robert Ramsey O43

Wayne Starkey E65

Pollard Waller X71

Nicole Wolfe K69

Not pictured: Brian Caldwell, E81, Charles Carden III, X71

COURAGE TO MAKE A DIFFERENCE

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USS RONALD REAGAN (CVN 76) HITCH GIRDER WELDING PROCESS IMPROVEMENT TEAM

Andrew Dent X18

Charles Fuchs Jr. K48

Donovan Hayes K45

Robert Hoover X18

John Houston X18

Brandon Johnson X11

Matthew Key X11

Jaredd Koons X10

Jerry Person X11

Danny Reid O87

Robert Rhodes E22

Fabian Sanchez X18

Lynn Showalter O37

George Smith X11

Harold Strickland Jr. O37

Jasmine Wyche X18

Not pictured: Kevin Eure, O38, Ryan Harrell, X18, Sergio Quintero, X18, Darron Skinner Jr., K48

Carolyn Tucker O37

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Troy Watson X11

Richard William O38

CUSTOMER SATISFACTION

USS Ronald Reagan (CVN 76) at sea.

Well-functioning aircraft elevators are one of the most essential systems on an aircraft carrier. For a forward-deployed aircraft carrier that could be called into action with minimal notice, aircraft elevator functionality is even more critical.

Fleet support aircraft elevator repairs under contract for USS Ronald Reagan (CVN 76) had to be completed within a fourmonth availability. Similar work performed on USS George H. W. Bush (CVN 77) had taken nearly seven months to complete and had been beset by schedule delays. Much of this was attributed to the new weld procedure for this work that resulted in significant change during production. Consequently, hitch girder work on CVN 76 was under intense schedule pressure.

A Newport News Shipbuilding team was assembled to thoroughly assess lessons learned from CVN 77 and significantly improve the welding process for CVN 76. The team developed a new weld process, validated it through intense testing, and developed an innovative approach to training welders on the new process.

The team devised a mock-up of the hitch girder, using parts removed from CVN 77, and trained welders at NNS prior to deploying the team to Yokosuka, Japan, to complete the job. The welds on the CVN 76 replacement had a 92 percent success rate and other lessons learned utilized through the mock-up process improved productivity and eliminated rework once the team was deployed. This resulted in significant schedule and cost improvements over the hitch girder replacement on the CVN 77 with the team actually completing the work in three and one-half months.

As a result of the new process, the team received Navy flag-level commendation and NNS was awarded additional CVN 76 fleet support work. The new weld process and training will enable NNS to perform similar work across the Nimitz-class carrier fleet, without presenting a significant risk to cost, quality or schedule.

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Artistic rendering of a Columbia-class submarine at sea.

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When X62 joined the Columbia-class program in August 2016, one of the first issues they raised was the construction of the then-approved design for the torpedo room hydraulic power plant, also known as “the birdcage.” The initial design called for control blocks to be mounted directly to a bulkhead, with pipes installed piece by piece around them during construction. This “stick-built” design had already been approved by both Electric Boat and NAVSEA when the Ohio replacement program construction team made the recommendation to shift a ‘Virginia-class submarine-like’ design that could potentially save considerably on construction costs.

assembly and installation had saved more than half of the construction hours associated with the stick-built approach.

The team suggested that a design that involved assembling the birdcage off-hull, and then having riggers install it during construction, might save the Columbia-class 60 percent of construction man-hours on the task of installing the birdcage. They used historical data from the Virginia-class program, demonstrating that a similar move to an off-hull

The team gained stakeholder buy-in from Electric Boat, NAVSEA, Test Engineering, and affected system owners. As a result of this new design, the team expects to realize 48,000 man-hours of savings across the construction of the 12 Columbia-class hulls.

Because the initial design had already been approved, there was no additional funding for the team to develop a new design. However, the team was able to develop an innovative new design that could be assembled off-hull and installed using longitudinal mounts. The new design had minimal impact to design work on the trim tank, and none on the impulse tank—the two tanks most likely to be affected by the design changes.

COLUMBIA-CLASS TORPEDO ROOM BIRDCAGE

Jared Andrews E16

Garland Brinson Jr. X62

Kyle Cox X62

Robert Davenport X62

LeRoy Hudson E16

Julie Lane X62

Steven McDade E16

Quentin Montoya E16

Chad Shields E16

Allison Twilley E16

Daniel Ulishney E16

INNOVATIVE EXCELLENCE

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DATA ANALYTICS REWORK TEAM

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Brian Bangs O93

Haleigh Benson T56

Adam Cartwright E25

Cameron Croll O38

Douglas Fletcher O69

John Quent X67

Larry Schmitz O05

Tysheka Simpson O69

Rodney Spears K93

Christopher Taylor O39

Theresa Tucker E02

Cory Williams X67

Not pictured: Terri Mason, X44 (Posthumous Award)

INNOVATIVE EXCELLENCE

Newport News Shipbuilding’s Quality Division has collected a tremendous amount of data over the years, including quantitative and qualitative metrics about nearly every aspect of shipbuilding across different classes and platforms of ships. While that data has been used to perform after-action analysis on individual construction or overhaul efforts, or to identify broad areas of concern, the volume and formats have presented a challenge to those seeking to do more in-depth cross-platform analyses.

A team, using experts in data analytics, software and quality, developed a solution to this problem. The team collaborated to develop a search engine that allows for greater ease in searching free text within a database of information. The tool goes a step further, automatically coding particular keywords to quality codes.

The result is an easier search through the vast quantities of data available. The search engine also allows for better, more in-depth data analytics that should enable shipbuilders to better identify and troubleshoot common issues across otherwise seemingly unrelated platforms, and to do more predictive analysis about possible areas of concern before those areas become quality fails.

This tool is a large step forward in making quick, practical use of the wealth of information the shipyard has amassed, and will improve first time quality if applied proactively in the design and construction of future ships.

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Chad Morris and Samuel Massie use KP-3 technology to map cables.

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KPx TOOLSET – TRANSFORMATION OF ELECTRICAL CONSTRUCTION MANAGEMENT

Joshua Day X71

Quentin Hall X82

Jason House X78

Justin Marquez K47

Samuel Massie K47

Chad Morris X31

Gordon Mount K51

Robert Muth E57

David Starek E21

Christopher Tate E57

After Gerald R. Ford’s (CVN 78) delivery, Newport News Shipbuilding identified cable installation as an area of potential improvement during the construction of future Ford-class aircraft carriers. With process improvement in mind, a team of stakeholders from Engineering and Design along with leading Trades process experts collaborated to develop a digital tool specifically designed to improve direct communication between the design (product model) and deckplate personnel. This tool, known as “KPx”, makes information about design, material requirements and installation progress broadly and quickly available to all shipbuilders involved with the critical process of cable installation.

Unlike any other tool set, KPx is specifically tailored to the needs of installers on the deckplate. In order to achieve this objective, team members from Engineering and Design and Trades identified specific opportunities for improvement over past practices.

The tool does more than just feed digital information to the deckplate. It offers a platform for workers to provide immediate installation progress updates back to the entire electrical value stream. The tool also has mechanisms to identify potential areas of concern, such as overfilled wire ways or hull penetrations that need to be left open or sealed, and the ability to use advanced algorithms to suggest possible resolutions in real time.

Simply stated, “KPx” has helped to ensure first-time quality while improving operational efficiency and empowering deckplate leaders to create tools used to manage their business. This Model of Excellence exemplifies NNS’ digital leadership by utilizing the “Digital Thread” effectively and to directly employ the ship’s product-model-based design in the production/ construction environment.

INNOVATIVE EXCELLENCE

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NNS TO GO APP

Curtis McTeer O55

Eugene Phillips Jr. O29

Steven Tilashalski T55

Kathleen Wilkins T54

Benjamin Scott K01

It might be easy to assume that communications is easier in an increasingly digital world. But at Newport News Shipbuilding, a move toward more digital communications could easily have left many shipbuilders behind.

Nearly half of NNS’ workforce is without computer access, which means that company email and intranet communications have limited distribution. For that reason, the Communications Division still relies heavily on hard copy print media to communicate company information.

Print media can be expensive and time-consuming to produce, not to mention inefficient. The Communications team delivered a low-cost solution to this dilemma by creating an app, bringing vital information to employees who have 24-hour access to a smartphone or tablet (work or personal). The NNS to Go app builds on a commercial, off-the-shelf platform that enables the team to share highquality, professional communications to a larger segment of the NNS workforce.

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LaMar Smith O29

Michael Thomas T56

The app, which is available as a free download from either the Google Play or Apple App stores, allows employees who do not have or use a computer at work to stay connected with what’s going on at the shipyard. Quick alerts, videos and presentations, and larger publications can all be accessed through the app, giving employees greater exposure to activities outside of their specific work areas, programs and benefits the company offers, and information regarding operational activities, such as closures and liberal leave that may affect their safety.

The team worked quickly to select a platform, purchase the necessary software, and begin using the app to deliver high-quality graphic arts and professional communications.

Their creative thinking resulted in cost savings, the creation of an enhanced digital media platform, and improved communications across the shipyard.

INNOVATIVE EXCELLENCE

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CRAFTSMAN MENTOR: NEXT GENERATION OF NUCLEAR PIPEFITTERS Pipe assembly work on systems in an aircraft carrier’s reactor plant requires extensive technical expertise, meticulous attention to detail and an unfailing commitment to maintaining the highest standards of quality in one’s work. Nuclear Pipefitter Dennis Byrum exemplifies all of these values in his personal work habits, and through his mentorship he is ensuring that younger generations of shipbuilders adopt the same standard of excellence.

In the nearly four decades since he began his career, Dennis has demonstrated a consistently high level of personal integrity and exceptional work ethic. He has also worked hard to ensure that newer members of his team, some of whom have been shipbuilders for less than a year, have the peer-topeer coaching and mentorship they need to make those qualities part of their careers, too.

Dennis Byrum X42

As a result of his leadership, Dennis’ team is one of the most engaged and high-functioning teams working on John F. Kennedy (CVN 79). His team helped complete construction of the main coolant system ahead of schedule, under budget, with 100 percent first-time quality—and with zero accidents.

His ability to demonstrate and pass on the highly technical knowledge it takes to perform complex pipefitting tasks—from initial safety evaluation to joint prep and fit-up to final inspection and certification—not only benefits today’s construction projects, but will help create an ongoing wealth of expertise to support Enterprise (CVN 80), CVN 81 and future aircraft carriers built at NNS.

LEADERSHIP

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X11 LEADERSHIP FOR SUPERIOR RESULTS ON JOHN F. KENNEDY (CVN 79) CONSTRUCTION As X11 lead general foreman, Curtis Hall has led his team to accomplish outstanding business results, all without sacrificing safety, quality or schedule. His leadership style emphasizes clear, direct communication, and takes a proactive approach toward safety and the resolution of technical problems.

Curtis Hall K47

As a result of Curtis’ leadership, his team is projected to realize a 23 percent savings on labor hours over similar work performed on Gerald R. Ford (CVN 78). This exceeds the expected 20 percent manhour savings target for John F. Kennedy (CVN 79) as a whole.

In addition to exceeding cost savings targets in his area, Curtis’ team also surpassed his 2017 safety goals, and continues this safety-focused momentum in 2018. Of the 84 safety improvements selected for implementation on CVN 79 this year, 23 originated from Curtis’ team.

Curtis maintains a near-constant presence on the deckplate, working to identify and resolve potential technical issues before they negatively impact progress within his area.

Curtis leads a diverse team of more than 400 shipbuilders, and has created a culture that emphasizes both individual accountability and team-based success. Hallmarks of his leadership style are clear, direct, and forthright communication, a willingness to adopt and share best practices, and a genuine caring for the well-being and shared success of the individuals on his team.

As a result of Curtis’ leadership, the company is able to realize positive business outcomes, his employees can be confident they will go home safe at the end of the day, and his internal and external customers can be certain that they will receive a quality product from his organization.

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LEADERSHIP

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Preparations underway for the removal of the mast on USS George Washington (CVN 73).

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AUTOMATED BUDGET DISTRIBUTION TEAM

James Crockarell Jr. T55

James Daniels O19

Michele Green T55

Steven Hasky T55

Stephanie Laverde X57

Daniel McAdams II O75

James Ozment O79

Barry Surber O19

Growth work and budget changes are nearly inevitable on any major construction program. Nowhere is this more true, however, than on the Refueling and Complex Overhaul (RCOH) of an aircraft carrier. While Newport News Shipbuilding is used to dealing with the process of receiving and distributing budget through Field Modification Requests (FMRs), this process is cumbersome and involves cycling through Contracts and Pricing, Operations Finance and the RCOH Program Office before budget is distributed to workers who face growth work on the deck plate. In an RCOH, it is not uncommon for the sheer volume of these FMRs to be so overwhelming that as many as 150,000 man-hours can be left undistributed at the end of an accounting month.

Automating this process can have a profound impact on deck plate performance, as the faster budget can be allocated to an area, the less down-time there is associated with unfunded growth work. A team of representatives from Contracts and Pricing, Operations Finance and the RCOH Program Office worked with IT to develop a tool that does just that—automatically assigns and updates budget changes from the previously-manual FMR process.

Lauren Latimer O79

The team served as subject matter experts, working with programmers from IT to ensure that the automation tool was reliable, consistent with appropriate accounting and contracts requirements, and could meet the volume and complexity of the FMRs associated with an RCOH. The team tested and approved the system prior to its implementation in October 2017. To date, the new automated system has worked exactly as designed, and the Program Office and deckplate no longer have to contend with a backlog of undistributed budget at the end of each accounting month.

As a result, budget changes are faster and more transparent. Budget reaches shipbuilders on the deckplate more efficiently, and the program office has a more accurate view of cost performance, particularly associated with growth. This allows them to identify specific budget needs earlier, and work with the Navy customer to ensure growth work is identified and funded in a way that does not negatively impact schedule performance.

OPERATIONAL EXCELLENCE

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FOUNDATION CARD ELIMINATION PROCESS IMPROVEMENT TEAM

Samuel Barnett X47

Kevin Beagle O52

Jason Boyce E22

John Gambill Jr. O69

Norm Hayes X47

Robert Powell Jr. X51

Prior to the advent of work packages, Newport News Shipbuilding used foundation cards to track the fit, weld, inspection and non-destructive testing on a foundation.

The reason for the cards was simple—elimination of safety and damage risk associated with loading equipment onto a foundation that had not been properly installed, welded and inspected. NNS created a requirement to use the foundation cards in its construction and overhaul activities.

However, the development of work packages as a method for tracking and approving all stages of an installation lessened the need for the foundation cards. Still, the requirement persisted, and it was decided that having the printed signed card meant there was a traceable source of useful information about the foundation in question, such as equipment weights.

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Beginning in 2005, several unsuccessful attempts were made to eliminate foundation cards. However, with the progress toward the Common Integrated Work Package (CiWP), and a move to digital tracking methods, it became evident that the requirement was redundant and added non-value-added costs to the construction process.

Technological advancements led to the creation of a digital work package. This team was able to demonstrate more efficient, traceable ways to ensure that all steps were accomplished in the installation of a foundation. Their evaluation of the current process eliminated over 2,100 third-party structural inspections and the requirement to produce, complete and store the foundation cards, which means greater time savings and less redundant paperwork for those working on the deckplate.

OPERATIONAL EXCELLENCE

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Clarice Diggs operates a pneumatic wire stripper machine, which reduces more than 28,000 repetitive motions.

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In an industrial environment like the shipyard, some injuries are obvious and immediate. However, some injuries, while equally debilitating, can develop over time and be more difficult to identify and prevent.

Repetitive motion injuries, or those attributed to body positioning, can have a destructive effect on individual workers and on organizations tasked with performing them. Tasked with shipyard maintenance support, and support of nearly every program’s construction efforts, the maintenance department is particularly at risk of these silent injuries.

The team has turned one of the maintenance shops into a showcase for ergonomic improvements. The shop serves as a demonstration facility to educate workers about ergonomic improvements they can make to reduce repetitive motion or avoid stress positions. They have worked with product and tool suppliers to implement positive ergonomic changes in the materials that workers use, and they have helped to share their successes with trades workers from other departments who perform similarly risky work.

Recognizing the need to reduce or eliminate the kinds of injuries that develop over time, the department created an ergonomics team tasked with assessing hundreds of different work processes and developing recommendations to improve the ergonomics around the work the department performs. To date, the team has performed more than 280 such assessments, and has developed and implemented recommendations to address the behaviors, tools and processes that present the most risk.

As a result, the department saw a 33 percent reduction in injuries from 2016 to 2017. From 2013 to 2016, the department also saw a drop in workers compensation claims, many of which could be linked to the repetitive motion injuries. More importantly, employee engagement has improved as individuals see that a team is dedicated to listening to their concerns and making real, practical improvements in their working conditions.

ERGONOMICS IMPROVEMENT TEAM

Jerome Anderson O43

Dwayne Banks O43

Wendell Boone O43

Gregory Charron O43

Julie Conley O43

Clarice Diggs O43

Cleon Disnew Jr. O43

Jordan Holland O43

Lorenzo James O43

James Joseph O43

Vivian Lopez O43

Michael Monroe O43

Jonathan Pitts O27

Keven Pugh II O43

David Roane O43

OPERATIONAL EXCELLENCE

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SUSTAINED OPERATING EXCELLENCE AT RADIOLOGICAL LIQUID WASTE FACILITY

Victor Boone X42

Marvin Bowman E81

Leslie Brown X73

Lanitra Butler X71

Jeffrey Carpenter E81

Alan Deskins E85

Marquis Ellsworth X42

John Firgau E84

Sandra Frank E84

Shane Gardner E81

Ralph Hanes E84

Paula Hill X42

Wesley Holland E81

Scott Johnson E84

Nicholas Justesen E81

James Lewis E81

Howard Moore Jr. E85

Julian Nixon E84

Stephen Ovide E85

Nicholas Romano III E84

Joseph Sharpless Jr. X42

Not pictured: Daniel Barnes, X42, Shalliyt Les Pere Bey, X42

Marcus Santarsiero E81

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James Sarvis E84

OPERATIONAL EXCELLENCE

A pre-dawn view of Newport News Shipbuilding from Pier 8 looking south.

Successfully operating a liquid waste treatment plant is one of those quiet, necessary tasks that ensures that Newport News Shipbuilding can continue to support the construction and overhaul needs of a nuclear Navy. Treating and processing liquid radiological waste maintains the overall radiological safety of the shipyard and the environment, and also reduces costs and risks associated with storing untreated liquid waste.

The team’s efforts have resulted in more than 750,000 man hours of work with zero injuries and zero incidents. Their successful treatment of liquid waste at this plant has resulted in reduced radiological exposure for those working in and around reactor plants. Their care for the plant means that, despite its extensive operations, the plant itself is in nearpristine condition.

When it became apparent that the previous liquid waste treatment plant was no longer sustainable, a team was created to design and operate a replacement plant. This team has demonstrated coordination and communication across departments, strong adherence to safety principles, and meticulous care over the plant itself.

The team’s efforts help to keep fellow shipbuilders safe and protected from radiological exposure, help to save the company money, and reduce safety and security risks posed by untreated liquid waste. Their effort also guards the company’s capital investment in the liquid waste treatment plant by keeping it in excellent repair and top working condition.

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Willie Carde Jr. performs maintenance on heater bars.

In an era of ever-tightening budgets, Newport News Shipbuilding is always looking for practical ways to eliminate non-value-added effort from the construction process.

A diverse team of welders, facilities maintenance representatives and industrial engineers established a John F. Kennedy (CVN 79) Weld Set-Up Team after finding that welders were spending too much time setting up their jobs, trying to find the equipment they needed, requesting weld equipment repairs and waiting on equipment to be ready for use, which prevented them from performing their jobs efficiently. The weld set-up team creates a more resourceful way of organizing, testing, repairing and providing welding equipment on CVN 79. They also use innovative techniques to do things differently, which is changing the culture and improving the company’s overall performance. Because of this team, the CVN 79 program is utilizing more mechanized welding compared to Gerald R. Ford (CVN 78) construction, which improves the quality of work being performed.

In addition, the team also identified the lack of a centralized facility for storing, repairing and staging welding equipment as just such a driver of non-value-added work. Without a central facility to store, refurbish and distribute welding equipment, supervisors spent unnecessary man hours tracking down equipment; individual welders had to deal with the possibility that equipment they needed would not be 32

available at their work site; and in some cases, money was spent to replace equipment that could not be found.

The team worked to reclaim a run-down building and refurbish it to serve as a hub for welding equipment operations. The building is now used to store equipment when it is not being used, to repair and refurbish equipment that is otherwise out of service, and as a single distribution point for welding tools and equipment that will be used on the deck plate. The space is also set up as a training facility where supervisors can demonstrate to new employees how to use particular pieces of equipment, or how to set up a welding job to improve firsttime quality.

CVN 79 is experiencing greater efficiency as a result of the new welding equipment hub. Additionally, having a dedicated on-the-spot training facility can help reduce quality errors and eliminate rework. Maintaining better configuration management over the supply of welding tools and equipment available can help to eliminate unnecessary repurchasing of misplaced equipment, and can help welders keep a closer watch over which pieces of equipment need repair or refurbishment before they are taken out to the job site. This means that more welders can have the tools they need more readily, and less time is wasted carrying broken equipment to and from the job site, so each welder can maximize his or her productivity while at work.

JOHN F. KENNEDY (CVN 79) WELDING SET-UP AND FACILITY RECLAMATION TEAM

Michael Bonelli K47

Willie Carde Jr. X18

Curtis Debraux X18

Melvin Fogg X18

David Hayes X18

Lachia Jones X18

David Roane O43

Tayari Smith X18

Garrett Van Derveer O43

John Walker Jr. O43

Marissa Webb X51

OPERATIONAL EXCELLENCE

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JOHN F. KENNEDY (CVN 79) UNIT FAMILY PERFORMANCE TEAM

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Jerry Alvin X18

Quentin Cavanaugh X11

Warren Cherry Jr. X18

Jeffery Gravely X10

Gwyn Gridley X10

Calvin Hebbons X18

Jaredd Koons X10

James Leeds Jr. X21

Joshua Lyreman X36

Victor Morrow X10

Bryan Nester X10

Michael Peterson X71

David Tarr X18

Dwayne Ward II X11

Freddie White X10

Jeffery Wright X10

Not pictured: Philiton Moore, X18, Sterling White, X11

OPERATIONAL EXCELLENCE

John F. Kennedy (CVN 79) under construction in Dry Dock 12.

John F. Kennedy (CVN 79) posed a number of challenges for the team responsible for manufacturing the shell units for the main to gallery decks. The team faced an 11 percent budget cut from similar work performed on Gerald R. Ford (CVN 78) and an aggressive schedule.

They were also charged with performing outfitting work that had not previously been part of this phase of construction, and had to contend with build site size and space limitations.

Against this backdrop, an integrated team of representatives from Structural Fabrication and Assembly, shipfitters, welders and waterfront support developed and implemented a build strategy that resulted in the shell units being completed ahead of schedule and under budget. Moreover, the units had 76 percent fewer quality findings than similar work on CVN 78.

The team’s success was no accident. The strategy the team employed took a whole-process view of the shell unit construction. In addition to planning around the technical needs of the job, the team also

looked at ways to better engage the workforce, and to keep all team members working toward the same goal. They posted daily “win/ loss” metrics to keep the team apprised of progress, and worked diligently to eliminate silos and better integrate work between fitters and welders.

The team also made sure that quality was not sacrificed in pursuit of cost and schedule success. The team proactively involved inspectors from X67 to help train workers during the construction process about issues that might later become quality findings.

As a result, the team’s objective cost, quality and schedule metrics were all significantly better than either budgeted or performed on CVN 78. Because the team took pains to make sure all workers felt personally invested in achieving “wins” during the construction process, the group’s Gallup grand mean score improved nearly a half point from 2014 to 2017.

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Always Good Ships

Program by Newport News Shipbuilding Communications Department