2016 Model of Excellence Awards Ceremony Program

MODEL OF EXCELLENCE

AWARDS CEREMONY NEWPORT NEWS, VIRGINIA SEPTEMBER 28, 2016

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We need to find those great ideas that help reinvent who we are over the next 130 years.

Matt Mulherin President, Newport News Shipbuilding

2016

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 (NEW) 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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MODEL OF EXCELLENCE

Virginia-class submarine USS John Warner (SSN 785) chases a dolphin during sea trials.

Photo by Chris Oxley

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E. EFFEMINAT

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“I’ve definitely had e I have experiences wher my age felt excluded. I think it. I’m has a lot to do with than actually a lot older because people think. But look I’m short, petite and le young, a lot of peop got out of assume that I just a lot have lly actua I l. schoo e outside of work experienc of the shipyard.” yles en-M Stat Renae

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“I’ve been calle d a gangster, a thug and a crim inal. I’m a baldheaded white guy and I’m covered in tattoos. My physical appearan ce steers people, a lot of times, in the wrong direc tion. People assume that I’ve been to prison. For me, tattoos are an artistic repre sentation of different situa tions I’ve been through. They don’t say anything about my character.”

Jason Wiley

BER. M U N A T S JU

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look at me, “When people just another they may see ts. They kid off of the stree best of the one see t don’ yard, or the in s fitter pipe res to aspi who on a pers t of this be the presiden y just maybe company. The eone som as look at me to get a who comes here when that is weekly check, not who I am.” is Carlton Dav

Concepts, messages, logos, banners, videos and other marketing materials were developed to help publicize shipbuilder stories around inclusion and diversity.

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INCLUSION AND DIVERSITY EMPLOYEE EDUCATION CAMPAIGN TEAM

Carlton Davis Jr. X42

Paul England X84

Bryan Moore O29

Renae Myles E45

Stephanie Owen O14

Eugene Phillips Jr. O29

Aaron Pritchett O29

Jason Wiley X79

Inclusion and diversity are two words you hear a lot in the media or read about in business journals. In broad terms, it is anything that can be used to differentiate groups and people from one another. It also means demonstrating respect for and appreciation of these differences.

In business, research now proves that companies with great diversity outperform their peers by a significant margin. With 20,000 employees at the shipyard, we have a great opportunity to leverage diverse perspectives, work experiences, life styles and cultures of our shipbuilders.

We’ve actually been focusing on this for several years, but mostly at the leadership level.

Late last year, we started talking to all shipbuilders about the importance of inclusion and diversity. In early conversations, it became apparent that employees didn’t understand what it meant and viewed it as something negative or taboo. Many were very hesitant to talk about their experiences due to fear of how the information could be used against them.

This team took on the challenge of educating our workforce on what inclusion and diversity means, and why it’s so important for our future success. Eugene, Bryan and Aaron developed a strategy for an education and awareness campaign. They created concepts, messages, logos, banners, videos and other marketing materials to help publicize this topic. And then, through a grassroots approach, they found the first group of shipbuilders to speak candidly about their experiences.

Jason, Paul, Renae, Carlton and Stephanie were the first shipbuilders who courageously stepped forward to share personal stories of being excluded based on appearance, job or trade, gender and sexual orientation.

Because of their stories, dozens more shipbuilders have come forward to participate in this initiative. The posters, banners, displays, videos and website have been viewed by thousands, and have generated important conversations at the shipyard and outside the gates.

COURAGE TO MAKE A DIFFERENCE

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8G VISUAL WORK INSTRUCTION PILOT TEAM

Jason Boyce E22

Max Coburn Jr. E51

Alvin Goodwyn X11

William Hayes Jr. E22

Sean Kennison E72

Anthony Raasch X11

Mark Reynolds X10

Michael Sheldon X59

Malcolm Williams E22

Terence Wood X59

The 8G work center is located in the Steel Production Facility, where shipbuilders assemble and weld together small components for new construction carrier programs.

The drawings these shipbuilders were using to build the components only showed what the finished unit should look like and didn’t provide clear direction for assembly.

This design and planning team used the company’s new modeling software to add product information and create step-by-step work instructions. The instructions were complete with 3-D images of the parts and all necessary information to assemble each component.

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This was also one of the first pilots to take information from the 3-D model, enhance it, and deliver it to the deckplate for shipbuilders to use in the construction process. It also laid the groundwork for other areas of the company to use the new digital process. The Visual Work Instruction also eliminates time-consuming research and allows craftsmen and foremen to focus on the job at hand.

There is significant cost savings when shipbuilders don’t have to spend so much time doing research, and can instead focus on the work at hand.

INNOVATIVE EXCELLENCE

A robotic arm in the Steel Production Facility welds together steel that will be used in the new construction carrier programs. NNS file photo

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Modeling Simulation Apprentice Francisco “Cisco� Sisneros and two inspectors offer live demonstrations of new 3-D Visual Work Instructions that will make welding inspections at Newport News Shipbuilding more efficient.

Photo by John Whalen

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3-D VISUAL WORK INSTRUCTION TEAM

Ross Gambill Jr. E22

Francisco Sisneros O38

Members of the 3-D Visual Work Instruction team are taking us into the future by developing a paperless process for a critical trade.

Traditionally, welding jobs and records were verified and inspected using paper-based systems. More than 260,000 pages of records per year to be exact—and that’s just for the Virginia-Class Submarine Program.

These two shipbuilders used digital technologies to develop a new paperless process. The old paper-based method used complex drawings that made it time consuming to locate each weld in the inspection process. The 3-D Visual Work Instruction tool they developed uses birds-eye and flyover views to help inspectors locate each weld in the inspection process. The old process took as many as 1,500 man-hours to complete the necessary inspections.

With the new tool, it took only 120 man-hours to complete 700 inspections. The new tool offers a potential savings of 8,000 man-hours per year. Additionally, other projects across the yard will be able to implement similar tools, saving the company significant money and time.

INNOVATIVE EXCELLENCE

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BIG DAVE AND THE PINBALL MACHINE TEAM

Curtis Armstrong O41

Nicholas Brady X59

Bruce Davis T55

David Dea M30

George Hagley Jr. E15

William Massenburg M30

Robin Moody X42

Kenney Quinn Jr. M30

Herbert Stringfield O48

Mike Walters X42

Pipe bending machines bend pipes into various shapes and sizes to be installed on ships. The pipe bending machines in the Detail Pipe Shop were more than 30 years old on average and required immediate repair or replacement.

This team conducted research and collaborated with global industry leaders to identify new machines that fit Newport News Shipbuilding’s needs, while also improving safety, ergonomics, quality and production efficiency. They solicited input from trade workers who would be using the machines, and worked with worldclass machining leaders to manufacture and install two new machines.

“Big Dave” is named in loving memory of Dave Williams who was instrumental in the initial design and

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testing of the machine. It is a one-of-a-kind machine, unique to NNS. The other machine is best known as “The Pinball Machine” because, at first glance, that’s exactly what it looks like.

“The Pinball Machine” is a first of its kind. Both machines are the result of a major effort by this entire team, and have increased efficiencies for pipe bending work at NNS. The majority of pipe bending jobs take 50 percent less time now with the new machines. The reduced cleaning, maintenance and setup times on “The Pinball Machine” have resulted in a savings of more than 2,400 man-hours to date for the one machine.

Both machines have been featured in national and international publications, building on NNS’ positive reputation for being a world-class manufacturer.

INNOVATIVE EXCELLENCE

Pipe Bender Specialist Robin Moody operates “The Pinball Machine,” one of the Detail Pipe Shop’s newest pipe bending machines. Photo by John Whalen

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A section of the Washington (SSN 787) is

transported between construction facilities.

USS John Warner (SSN 785) on sea trials.

Photo Photo by ChrisChris Oxley Oxley

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VIRGINIA-CLASS SUBMARINE SECTION 9B BUILD PLAN CHANGE TEAM

Robert Barth X10

Paul Condron Jr. X11

Darnell Hawkins X10

Thomas Henderson Jr. E12

Greg McCants X10

Eugene Moore X10

Thomas Shaffner O68

Wesley Sheppard X10

William Smith X10

Wendell Sutton X36

The Thin Line Towed Array is a critical system that is installed during construction of section nine on Virginiaclass submarines. The component’s supplier was going to be six months late on delivery, which would have made delivery of the ship’s stern to Electric Boat six months late on Oregon (SSN 793) and seven months late on Montana (SSN 794). Without the critical component, construction would not be able to move forward.

Additionally, the space needed for each of these modules would have severely impacted work on other submarines and would have jeopardized our two-per-year commitment to the Navy.

With their backs against the wall, this team came up with an innovative new process to build the module without the presence of the Thin Line Towed Array System,

demonstrating once again that necessity can be the mother of invention. They modified the build sequence and worked with the Dimensional Control Department and other trades to develop a new plan to support the new sequence. The team also worked with engineering to develop a new lifting and handling plan to ensure safe handling of the units during the new construction sequence.

As a result, the team helped to overcome serious equipment delays on section nine for both Oregon and Montana. The success also led to a new build sequence for all future boats in the Virginia-Class Submarine Program.

The team accomplished all of this with seven consecutive months of injury-free performance, while meeting budgets and protecting future Navy work at the shipyard.

INNOVATIVE EXCELLENCE

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GERALD R. FORD (CVN 78) FINITE ELEMENT MODEL TEAM

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Jeffrey Adelman E05

Christopher Joseph E05

Pamela Setterholm E46

Brian Utne E46

A finite element model is a method that is used to solve complex problems. It takes a complex problem and breaks it down into smaller problems. The model then uses the solutions from all of the smaller problems to form a single solution for the larger problem.

The Navy is required to perform tests on the structural integrity of Gerald R. Ford (CVN 78) against potential hazards and wartime events. In 2013, we were tasked by the Navy to develop a finite element model to predict the impacts of these events. The team used a baseline model that was provided by a contractor and added substantial enhancements to create a more comprehensive model for our needs.

It’s the largest and most complex model of its type the Navy has ever received. There are approximately 15 million different structural elements, each of which were tested rigorously. This new model represents a new benchmark in terms of technical detail and quality, and reinforces our leadership and subject matter expertise. It was so successful that the customer added more than 15,000 man-hours to continue support of the new model.

CUSTOMER SATISFACTION

The analytical bridge finite element model is used to test the structural integrity of Gerald R. Ford (CVN 78) against potential hazards and wartime events.

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Electrical Engineer David Stallings developed a comprehensive database to help electricians and craftsmen locate materials.

Photo by Chris Oxley

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VIRGINIA-CLASS SUBMARINE ELECTRICAL METHODS AND TRADE SUPPORT PROJECT

David Stallings E13

There are multiple types of electrical method drawings that help shipbuilders doing electrical installations in the Virginia-Class Submarine (VCS) Program. But these drawings don’t provide all the detailed information that is critical to complete the work. In the past, this missing information led to confusion, delays and significant rework.

Electrical Engineer David Stallings took the initiative to review all electrical drawings, and translated the information into engineering databases for use by the craftsmen. The multiple databases he developed also include all the information the electrical trades need to identify and obtain the correct material without additional research.

David’s attention to this important project directly contributed to the success, certification and delivery of USS John Warner (SSN 785). His work also reduced costs for the VCS program by reducing the amount of rework and special requests to the Engineering Division.

CUSTOMER SATISFACTION

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KESSELRING S8G 15-2/3 SHUTDOWN HULL INSULATION TEAM

William Barrett X09

Jeffrey Berry X09

Robert Bishop X09

Corey Boeninger X09

Reilly Bowman V X09

James Evans X09

Charles Gray X09

Cheryl Hardcastle E91

Daniel Hladik X09

Scott Holt X09

Allan Mabe E91

Ronald Morris II X09

Andrew Nicholson O96

Earl Sommers X09

James Tierney X09

Dale Trojan X09

James Williams Jr. X09

Not pictured: Cody Coulter, X09

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CUSTOMER SATISFACTION

U.S. Navy photo of the Kenneth Kesselring site in Milton, New York.

The Kesselring site in Milton, New York is a research and development center that supports the U.S. Navy’s Nuclear Propulsion Program and trains Navy students. Newport News Shipbuilding provides maintenance services on the two nuclear reactor prototypes at the site. One of those prototypes is the S8G prototype.

Kesselring site staff are required to shut down the S8G prototype to perform annual inspections of hull insulation coatings. This ensures there are no blemishes or issues that could delay or impact training of new Navy students assigned to the prototype.

Given the uncertainty to the number of repairs that may be needed from the annual inspection, and with the need to complete the inspection during the warm weather period, the NNS team at Kesselring developed a strategy that enabled them to complete the work.

Crews worked extended shifts and on weekends to ensure there was time to deal with any deficiencies, which equaled a 50 percent increase in the scope of work. The team overcame numerous obstacles, including inclement weather, unexpected structural repairs, continuous inspections by the customer and issues with material availability.

The successful completion of the hull insulation repairs allowed the site and the Navy to meet its student training goal of 1,220 students in 2015. It’s estimated that the shutdown duration would have increased by two months at an approximate cost of $4.4 million to the Navy if the team had not implemented the new strategy. The team’s ability to anticipate growth and build a credible plan within the approved schedule was essential to the success of the shutdown and the mission of the site.

CUSTOMER SATISFACTION

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A rainbow blankets the North Yard sky at Newport News Shipbuilding, as a module of Colorado (SSN 788) is prepared for transport to Electric Boat. Photo by John Whalen

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COLORADO (SSN 788) SECTION ONE OUTFITTING TEAM

Edmond Braxton Jr. X82

Dresella Cook X82

Robert Davenport X82

Matthew Holding X82

Robert Lynn X82

Tim Manning X82

James Martin X82

Jeffrey Morris X82

Floyd Pauling X82

Darrick Walker X82

The bow, which is also referred to as “Section One,” is the largest module built in the Virginia-Class Submarine (VCS) Program. This module’s on-time delivery and completeness are key to Newport News Shipbuilding’s and Electric Boat’s ability to meet the Navy’s schedule to launch and deliver the submarine.

This team identified and implemented significant process improvements to deliver Colorado’s (SSN 788) section one as the most complete to date, while also improving NNS’ schedule when compared to previous submarines. Here’s what the team did to achieve record results.

First, leaders in the VCS program authorized the teams to consider innovative ideas that may have been too risky to accomplish in the past. The team held Rapid Improvement Workshops to develop and refine their ideas, and instituted

plan of the day and commitment meetings throughout the execution to stay on track. The team then decided to restructure work to allow early preparation of a major component on the shop floor, instead of later in the tight confines of the module. This one improvement led to a 30-day reduction in outfitting time for that system.

As a result, the team was able to complete all outfitting work, from torpedo-tube installation to delivery in just over nine months, a three month reduction in the anticipated 12-month schedule.

This led to 13 percent in cost improvements over the previous submarine. The team also received accolades from the Navy, and their work helps position NNS to be the shipbuilder of choice for the bow section of the new Ohio-Replacement class.

CUSTOMER SATISFACTION

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GERALD R. FORD (CVN 78) BULKHEAD RECOVERY TEAM

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Michael Bonelli X88

Rebecca Boyd X11

Colon Brinkley III X18

Eric Collins Jr. X11

Melvin Fogg X18

Richard Henry E34

Christopher Howell X91

Shelton Laws X88

Jeffery Myrick X11

John Nesbitt X11

Dennis Nodurft X18

Kevin Patterson X11

Aaron Rutherford X11

Patrick Stephenson X11

Rodney Taylor X18

Kernell Washington X18

Wayne Webb X18

Phillip Wilson X91

CUSTOMER SATISFACTION

On an aircraft carrier, T-bars are beams that provide foundational support for the flight deck. In July 2015, the Gerald R. Ford (CVN 78) construction team discovered problems with several T-bar connections.

Most of these were discovered in compartments of the ship that had already been turned over to and were in use by the Navy.

In order to correct the issue, modifications to existing ship structure components were required, as well as new methods to protect the finished spaces. This team of shipfitters, welders and engineers worked together to develop repair methods for 844 areas that were impacted. Repairs in completed spaces also involved insulation removal, paint removal, T-bar removal, grinding, reinstallation of structure, final welding and complete restoration of affected areas.

Shipfitters and welders developed process improvements and worked side by side to protect the integrity of the completed spaces. While the team was given a year to complete the repairs, they completed the required modifications, with a perfect safety record, in less than four months. They did all this without incurring any new damage.

Lights on and around the island house of Gerald R. Ford (CVN 78) shine bright at Newport News Shipbuilding.

Photo by John Whalen

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Cooling and lubricating fluid sprays during a Virginia-class torpedo-tube-boring operation.

Photo by Chris Oxley

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VIRGINIA-CLASS SUBMARINE TORPEDO-TUBE-BORING IMPROVEMENT TEAM In submarine torpedo manufacturing, boring is a process used to enlarge existing holes to achieve greater accuracy in diameter and alignment with other components. It’s also an important process in delivering the bow module, and sets the pace for the outfitting of other critical parts.

Due to increases in manufacturing, the machinists needed to improve the existing process to reduce the lead time of this critical operation. This team of machinists worked together to develop several innovative ideas.

They implemented new tools that could be used to complete multiple steps at a time and eliminate unnecessary handoffs to other teams. They worked to train and qualify mechanics to carry out specialized weld tests on various components. This enabled mechanics to test their own work for quality.

As a result of this team’s effort, the bow module for Colorado (SSN 788) was delivered to Electric Boat with no additional machinist work needed and at an 18 percent cost reduction. Man-hours also saw a 60,000-hour decrease when compared to Illinois (SSN 786). The success also led to lower overall costs for the entire module.

Josh Ayer X43

Perry Barber Jr. X43

Charles Butler X43

Chris Charnock II X43

Darren Davis X43

Dominic Diangelis X43

James Gilliam Jr. X82

Deryck Grant X43

James Lester X43

Adam Lilley X43

Tim Manning X82

Christopher Marshall X43

Eluy Raymond X43

Anthony Rhodes X43

Jason Shorter X43

Tony Wood X43

OPERATIONAL EXCELLENCE

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WELDING EQUIPMENT MODERNIZATION TEAM

Michael Cunneen X10

Craig Hooten X18

Bruce Hufton X10

Dan Moniak X18

David Roane O43

Dennis Smith X18

Garrett Sonnenberg E30

Harold Strickland Jr. O37

Jon Sweeney O37

Jack Wright Jr. X18

Like many other trades, welding is a core process at the shipyard. The majority of welding equipment at Newport News Shipbuilding has been in use for over 30 years. It was so outdated, in fact, that most of the manufacturers of the tools no longer supported the models we were using. As a result, parts had to be custom made, and in some cases, borrowed from other tools. The bigger challenge: most of the commercially available welding tools did not meet ours and the Navy’s requirements.

This team conducted a very thorough study of all welding equipment in the shipyard, and developed a business case to get corporate backing for new tools.

Their study indicated that replacing the equipment

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would immediately result in a savings of more than 255,000 man-hours and would save more than 2.5 million man-hours by 2021.

The team worked closely with vendors to custom design tools that meet Navy shipbuilding requirements.

They conducted numerous tests with qualified welders across the yard before making the final selections for new equipment.

As a result of this incredible effort, the quality and efficiency of our welding processes and tools have significantly improved. More than 336,000 man-hours in savings have been achieved across the company as a result of this team’s ingenuity and dedication.

OPERATIONAL EXCELLENCE

More than 4,000 welding machines have been purchased since 2013, and will save the company more than 2.5 million man-hours by 2021.

Photo by Chris Oxley

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Shipbuilders prepare Virginia-class submarine Washington (SSN 787) for launch. Photo by John Whalen

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WASHINGTON (SSN 787) PRESSURE HULL DAMAGE RECOVERY AND REPAIR TEAM

Justin Clark X18

Tracy Howard E03

Kendall Ridenour O22

Keith Liakos X82

Harold Strickland Jr. O37

As final preparations were underway to launch the Washington (SSN 787), some damage was discovered inside the torpedo room’s pressure hull, close to a critical system. This area was inaccessible and removing the system to repair the damage would have required significant man-hours and cost, and would’ve delayed delivery of the boat to the Navy.

The team reviewed existing drawings as well as the 3-D model to understand the arrangement of all internal and external structures to map out impacts of the weld repair.

They built a full-scale model of the area in the Welding Lab to confirm that the heat needed for the welding

Chien Chun Lin E03

Carolyn Tucker O37

William McCormick Jr. X82

Daniel Wagner O37

work would not cause additional damage to the ship or system. The lab team communicated with the welding team at all steps to ensure the right temperatures were maintained throughout the process. An incredibly talented welder completed the specialized welding through a number of challenges in very tight spaces.

As a result of the team’s innovative solution, the company avoided significant cost and schedule impacts that would’ve resulted from disassembling and removing the system prior to the repairs. Washington also became the first of 14 ships to have a 100 percent first-time success rate on the system.

OPERATIONAL EXCELLENCE

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VIRGINIA-CLASS SUBMARINE BLOCK IV AIR TURBINE PUMP PROCUREMENT TEAM

Connie Boothe O37

Joseph Charland O58

David Deibler O51

David Gooding E14

Randall Hall O37

Daniel Rhodes E14

Jeffrey Robbins E45

Craig Smith O05

Sharonda Steverson O51

Matthew Tillas O37

The Navy awards submarine contracts in blocks of multiple submarines at a time. Turbine pumps are a critical component for the construction of Virginia-class submarines. During the proposal phase with the Navy, an air turbine pump supplier was not providing sufficient support, and the proposal of $82 million was expensive.

This team identified a new supplier and conducted extensive quality and technical tests to gauge the

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supplier’s management capabilities. A risk assessment and project plan were developed, with continuous reviews, to make sure any potential issues were identified and quickly resolved.

As a result of the team’s enormous effort, not only did the company save approximately $17 million, but the team’s success also helps Newport News Shipbuilding secure future submarine work.

OPERATIONAL EXCELLENCE

A pair of submarines under construction inside the Supplemental Modular Outfitting Facility where Virginia-class submarines are manufactured. Photo by Ricky Thompson

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Process Improvement Analyst Gary Figg stands in an aisle at West Park 300, one of the shipyard’s newest warehouses, located in Hampton, Virginia. Photo by Chris Oxley

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2015 WAREHOUSE TRANSITION PROJECT LEADERSHIP

Gary Figg O55

Last year, the shipyard experienced some material storage challenges due to production increases. After looking into multiple options, the company decided to lease two large warehouse facilities in Hampton. The first of those facilities, West Park 300, needed to be fully operational by November 2015. This provided the team with a nine-month window to complete all necessary actions to open the warehouse.

However, due to early procurement and arrival of John F. Kennedy (CVN 79) aircraft carrier material, and with production increases in the Virginia-Class Submarine Program, the date had to be moved up six months. Gary Figg stepped up and developed a multi-divisional, cross-functional team and led the efforts to identify and implement the core operational requirements for the warehouse. This included receiving all stations, racks and other equipment, and fulfilling supply chain management, safety, IT and security requirements.

Gary’s collaborative and inclusive leadership style, and ability to communicate across all levels of the company, led to the teams’ success with an extremely challenging schedule. Opening the warehouse earlier than expected eliminated significant loss in funding and avoided delays in ship production by more than six months.

LEADERSHIP

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STRUCTURAL FABRICATION AND ASSEMBLY CREW TALKS AND ENGAGEMENT LEADERSHIP Structural Fabrication and Assembly is a critical part of the production process for Virginia-class submarines, new aircraft carrier construction, and refueling and complex overhauls. The division’s performance is crucial to the entire steel value stream, and they are the first to cut steel in support of all major programs.

Pat Cullins’ team was faced with significant production challenges, including material delays, inclement weather, budget constraints and resource limitations. Ultimately, this challenged employee engagement and performance. Pat recognized that, in order to be successful, every team member needed to contribute their talent and best ideas if the division was going to meet its goals and objectives.

To build a more inclusive and engaging environment, Pat started a system of division-wide crew talks and led his shop leaders to have weekly conversations with their crews about work center performance. Pat’s motto throughout was, “It’s about connecting the front line to the bottom line!” The front line being our people, while the bottom line being our business. Crews now have a better understanding of the business and how their efforts, ideas and results contribute to team success.

His team experienced significant growth in engagement scores, greatly reduced injuries while improving safety, and made great gains in communication and teamwork across the division.

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LEADERSHIP

Pat Cullins X10

Superintendent Pat Cullins holds crew talks with shipbuilders in the Steel Fabrication Assembly Shop at Newport News Shipbuilding.

Photo by Chris Oxley

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Superintendent Bill Price led the effort to develop a new strategy for aircraft carrier support work at Newport News Shipbuilding.

Photo by Chris Oxley

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TO FIT WORK SHOP LEADERSHIP

Bill Price X79

In the past, all carrier programs at Newport News Shipbuilding relied on the support and tools of the larger manufacturing shops for manufacturing and repair of parts that were quickly needed on the deckplate. But, because of the volume of other work, those larger shops could not always provide the quick turnaround needed.

In 2004, we recognized a need for an on-site support system for trade workers on and in close proximity to ships. Numerous meetings were held between program and manufacturing leaders to develop a solution to provide services and quick turnaround to support the deckplate’s immediate needs.

Bill Price’s inclusive leadership style and innovative ideas led to a new strategy for this important support work. Specialized To Fit Work (TFW) Shops were created to consolidate machine tools and add new tools for increased capability and capacity to meet demands for each individual carrier. The shops were manned with trained mechanics, including those employees who were on restricted duty because of injuries.

TFW Shops provide an outlet for employees who have been injured to continue supporting important shipbuilding work.

The TFW program now has its own pipe shops, machine shops, electrical and sheet metal shops, testing shops and nuclear service support shops.

These shops have incredible responsibilities that are necessary to support the work on the deckplate. The shops average over 10,000 jobs per year.

The TFW shops’ resource strategy not only provides meaningful work to the 40 percent of shop shipbuilders on restricted duty, but also significantly reduces workers compensation costs each year. Bill and the TFW team continue to look for ways to leverage the success and cost savings the program has demonstrated, and plan to provide even more support during execution of future construction and overhaul programs.

LEADERSHIP

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DRY DOCK OPERATIONS AND DOCKMASTER LEADERSHIP A Dock Master at Newport News Shipbuilding oversees docking operations when ships arrive and depart our dry docks and piers. It’s a very specialized skill, and earning dockmaster certification is a challenging process. It requires a minimum of 20 ship docking events as well as extensive training.

Garry Bunting is a subject matter expert, having successfully completed more than 2,200 ship movements during his career.

No other shipbuilder in the entire country has the expertise in nuclear ship movement that Garry has.

To ensure the future of this critical operation, Garry developed a new program to train and certify other dry dock leaders. He worked with other shipyards and developed a comprehensive training program for each member of his team, and provided an apprenticeship-like-experience to ensure each is proficient in dry dock facilities, tooling and operations for ship movements and dry docking.

As a result of his incredible leadership, our ability to dock and undock ships in the future will continue.

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LEADERSHIP

Garry Bunting X36

Dock Master Garry Bunting stands on the floor of Dry Dock 2 where he’s navigated hundreds of critical ship movements at Newport News Shipbuilding. Photo by Chris Oxley

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The shipyard’s motto, “Always Good Ships” is prominently displayed on the quality rock. Photo by Chris Oxley

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2016 BOARD MEMBERS Kevin Blatnik

Submarine and Fleet Support

Kevin Brenton

Customer Affairs

Nancy Harvin

Trades Operations

Dave Horne

Nuclear Propulsion

Tom Jones

Information Technology

Loren Kennedy

Integrated Planning and Production Control

Dave Knapp

Engineering and Design

Ronald Lafrenierre

Gerald R. Ford (CVN 78) Carrier Construction

Amy McDonald Communications William McLaurin Manufacturing Mark Milius

John F. Kennedy (CVN 79) Carrier Construction

Andrew Raymond Quality Sue Sampson Programs Donald Terry

Human Resources and Administration

Marianne Tully

Supply Chain Management

Jason Whitley

Energy Programs

Jessica Wilbanks

Business Management

Walter Williams

In-Service Aircraft Carrier Programs

Neal Winall

Contracts and Pricing

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The Shipyard sits on 2.5 miles of waterfront property along the James River. Photo by Ricky Thompson

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Always Good Ships

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