Model of Excellence Ceremony Program 2019

AWARDS CEREMONY SEPTEMBER 20, 2019

“Excellence is critically important as we continue to grow and transform our business into its next century of greatness.�

Jennifer Boykin

SEQUENCE OF EVENTS Welcome Invocation

Jennifer Boykin President, Newport News Shipbuilding Woody Woods Designer

DINNER Remarks and Special Video Presentation Recognition of Honorees Closing Remarks

Jennifer Boykin Listed Below Jennifer Boykin

2019 MOE HONOREES CVN 80/81 Two-Ship Buy Contract Introduced by Mike Shawcross, Vice President, Enterprise (CVN 80) and CVN 81 Aircraft Carrier Programs

Gerald Johnson: Record-Breaking Leader Introduced by Dave Bolcar, Vice President, Virginia-Class Submarine Construction

Revolutionizing Naval Shipbuilding with 3D Printing Introduced by Charles Southall, Vice President, Engineering and Design

John F. Kennedy (CVN 79) Foam Pour Installation Team Introduced by Mike Butler, Director, John F. Kennedy (CVN 79) Aircraft Carrier Construction

Accounting System Audit Response Team Introduced by Christie Thomas, Vice President, Contracts and Pricing

Raising the Bar in Radiation Reduction Introduced by Mary Cullen, Vice President, Nuclear Propulsion

Machine Shop Digital Transformation Introduced by Matt Needy, Vice President, Operations

Steve Hunley: Leading by Example Introduced by Mary Cullen, Vice President, Nuclear Propulsion

Beating the Odds and Achieving Excellence on John F. Kennedy (CVN 79) Introduced by Matt Needy, Vice President, Operations

Using Virtual Reality to Transform Crane Training Introduced by Susan Jacobs, Vice President, Human Resources and Administration

John F. Kennedy (CVN 79) Game-Changing Superlifts Introduced by Mike Butler, Director, John F. Kennedy (CVN 79) Aircraft Carrier Construction John Witherspoon II: “ICARE” to Make a Difference Introduced by Bryan Caccavale, Vice President, Supply Chain Management LOT Casting and Repair Team Introduced by Dave Bolcar, Vice President, Virginia-Class Submarine Construction

Overcoming Challenges and Increasing Efficiency on USS George Washington (CVN 73) Introduced by Chris Miner, Vice President, In-Service Aircraft Carrier Programs

USS Gerald R. Ford (CVN 78) MRG MTB Repair Team Introduced by Lucas Hicks, Vice President, Aircraft Carrier Construction

Woody Woods: Laser Scanning Trailblazer Introduced by Charles Southall, Vice President, Engineering and Design 1

STRATEGY OBJECTIVES

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:

Enable Our Workforce

Individual or team contributions that demonstrate care and improve the work environment for NNS employees.

Transform Business Operations

Individual or team contributions that demonstrate innovative thinking and/or result in new ideas and solutions that successfully achieve and significantly improve or create new processes or approaches in support of the company’s growth profitability and competitive advantage.

Execute Efficiently

Individual or team contributions that streamline and transform our current business model into a culture that embraces and implements lean thinking and processes.

Grow The Business Base

Individual’s or team’s delivery of quality products or services that far exceed the customer’s expectations or their success at creating company value through new business growth.

Lead The Way

Individual or team contributions that demonstrate courage, leadership, inspiration, teamwork, integrity and other behaviors that positively change company culture or make a difference in our community.

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JOHN WITHERSPOON II: “ICARE” TO MAKE A DIFFERENCE Seven-year shipbuilder John Witherspoon II is an ambassador for the NNSFORWARD Strategy. He takes employee engagement personally, working with his coworkers both individually and in groups to advocate for engagement and an inclusive culture.

In 2015, John was chosen to represent Supply Chain Management on the first Waterfront Leadership Engagement Team. He initiated a campaign called “ICARE” to promote the power of unity among divisions, which was adopted by senior leadership and influenced the creation of a Material Steward coin to recognize employees for quality work. John was the first to receive the coin, and since then has received numerous commendations.

He embraces NNSFORWARD and has taken it upon himself to encourage others to see the bigger picture and their role in NNS’ future success. He defines what an engagement champion should be, and he has the ability to innovate change and the courage to make those changes reality. Thanks to John’s leadership and enthusiasm, the Logistics team has experienced a significant increase in team engagement.

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RAISING THE BAR IN RADIATION REDUCTION This engineering team, working on the S8G Prototype refueling overhaul at the Kenneth A. Kesselring site, identified issues with the temporary shielding package that protects shipbuilders and sailors from radiation exposure. The deckplate engineering, management and project teams worked around the clock to design, execute and ensure timely resolution of a new shielding package, underscoring the importance of safety at Newport News Shipbuilding.

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While many of the project details are classified, the team’s redesigned shielding package reduced radiation exposure by a factor of 7.5, resulting in a new Navy standard that is being hailed by outside regulatory organizations as a significant achievement for the program. Better yet, the team’s work was performed three days ahead of schedule and accident free.

Curtis Anderson E81

Jeffrey Berry X09

Robert Bishop X09

Reilly Bowman V X09

Allen Cognata E81

Robert Collins Jr. X09

Thomas Edwards X09

Leah Ewart E81

Emily Frantz E91

Brett LaFarr X09

Jonathan Marcellino X09

Katelyn Marquart E91

Ryan Mclaine X09

Christopher Metz E91

John Mulvaney Jr. E85

Carmelo Piazza X09

Thomas Plummer X09

Matthew Reilly X09

Susan Ritchie E91

Cody Rogers X09

Mark Tomlinson X09

Benjamin Wu E81

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JOHN F. KENNEDY (CVN 79) GAME-CHANGING SUPERLIFTS The John F. Kennedy (CVN 79) team is constantly focused on cost reduction. Our shipbuilders understand this challenge and tackled it head on when building two major superlifts during construction of the aircraft carrier. This reduced 2.5 years of structural construction and outfitting to about 17 months. They did it by consolidating 47 units and 30 individual crane lifts into two mega superlifts that were placed shipboard just six weeks apart.

Making full use of the company’s Integrated Digital Shipbuilding initiative and its associated technologies, the team developed an innovative strategy to

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take a majority of the work that is done in the ship environment and move it to the final assembly platen, a construction area off the ship. Building the superlifts on this platen resulted in numerous benefits, including significant cost and schedule reduction, increased shipbuilder safety and ship spaces outfitted years earlier than traditionally done. The team documented lessons learned that will be beneficial to the construction of future carriers, and their dedication and innovation has changed how we build aircraft carriers, raising the bar for future ships.

Jeffrey Bilodeau K47

Randy Boone Jr. O22

Leslie Bradshaw X32

Leo Carper Jr. X91

Rodger Chandler K47

Larry Darden Jr. K47

Brett Denson X42

Tyrese Ellis X11

Peter Gravely X91

Jacob Johnston X91

James Jones K47

John Leigh III X11

Kenneth Logan K47

Kenneth Marr Jr. K47

Alexander Matthews X42

Delshawn Matthews K47

Sergio Quintero X18

Jeremy Smith K47

Kevin Stone K47 Not pictured: Richard Allsbrook, K47

James Taylor X11

Greggory Vick K47

John Walters K47

Odis Wesby K47

Aaron Wikle O22

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MACHINE SHOP DIGITAL TRANSFORMATION This shipbuilder team, comprised of representatives from Planning, Production Control, the Machine Shop and the Component Fabrication Assembly Facility Quality Team, shared a vision, experimented with different ideas, overcame obstacles and used existing shipyard computer systems to transform the Machine Shop into a digital environment — all while still performing their normal job duties. The team developed a new digital system that takes over 70,000 data points and provides craftspeople with only the information needed to complete a job.

Troy Floyd X47

Ralph Gibson Jr. X47

Lauren Hill M10

The information is provided on a laptop that enhances the ability to status and sequence production work, increase the certainty of forecasted completion dates and provide exact material locations for all of the Machine Shop’s 75 work centers across about 40 contracts. The new process also eliminates the need to print and store 15,000 paper work packages per year, saving the company more than $10,000 per year in paper and printing supplies.

Arlene Ours X47 Not pictured: David Kramer, M53; Gregory Krank, X47; Robert Shreves, M53

John Pollock X47

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Melynda Roberts M10

Sarah Staley X51

Christopher Wolford M53

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REVOLUTIONIZING NAVAL SHIPBUILDING WITH 3D PRINTING Additive manufacturing, also known as 3D printing, is a disruptive and growing technology in the manufacturing industry. This team of shipbuilders worked for five years to conduct rigorous testing and analysis, develop a NAVSEA-approved material test plan, remove technological and cultural barriers, and establish first-ever technical requirements and credibility with our Navy customer to introduce 3D printing to the shipbuilding industry. Thanks to their groundbreaking efforts, the first metal additive manufacturing test report in U.S. naval shipbuilding history was established and the

first 3D-printed metal part was placed aboard USS Harry S. Truman (CVN 75). Implementation of 3D printing will be transformational in helping Newport News Shipbuilding reduce costs, schedule and improve quality, and it has the potential to lead to new growth and business opportunities for the company.

The team’s work has pioneered the way forward, earning our company’s reputation as the naval shipbuilding industry leader in additive manufacturing.

Not pictured: Edward Born Jr., E56

Daniel Hebert E32

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Timothy Pline O31

Lynn Showalter E37

John Ralls E32

Terry Tyler Jr. E30

Kyle Wade E32

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USING VIRTUAL REALITY TO TRANSFORM CRANE TRAINING

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Creating practical learning opportunities that are engaging and cost effective is a training challenge.

This team was tasked with improving crane operations training, also known as “Lifting and Handling,” by incorporating virtual reality simulators into the initial 60 hours of classroom instruction.

Simulators provide an opportunity to safely experience a realistic environment and equipment as part of employees’ initial certification process before using a real crane for validation. Simulators also reduce overall training days and the time that cranes are taken off of production for training use. They also allow trainees to practice uncommon operations multiple times safely, without fear of costly errors.

The team determined that four virtual reality crane simulators could train up to 20 trainees and provide

eight hours of practical training during the initial certification process. They presented a strong business case and received the necessary funding after their initial research and development project.

They also developed training scenarios for Newport News Shipbuilding and the company’s Kenneth A. Kesselring site; demonstrated the technology to shipyard leadership, the Navy Crane Center and NAVSEA; and interfaced with IT to troubleshoot technical problems and expedite the download of system updates.

Their success has not only provided a more engaging training experience for future crane operators — it has inspired other divisions to pursue simulations to enhance their training efforts.

William Crawford Jr. X36

Dwayne White O26

Steven Douglas O26

James Ward Jr. O36

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WOODY WOODS: LASER SCANNING TRAILBLAZER Introducing new technology to an age-old manufacturing process can be daunting, but not for Woody Woods.

Since the introduction of laser scanning to shipbuilding in 2014, Woody has championed the technology for engineering products. He was one of the first shipbuilders to try it out during the refueling and complex overhaul (RCOH) of USS George Washington (CVN 73), and he was on the first team that worked to integrate the technology. Woody led other designers to hone their skills in scanning, developed prototypes, created walk-through training videos and worked with software vendors to add capabilities to support our business. He worked with the Supervisor of Shipbuilding, Conversion and Repair to get approval to take the equipment on the ships, and Woody worked with IT to identify and overcome computer capacity and server issues. The 33-year shipbuilder and others also stood up laser scanning services and product development teams to support the Gerald R. Ford Class and Submarine Fleet Support programs. His efforts have led to a combined savings of more than $2 million and hundreds of man hours on Washington and USS John C. Stennis (CVN 74), and Woody continues to seek new opportunities to use scanning to enable deckplate execution.

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ACCOUNTING SYSTEM AUDIT RESPONSE TEAM The Defense Federal Acquisition Regulations Supplement requires defense contractors to maintain acceptable accounting systems to ensure compliance with applicable laws and regulations, reliable cost data and consistent billing procedures. This team devised a successful new strategy for managing business system audits that ultimately led to the completion of the audit one month ahead of schedule with only one finding. The Accounting System Audit Response Team served as the primary interface with the auditors to manage information requests, ensuring complete, comprehensive and timely responses.

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While the process proved more efficient and effective for everyone, the significant value of the new approach was the shipyard’s ability to interpret and explain our data in a way that made sense to the auditors. The team established a single point of contact for the auditors, and kicked off the 12-month audit with a meeting to explain how data flows through our systems and how our processes work.

As a result, there was greater understanding of Newport News Shipbuilding processes. As an added benefit, it provided useful documentation for training new employees.

Celine Baysal E47

Figen Baysal E47

James Cook O75

Carmen Downing O95

Brittany Eason O74

Christina Edwards O94

Scott Embleton O97

James Jobson O79

Thomas Jones O72

Brandy Lytle O72

Kimberly Mingee T51

Wendy Mynoymany O19

Dara O’Hanlon T51

Mary Ellen Nealy O19

James Ozment O79

Erik Udovich O97

Amy Wilda E47

Jaelen Williams E47

John Vobrak O19

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BEATING THE ODDS AND ACHIEVING EXCELLENCE ON JOHN F. KENNEDY (CVN 79) Nobody said shipbuilding was easy, and the Covered Modular Assembly Facility (CMAF) Aircraft Elevator Assembly Team has proven that strong planning, execution, teamwork and a “can-do” spirit can make the impossible possible. The team was charged to produce aircraft elevators for John F. Kennedy (CVN 79). Due to changes in aluminum alloy requirements, the team was already experiencing several months of material delays when it was challenged to deliver the elevators months early to support the CVN 79 early launch initiative. In addition to the schedule pressure, the team was asked to reduce costs to help the company meet its commitment to our Navy customer. They went to work

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modifying production plans, improving sequences and setting aggressive milestones. They established around-the-clock coverage. The team used innovative approaches and implemented new technologies to improve safety and efficiency. And their efforts paid off: the final two years of elevator construction were injury free, they delivered three elevators to exacting standards and reduced total construction time by 26 percent despite material delays. The team also cut costs by about 5 percent, which helped the company meet its financial commitments. Thanks to the CMAF Aircraft Elevator Assembly Team’s tremendous dedication and perseverance, they overcame the obstacles and delivered best-ever results.

Terrance Briggs X36

Joron Brown X11

George Chappell E37

Casey Coates X18

Denise Duke X11

Stanley Eley O63

John Hall X11

Ronald Hall X36

Christopher Harris X22

Raymond LaFrance Jr. O63

Mark Neal X43

Teairo Peartree X18

David Powell X44

Michael Rivera X36

Richard Snapp Jr. X11

Eddie Vennie X18

Benjamin Stilley X11

Mark Wingate X18

Not pictured: Kevin Brooks, X18; Quentin Cavanaugh, X11; Andre Conwell, X18; Kevin Crehan, O63; Ronald Delk, X11; James Reynolds III, X18

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JOHN F. KENNEDY (CVN 79) FOAM POUR INSTALLATION TEAM Historically, the insulation foam pour process in critical tanks during aircraft carrier construction can pose significant safety, environmental, cost and schedule risks. The members of this team leaned in, regardless of their assigned department, to improve the process on John F. Kennedy (CVN 79).

Thanks to their work to implement safer tooling, and improve work processes, material flow and communication, the foam pour installation

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process was a collaborative success with no injuries or environmental incidents. In addition, the process was completed more than 18 percent below budget and in a record-setting 25 days that included a four-day hurricane shutdown. This highly successful effort will produce similar, if not better, results in future aircraft carrier construction.

Eric Allen E33

Rebecca Anderson O85

Michael Coleman O54

Vincenzo Coppa K47

Diane Grigsby O55

Joshua Hall K47

Justin Helbig K47

Brian Hoffstaetter X33

Cheryl Holt O36

Steven McDonald K47

Stephanie Neary O27

Charles Powell X91

Ronda Rakes X51

Tobias Raynor K47

David Schrimsher Jr. X33

Marvin Shields X33

Gordon Ware O31

Howard Washington X33

John Watkins Jr. X33 Not pictured: Kim Krzeski, O51; Lamonte Spruill, K47

Rebecca Webster O52

Richard West X91

Quinten White X33

Mark Wilson K47

Steven Wright X33

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OVERCOMING CHALLENGES AND INCREASING EFFICIENCY ON USS GEORGE WASHINGTON (CVN 73) During planning for the refueling and complex overhaul (RCOH) of USS George Washington (CVN 73), it was decided that the carrier’s antenna tower would be installed on the ship as one large assembly instead of two to mitigate schedule challenges and increase efficiency. To accomplish this, Visual Work Instructions, a component of Integrated Digital Shipbuilding, were used for the first time to execute the outfitting of the antenna tower. Despite challenges, including the construction of a new crane

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nearby that impacted material flow and the assembly location, the change in approach proved beneficial.

In addition to significant cost reduction, the tower was more than 60% outfitted at shipboard landing and the work was completed 17 days ahead of schedule.

Excellent communication and collaboration also led to other historic firsts for the RCOH program, including implementation of a plan to blast and coat the tower on the platen for greater efficiency.

Christopher Aldridge Jr. O22

Reginald Bell K45

Alan Bomar X47

Richard Brownschidle X42

Steven Ellis K45

Matthew Grizzard X71

Reginald Holmes X69

Bert Ihlenfeld X10

Jason Ipock K45

Chadwick Jernigan X31

Rush Johnson Jr. X47

Kelvin Jones X36

Derick Mitchell X32

Daniel Norris X42

Blake Penix K45

Travis Robinson O63

Joshua Tyree X71 Not pictured: Andrew Fletcher, O63; Richard Rumer Jr., X31

Jonathan Wehrung X31

Calvin Wilson K45

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USS GERALD R. FORD (CVN 78) MRG MTB REPAIR TEAM Like with any first-of-class ship, one must expect the unexpected. The USS Gerald R. Ford (CVN 78) Main Reduction Gear Main Thrust Bearing Execution Team managed and executed an extremely complex, firstin-class repair during the ship’s planned maintenance that was not originally on the to-do list, and they did it with dedication and an eye toward innovation.

During Ford’s maintenance, it was determined that the main reduction gear’s main thrust bearing did not meet extremely tight tolerances on all four units.

To avoid a complete shipboard disassembly and removal of the MRG, and massive disruption to the rest of the ship, the team developed and executed a shipboard repair process. They constantly monitored

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system operational requirements, gear stability and machining to exact tolerances, all while ensuring safety around a piece of rotating machinery that was not designed to be machined shipboard. The fact that each of these units was machined to drawingcompliant requirements underscores the dedication of the team and the ability of our shipbuilders to perform complex and never-before performed work in extremely complicated situations. Additionally, the team worked regular 12-hour shifts around the clock during the week and countless weekends to retire one of the most significant first-of-class technical issues remaining on the Ford class.

Brent Bayliss E86

Donnelle Brumback E86

William Cleary K45

Millard Cole Jr. X67

Richard Cortista X43

James Foshee III X43

Sylvester Hicks X67

Ryan Horstman X43

Ronnie Justice Jr. X43

James Kwasny X36

LaJuan Powell X43

Louis Rajnys X78

Edward Robertson II E86

Sherrod Robinson X36

Kenric Scarbrough E86

Cody Smith X43

Thomas Smith X43 Not pictured: Paul Beverly, X43; Charles Wood, X67; Michael Karika, X67, Posthumous Award

John Spain E86

Douglas Stephenson X36

Joseph Viars X78

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CVN 80/81 TWO-SHIP BUY CONTRACT On Jan. 31, 2019, Newport News Shipbuilding was awarded a two-ship aircraft carrier contract that is the single largest prime Navy contract in our company’s history — and it is thanks to the hard work and dedication of this team. The contract provides the ships our nation needs at the most affordable cost.

From development of the company’s business case on the benefits of a two-ship contract to crafting an expedited proposal in an unprecedented six weeks,

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the team went above and beyond in multiple ways to accomplish the CVN 80/81 contract award that provides NNS and its workforce employment and financial stability through 2032. The team’s speed and efficiency throughout the contract process has been recognized by the Navy as a best practice for its tangible, significant and lasting benefits to the company, the community and the Navy.

Frederick Boyd X47

Michael Chandler O19

Robert Check O62

Daniel Cooney O79

Benjamin England O75

Karen Enos K22

Martin Erdossy III K01

Kimberly Hamlett O19

Steven Jacobs O19

Needham Jones III K22

Roger Kelly O19

Kelly MacDonald O50

Charles Meador O84

Jonathan Morris O19

Matthew Mulherin Jr. O70

Michael Nelson O97

Paul Northey O79

Steven Roberts K70

John Sammons III E20

Michael Urbaniak O51

Martin Walsh Jr. X10

Edward Wilczynski Jr. O19

Annalena Williams O19

Robert Winslow X47

Mathew Sullivan N358

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GERALD JOHNSON: RECORD-BREAKING LEADER Despite increased challenges associated with material, design changes and employee turnover, the leadership of this 32-year shipbuilder has enabled the Covered Modular Assembly Facility (CMAF) team to achieve commitments that are vital to the Virginia-Class Submarine Program.

Gerald Johnson has proven himself as a forward-thinking leader.

To inspire collaboration, he established employee engagement events and extended staff meetings with construction, production and support organizations on all three shifts. His team mindset has contributed toward the team meeting, exceeding, and in some cases, surpassing construction expectations in 2018. His emphasis on continuous improvement resulted in 23 formally documented projects estimated to save about 6,700 man hours per hull. He was key to the planning and execution of one of the VCS Program’s first visual build management projects and the first Integrated Digital Shipbuilding wardroom and stateroom build projects, earning him recognition for going above and beyond to help drive Newport News Shipbuilding’s digital transformation forward.

His team also devised and implemented construction sequence changes that supported blast, paint and special hull treatment application to a shortened scheduled delivery to the Supplemental Modular Outfitting Facility. Gerald’s success in meeting safety, quality, cost and schedule commitments can be attributed to his effective collaboration, communication and intent-based leadership.

With Gerald on the job, the CMAF team is destined to hit more “best-ever” records in years to come.

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LOCK-OUT TRUNK CASTING TESTING AND REPAIR TEAM This team successfully assisted the Navy in testing USS Washington’s (SSN 787) Lock-Out Trunk casting to ensure its safety following the investigation of a supplier that was practicing inadequate testing methods. The team worked quickly to identify and develop an aggressive interference and sample removal, weld and restoration schedule to support the ship’s redelivery, and completed the work ahead of schedule. The testing also prevented a full replacement of SSN 787’s LOT casting, which would

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have added 12 months to the boat’s maintenance schedule and resulted in significant delays for future Virginia-class submarines. The team’s ability to determine a sampling plan, execute the samples and perform the repair was valuable in returning the ship to its mission. Their work also helped the Navy make educated decisions about availability of fleet assets and downstream Virginia-class submarines under construction.

Christopher Alvey E12

Bobby Aycock K46

Joseph Brown X18

Todd Dinkel O31

Kurt Fortner X18

John Fremont K46

Joseph Grice X18

Greg Guilford E14

Moody Harp E37

Bryan Heverly X82

Rodney Huffman X18

Ervin Mansfield Jr. X67

Jonathan Parker X43

Jeremiah Saffell K48

Lynn Showalter E37

Michael Stenger II X43 Not pictured: Delton Collett, X18; Michael Sager, K46

Van Thigpen X43

Ernest Wright Jr. X18

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STEVE HUNLEY: LEADING BY EXAMPLE Since his qualification in 2012 as a nuclear shift test engineer, Steve Hunley has earned a reputation for being knowledgeable, patient and level-headed. For test engineers trying to qualify and new shift test engineers alike, Steve is the mentor of choice.

When the E84 Virginia Class Submarine Nuclear Test Group began suffering from low morale and performance issues, the 12-year shipbuilder worked to turn the program around.

In addition to organizing engagement initiatives and training camp sessions for his folks, Steve holds others accountable without frustrating them and views problems as learning opportunities — even in the face of schedule pressure. Under his leadership, the Delaware (SSN 791) nuclear test team is operating at 86% efficiency. His team is accident free, has reduced shiftwork and overtime, and their engagement has improved. Steve models excellence in leadership, and his accomplishments have been recognized throughout the Naval Nuclear Propulsion Program community.

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Program created by Newport News Shipbuilding Communications Division