DON'T MISS: NNSY PARTICIPATES IN READ ACROSS AMERICA
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
April 2019
C.O.R.E. FORCE MULTIPLIERS 75 Employees take the oath to lead the change for America's Shipyard
DON'T MISS: BUSH PROJECT IMPLEMENTS NEW POINT OF USE
Table of Contents
IN THIS ISSUE Features: 4 FROM THE COMMANDER Care in America's Shipyard
5 READ ACROSS AMERICA 7 THE CASE OF THE MEDICAL NOSHOWS
10 EYE ON INNOVATION Weld Jig
12 NEW POINT OF USE INITIATIVE
12
Bush Project Implements New Point of Use Initiative
14 OPEN MIC SESSION NNSY hosts Open Mic Session with NAVSEA Leaders
16 CARRIER TEAM ONE
10
5
18 SHIPYARD SPOTLIGHT David Kinnaird
20ON THE COVER C.O.R.E. Force Multipliers
22 EARNING YOUR BLACK BELT 24 NNSY'S COMMAND EVALUATION AND REVIEW OFFICE
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VOLUME 82 • NUMBER 4 SHIPYARD COMMANDER Capt. Kai Torkelson
Service to the Fleet
EXECUTIVE OFFICER Capt. Daniel Rossler COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese EXECUTIVE DIRECTOR (CODE 1100) Lisa Downey PUBLIC AFFAIRS OFFICER Terri Davis SERVICE TO THE FLEET EDITOR Kristi Britt PUBLIC AFFAIRS STAFF Michael Brayshaw, April Brown, Floyd Logan, Troy Miller, Curtis Steward EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 SHIPYARD RADIO ADVISORY 1630 AM SERVICE TO THE FLEET is a Department of Defense publication and is authorized for members of the DoD. Contents of Service to the Fleet are not necessarily the official views of, or endorsed by, the U.S. Government, the DoD, or Norfolk Naval Shipyard. Service to the Fleet is published monthly. Submissions are due on the 10th of each month. The public affairs staff reserves the right to edit submissions for content and brevity.
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THE month at A GLANCE APR 4, APR 18 • TECH AND INNOVATION COP MEETING Bldg. 31 • Innovation Lab • 9 a.m. Contact 396-7180 for more information.
APR 18 • EQUAL EMPLOYMENT OPPORTUNITY LUNCH AND LEARN Bldg. 15 • 2nd Floor Training Center • 11:20 a.m. Contact Germaine Harris at 396-2100 for more information.
APR 5 • SEXUAL ASSAULT AWARENESS AND PREVENTION MONTH KICK-OFF Bldg. 1500 Flag Pole • 7:30 a.m. Join us for a moment of silence in honor of SAAPM. We will also be having a flag planting ceremony and proclamation signing during the event. Contact the NNSY SAPR Office at 396-7985 for more information.
APR 18 • DENIM AND TEAL DAY In recognition of SAAPM, the NNSY SAPR Office will be hosting a spirit day shipyard-wide. There will also be SAPR information given out at specific locations as well as CMWR snack deals at participating locations.
APR 6 • MAD HATTER 10K St. Julien's Creek Annex • 10 a.m. Same day registration for the event begins at 9 a.m. Register today at www.navymwrmidlant.com/runs. APR 9 • ARMED SERVICES BLOOD DRIVE Bldg. 1500 • 8 a.m. Contact Melanie Prescott at 396-9506 for more information. APR 9 • DAC-ERG MEETING Bldg. 1500 • Code 800 Conference Room • 2 p.m. Contact Daniel Freeh at 396-7126 for more information. APR 10 • STEM MEETING Bldg. 1500 • Room 413 • 10 a.m. Contact Erica Jones at erica.s.jones@navy. mil for more information. APR 11 • VET-ERG MEETING Bldg. M-1 Conference Room • 8 a.m. Contact Tasha Beverly at 396-0557 for more information. APR 11 • FWP MEETING Bldg. 510R • Room 20 • 3 p.m. Contact Carlynn Lucas at 738-5904 for more information.
APR 18 • EARTH DAY CELEBRATION Bldg. 1500 Parade Field • 10 a.m. to 1 p.m. APR 18 • AA-ERG MEETING Bldg. M-1 conf. room • 1:30 p.m. Contact Michael Taylor at 967-3286 for more information. APR 20 - MAY 3 • CINCO DE MAYO CELEBRATION AT NNSY The Hispanic ERG will be hosting Cinco De Mayo Spirit Week. Stay tuned for more information. Contact Ivonne Jacome at 396-3875 for more information. APR 23 • AMERICAN INDIAN ERG MEETING Bldg. 1500 CBR • 7 a.m. Contact Camille Brownell-Sorenson at 396-9725 for more information. APR 26 • FOURTH ANNUAL BOWLING TOURNAMENT Strike Zone Bowling Alley • Noon. Sign-ups are now open for the SAAPM Bowling Tournament. There is a maximum of six members per team. It is $12 a person and that includes lunch, shoe rental, and three hours of bowling. Contact 396-1798 for more information. APRIL 2019 • SERVICE TO THE FLEET • 3
From the Commander, Capt. Kai O. Torkelson:
Care in America’s Shipyard
April is here already and with that comes our annual remembrance of the loss of USS Thresher and its 129 crewmembers and civilian technicians, which occurred on April 10, 1963. The sinking of Thresher led to the rigorous and robust submarine safety program SUBSAFE which ensures watertight integrity of our nation’s submarines. No one can speak more compellingly about not repeating past mistakes than those who lived and experienced them firsthand, and many in our workforce were fortunate to hear last year from retired Navy captain Joe Yurso, a former Engineering Duty Officer who was watch officer there when Thresher went down. Even speaking about the event 55 years later, Yurso—who went on to command Portsmouth Naval Shipyard-said the loss is seared into his memory and something he thinks of almost daily. He spoke about the importance of not getting complacent in our work—that lesson applies directly to both builders of the boats and those of us who maintain and modernize them. We have the strongest and safest submarine force 4 • SERVICE TO THE FLEET • APRIL 2019
in the world, but it takes daily commitment to integrity and standards from each of us to help keep it that way. We warmly welcome Yurso back this month to again provide his powerful perspective to members of our workforce. Last month we had our periodic inspection with NAVSEA 08. This marked the first inspection since we initiated a number of organizational improvements beginning in July 2018. NAVSEA 08 provided a comprehensive review of all our efforts during the past several months by examining our behaviors, our stance on facility issues, and our ability to effectively execute our work. The outcome of the evaluation was a one-year extension to our authorization to conduct nuclear work--the most you can get--which is indicative of the effort NNSY has been putting into becoming America's Shipyard and continuing to support the fleet. The team agreed with NNSY's self-assessment, specifically that our C.O.R.E. values are fundamental to our future success. C.O.R.E. values were created by your peers, and have been promulgated to the shipyard in training videos, in the command philosophy, in small group discussions, in our force multipliers, and I don't want anyone to wait for it to come to you. Where you see C.O.R.E. values that need a discussion or to correct a behavior, act now, on the spot. For the energy of C.O.R.E. to endure, we must put it into our everyday actions. We’ve done great work and have made considerable progress in the past several months, but we must maintain our urgency in improving our behaviors and facilities, as part of the responsibility that comes with being a primary provider of nuclear fleet maintenance and readiness. Also last month, we held a C.O.R.E. Force Multiplier Commitment Ceremony, the first of multiple commitment ceremonies we plan to hold at NNSY (see article on page 20). As I told attendees at the ceremony, our committed force multipliers are nothing less than CORE’s ambassadors in America’s Shipyard. These force multipliers have made a significant commitment, as part of their every day jobs, to get our people enthused and invested on the deckplate level. I encourage you to get to know who they are and have a meaningful dialog on C.O.R.E. with
them. It’s essential that every member of our workforce live our team-centered C.O.R.E. values created by our own people, for they are foundational to ensuring high-performing teams. C.O.R.E. is so important I’d like to specifically address each of the organizational values over my next several editions of Commander’s Comments, beginning with the Care value. Care is perhaps the value most at risk of not being fully dissected and understood when it comes to its intent and importance. What does it mean to really “care” for one another? Many people may simply think it means to ask coworkers how they’re doing, or if they need any help on today’s task. That is just the first step, establishing trust through intrusive leadership—yes, intrusive in the way that we ask more about each other and establish a better relationship so we can develop one another in support of the common mission. To fully embrace Care, we must extend trust and opportunities for all to develop to their full potential. We are sometimes reluctant to extend trust and opportunity, because extending it means to no longer personally possess a goal or deliverable and entrusting someone else with it. What that really comes down to is we’re sometimes reluctant to lose control. But if we’re really seeking, desiring and embracing the development of our people, we should extend trust and opportunity. We can only do that if we’re taking the time to provide recurring inputs on employee development. Demonstrating the NNSY value of Care is more than the compassion of asking how someone is doing, but that is a vital first step. Care takes effort and investment. Care lays the foundation of ensuring a highly trained and completely capable next generation of shipyard workers. Care is also essential in laying the groundwork for the other values of Ownership, Respect and Excellence. As outlined in our C.O.R.E. values, Care is exhibited through continual presence and transparency, and choosing to develop one another to support our mission. Look at this statement specifically: "I CHOOSE an ATTITUDE of growing and developing others in support of our common Continued on Page 9
Norfolk Naval Shipyard Participates in Annual Read Across America Day March 1 STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER Norfolk Naval Shipyard (NNSY) partnered with Douglass Park Elementary School and James Hurst Elementary School in Portsmouth, Virginia for the annual Read Across America Day March 1. Read Across America Day, an observance on the school day closest to the anniversary of Dr. Seuss' birthday, is part of a year-long program focused on motivating children and teens to read. The program is led by the National Education Association (NEA), its focus on building a nation of readers one story at a time. Thirty-seven civilian and military volunteers from NNSY traveled to Douglass Park and James Hurst to meet with students of varying grades and read Dr. Seuss books to them, whether it be a favorite from the reader’s childhood or simply a book from the author’s expansive collection. It was the fourth year NNSY supported this event at Douglass Park and the first year attending James Hurst. “Read Across America is an excellent opportunity for America’s Shipyard to give back to the youth of our community,” said NNSY Outreach Coordinator Valerie Fulwood. “We are helping to mold the minds of the future and it’s a wonderful time for the students and for our volunteers. It’s a fun experience for all and we are so happy we got to expand our reach even further this year with James Hurst Elementary.” Many of the shipyard volunteers are also involved with NNSY’s Tutoring and Mentorship Program, an annual effort for the shipyard to engage with local schools in the community. Several volunteers attend the schools twice a week to aid the students in mathematics and reading.
Shop 67 Fourth year Electronics Apprentice Angel Eure has been participating in the tutoring program at NNSY for three years and recently accepted the title of Champion for James Hurst. “I spend time out of each week working with the second graders here in mathematics and each moment has been special to me. The kids are so excited to see us and interact with us and seeing them progress throughout the year is amazing. Getting to do these things like Read Across America is wonderful and it helps instill that love of reading in the younger generation.” Assistant Project Superintendent and member of the Naval Civilian Managers Association John Satcher jumped at the opportunity to read to the students. “As an avid reader and understanding the educational foundation that reading can provide I think it is paramount to instill in our children the love of the written language,” he said. “NNSY is a phenomenal place of employment but like most things in life, you only get out what you invest. Sure, you can sit on the sidelines and go through the motions but you will be cheating yourself out of some of the most incredible and rewarding experiences. Taking the time to give back, to reach others on a personal level, to share your experiences and knowledge, to hopefully fuel a passion in our youth for the love of reading is a gift that can pay lifelong dividends. I get as much or more out of these experiences than they do and if I can touch just one child then it was well worth the effort.” To learn more about Read Across America Day, visit http://www. nea.org/grants/886.htm.
APRIL 2019 • SERVICE TO THE FLEET • 5
From the Deckplate: Command Master Chief Michael Reese
April is a month of awareness and celebration
Spring is here, which means it’s time to throw on your grilling apron, grab the burgers and dogs or whatever your flavor and let’s get to cooking! “It’s grill’n time.” My mouth is watering already. But before you throw on the New York strip and corn on the cob, if using a propane grill, move your grill away from the house and check for gas leaks. If you’re using charcoal, be careful with starter fluid. Never spray starter fluid onto the charcoal when there is a possibility of burning coals. The aroma of a T-bone cooking over the hot coals might be welcoming to your nose, but the smell of burnt skin and hairs not so much. The month of April has some notable awareness themes, National Child Abuse Prevention Month, Autism Awareness Month, Testicular Cancer Awareness Month
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and National Alcohol Awareness Month, to name a few. You can find more information regarding these observances and many more at www.healthline.com/health/directoryawareness-months. April is also recognized as Sexual Assault Awareness Month. At its heart, it is about more than just awareness, our goal is prevention. Consent is a clear, concrete example of what it will take to end sexual harassment, abuse and assault. This year’s theme is “I ask,” but it’s more than asking for consent, it is also asking for help for either yourself or someone you know. For Norfolk Naval Shipyard’s (NNSY) Sailors, you can contact our Sexual Assault Prevention and Response (SAPR) coordinator MMNC Justin Brick (soon to be STSC Jordan Greenip) at 757-646-5788 for help and advice. NNSY’s civilian SAPR representative is Shalise Bates-Pratt, 757-396-7985. You can also contact the National Sexual Assault Telephone Hotline at 800-656-HOPE (4673). We also take time to celebrate the military child in April. The child of a military member is no easy task and most are uprooted every few years, saying goodbye to their friends and having to start all over again in a new place. There are often times when the child may need their parents advice, and mom or dad might not be there to offer it, because they are serving our country overseas or even on a deployment. Birthdays, holidays, and a lot of firsts are missed: first tooth, first step, first crush, first broken heart and the first sneaking in past curfew. Take time to stop and tell the military children: “Thank you for your service.” Because they truly do serve as well. The last one is Stress Awareness Month. We tend to think that the idea of job stress is “challenge,” but they are not the same. Challenge motivates you physically and psychologically, and it pushes us to learn new skills and master our jobs. When we beat that challenge we have a good feeling
on what we have accomplished. However, when the challenge wasn’t achieved, it turns into job demands that cannot be met. Now that good feeling turns into frustration, thus causing you to feel stressed. It can cause illness, job failure and injury. When you start to feel your blood pressure rise, walk away and clear your head. If you’re unable to cope with the stress, seek help. Everyone’s breaking point is different. I said this once and I’ll say it again. Norfolk Naval Shipyard takes care of its own, let’s look out for each other! This month’s CMC Shout Out goes out to ALL Navy Chiefs, happy birthday shipmates! For those that do not know, the Chief Petty Officer Birthday is April 1, 1893. I was honored to have been selected for Chief Petty Officer while I was assigned to the USS Oscar Austin (DDG 79) in 2001. I learned from a very early age in the U.S. Navy the importance of chiefs and how they can help, guide, lead and train us all to become better Sailors and sometimes better people in general. I had a lot of great chiefs in my career to include one in particular and that being my brother Dwayne Reese, Sr., CMDCM Retired. Dwayne and I were stationed together for about 22 months on USS PETERSON (DD-969) and I truly learned a lot from him during that time and ever since. Dwayne, thank you! For the rest of the chiefs, do what is expected of you; lead our Sailors, train them and most importantly never feel entitled to anything, earn it! Bravo zulu Navy Chiefs, job well done! As always, thank you to each of you for what you do every day to make us the best command in the Navy! What an honor to be in the Navy and a great time to be a part of AMERICA’s Shipyard!
Michael Reese Command Master Chief
s w o h S l TNo a c i d e e M IALIS
C h t f RS SPE I o A F F e A e Cas R • PUBLIC
E Th Y MILL O R T Y B
Detective Jonas Quinn entered the medical clinic onboard Norfolk Naval Shipyard. He brushed his salt and pepper hair away from his coffee stained eyes. His brown suit that was four decades out of style, looked like it was used as a bed for a dog. The wrinkles and hair kept one from noticing that his tie was halfway undone, with his top shirt button missing. In the main lobby, a crowd of shipyard workers had formed a circle around something. Standing as tall as he could, the short statured detective pushed his way through the sea of yardbirds. Once he made it into the middle he saw what the mystery was. The center of the circle was as empty and calm as an eye of a hurricane. It was a scene he saw more than 100 times just this month alone. It was another case of a medical no-show. “Ma’am, can you tell me what happened?” asked Quinn. “A shipyard employee had a work related medical appointment so he can stay qualified to perform his job,” said Alison Vaughan, Code 1102 branch head. “When it was time for him to check in, he was not here.” Quinn scribbled in his notepad that he had pulled out of his pants pocket. He spotted James Jones, a Code 1100.7 medical administrative support specialist. He scurried over to the bearded man holding his right index finger up towards the tile ceiling. “Just the person I need to talk to,” said Quinn. “Detective Quinn, I know what you’re going to ask me and my answers haven’t changed,” said Jones. “Humor me.” Quinn started writing in his notebook before Jones began to talk. “For the year 2018, 35 percent of medical appointments were canceled at the last minute or the individual didn’t bother showing up.” “And why is that?” Quinn asked while looking directly into Jones’ eyes. “I can’t answer for them, but it can range anywhere from the person is on leave, TDY, wasn’t told by his supervisor, and other excuses
you can think of.” “You shouldn’t schedule them when they are on leave or TDY.” “Here’s the thing, detective,” said Jones as he stood with confidence. “The automatic scheduler interacts with SUPDESK when it makes appointments. If SUPDESK is kept upto-date by the supervisors, then appointments wouldn’t be made when the employee is away for whatever scheduled reason.” “How many appointments are made each month?” asked Quinn. “Because the exams are in two parts, we make 2,400 appointments each month. If there is a no-show or the appointment is canceled for part one, some, not all, of the time slots for part two will go unused.” Quinn did the math in his head. That is approximately 525 appointments a month that were wasted and could’ve been used elsewhere. He thought to himself. “Tell me Jones, do these missed appointments cost anything?” “Absolutely,” replied Jones. “Each medical appointment missed costs us $440.” Quinn did the math in his head again. He thought 525 missed appointments multiplied by $440, which means a cost of approximately $231,000 per month on missed appointments. He shook his head in disbelief, but numbers don’t lie. Something caught his attention out of the corner of his eye. There was something on NNSY’s digital sign located in the waiting area of the clinic caught his attention. C.O.R.E. “Hello detective,” said Kiara Guzman, Code 1102.7 medical administrative support specialist. “Can you explain to me this C.O.R.E.?” asked Quinn as he licked the tip of his pen and started scribbling in his notebook. “They are the organizational values that Norfolk Naval Shipyard use every day. C is for Care,” replied Kiara. “Care as in these medical appointments.” “Yes. We care about our employees. These
medical appointments aren’t made to be an inconvenience. These medical appointments are a proactive way to track our employees’ health,” said Kiara. “I remember while investigating a noshow the other day, Jones had said that during these medical appointments, two employees found out they had health conditions that could be life threatening.” “Yes, detective. That is true. If they would’ve missed their appointments, they would never know they had a heart condition or a tumor.” Quinn scribbled in his notebook. He still had no clue why the no-show rate is so high. Making one last scan of medical, he headed to the waterfront. “Excuse me, I’m investigating a medical appointment no-show,” said Quinn as he approached Ray McCarthy, Shop 64 Resource Manager. “How can I help you, detective?” asked McCarthy. “What can you tell me about missed medical appointments?” “Medical appointments are treated as a job assignment. It is extremely vital that all medical appointments are kept,” replied McCarthy. “If a person's medical runs out, they are not qualified to perform the duties they are expected to perform.” “And if they’re not qualified to perform, that means the job won’t get done or will take longer than originally planned?” “Yes, detective.” Quinn scribbled in his note shaking his head. “I know one thing,” he muttered. “If the shipyard pulls together and has its workers start making their medical appointments, then Norfolk Naval Shipyard will knock the number of missed and canceled medical appointments down significantly.” Quinn’s cell phone gave off the annoying ring from his pants pocket. He pulled it out and flipped it open. “Quinn here…another no show? I’m on my way.” APRIL 2019 • SERVICE TO THE FLEET • 7
Shipyard Insider: BUZZ & BYTES
SEXUAL ASSAULT AWARENESS AND PREVENTION MONTH AT NNSY For the month of April, Norfolk Naval Shipyard participates in Sexual Assault Awareness and Prevention Month. Our goal is to achieve a culture free of sexual assault, through an environment of prevention, education, training, response capability, victim support, reporting procedures, and appropriate accountability that enhances the safety and well being of all persons covered by the directive. There are several events planned throughout the month, including the Kick-Off Ceremony April 5, Denim and Teal Thursday on April 18, and the Fourth Annual Bowling Tournament on April 26. For more information, contact the NNSY SAPR Office at 396-7985 or 396-1798. (Photos by Shelby West, NNSY Photographer)
» POSITIVE YARDAGE
NCMA FOODBANK INITIATIVE Last month 19 NNSY’s Chapter of the Naval Civilian Managers Association (NCMA-NNSY) members and family volunteered their Saturday morning at the Foodbank of Southeastern Virginia and the Eastern Shore to pack student lunches, sort incoming food donations, and assist Foodbank personnel with audit preparations. In addition to volunteering their time, NCMA-NNSY members also collected and donated 41 lbs. of food and $325 in cash, which is equates to providing 846 meals. Since 1981, the Foodbank of Southeastern Virginia and the Eastern Shore has been providing food for those in need throughout the local community.
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NOBODY GETS HURT TODAY! Safety starts with YOU. YOU are NNSY's most vital asset. NCMA Scholarship Opportunity The Norfolk Naval Shipyard Chapter of the Naval Civilian Managers Association has opened up its scholarship opportunity for 2019. Applications are available now on the NNSY NCMA WebCentral page: https://webcentral.nnsy.navy.mil/sites/Associations/NCMA/ default.aspx. Scholarships must be completed and returned to John Satcher no later than April 19. For more information, please contact Scholarship Committee Chair John Satcher at 757-284-8749.
SEE SOMETHING? SAY SOMETHING. NAS Scholarship Opportunity The Norfolk Naval Shipyard Chapter of the National Association of Superintendents (NAS) is offering multiple $500 scholarships to outstanding dependent students of shipyard military and civilian employees. Applicants are evaluated based on their academic achievements, extracurricular, personal, and service activities, and a short personal narrative. All applicants must be sponsored by a member of the NAS. A list of members can be found in the outlook distribution list titled NNSY_Superintendents Assn. Sponsors will provide a copy of the current year application.
2019 TRAINING OPPORTUNITIES In an effort to provide NNSY employees information and education on beneficial Human Resources topics, FLTHRO will host informal Lunch and Learn training sessions throughout the year. Bring your lunch, FLTHRO will provide the education! All NNSY employees are welcome and encouraged to attend these informal sessions. FLTHRO has seating for 33 employees, and attendance is on a first-come, first-served basis.
SERVICES ONLY weekends In accordance with the NNSY Overtime Management Policy, several weekends in 2019 will be designated as services only weekends in order to give our combined workforce (including our Ship's Force teammates) a chance to rest and revitalize. These weekends are "charge-your-battery" weekends: take time to be with your family and friends, and reflect on what we can do to take care of each other, improve communications within our teams and think about the work we are doing with a focus on safety. Thank you for everything you are doing every day. UPCOMING SERVICES ONLY WEEKENDS: April 6-7 • April 20-21 • May 11-12
9 - 11 A.M. (TRAINING FOR MANAGERS) May 30, Aug. 15 • Writing a Position Description 11:20 A.M. - NOON LUNCH & LEARNS: April 18 • Equal Employment Opportunity May 15, July 25 • Resume Writing June 11, Sept. 12 • Navigating USAJobs
» CARE FOR AMERICA'S SHIPYARD CONTINUED mission. Focus in on “Choose” and “Attitude” in this sentence. First it is our choice--we must make it, no one else can choose for us. Second, attitude is one of the most important factors in our relationship with others. It is attitude that determines what or who we are, not so much by what we have done or achieved (or failed to achieve). The player on the field may make many mistakes but if he or she has the right attitude, and the faith that they will prevail, they are respected. Everyone is watching our attitude. Put simply, the disposition in the heart of a person makes a world of difference. What is your attitude to Care and to the People of NNSY? Have you chosen the right attitude today and every day? On the deckplates, in the shops, and in our office meetings, we need to spend time talking about what Care means to us as a shipyard and to our work groups. Not only in this forum, but across the shipyard, we’re going to spend some time on each of the organizational values in the coming months to fully understand their vital place in
building high-performing teams across America’s Shipyard. I look forward to being engaged in many of those important conversations. Last, I want to say a special “aloha!” to all our partners from other shipyards but especially this month to PHNSY&IMF, here to do important valve work on USS Wyoming (SSBN 742) for a few weeks. If you get a chance, share some aloha and "talk story" by introducing yourself and sharing some C.O.R.E values. Norfolk Naval Shipyard, committed to our C.O.R.E.!
Capt. Kai Torkelson Norfolk Naval Shipyard’s 108th Commander APRIL 2019 • SERVICE TO THE FLEET • 9
NNOVATIO EYE ON INNOVATION
EMPLOYEE-DEVELOPED WELDING JIG HELPS APPRENTICES SOAR IN THEIR WELD TESTS
BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
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Subject Matter Expert Welding Instructor Lamont Smith saw firsthand the struggles his apprentices went through in their weld tests. The jig originally used for their test plates was showing its age and not providing the tight and accurate holds needed to perform quality welds. “I saw the need and I thought how could I help my people get the job done safely and accurately. They put in a lot of hard work and they need the equipment that supports them, not hinders them,” said Smith. Welders have to perform certain tasks to meet their qualifications in the testing area. With the original jig, the user would clamp the jig to a work bench and try to tighten the device and do accurate welds. It was in rough shape and it took a lot of work to get it set up for work. What’s more, it was not providing the accurate spacing needed for the welds, which required more adjusting on the apprentice’s part. “It was a lot of work and it wasn’t getting the job done for my people. My team was struggling in their tests and I knew I had to make a change for them. There had to be a better way," added Smith. An idea sparked one day when Smith was in the hull cut section and saw a table fitted with clamps to provide the workers with the tools they needed to properly secure what they were working on. With that table as inspiration, he developed a smaller version to fit the need of his apprentices, a mobile cart that is fitted with clamps and settings to perform the tests with flat bar and weld plates. “I ran with the idea for this mobile cart and developed it with plates, clamps, and setting it specifically to fit the need of my people who would be doing the tests,” said Smith. “As soon as I brought it in, my apprentices loved it and it’s been used every single day. It’s easy to use, mobile so we remove
LEFT: Subject Matter Expert Welding Instructor Lamont Smith and his apprentices show off how the welding jig he developed works. TOP: Close up of the welding jig Smith developed. BOTTOM: Smith clamps down the flat bar onto two test plates.
any unnecessarily lifting, and what’s more is that now my apprentices have the tools they need to pass their tests with flying colors. We’ve already seen a huge improvement and I’m looking to making more carts for our team.” For Smith, innovating at the shipyard is all about filling the need. “When we take the time to listen to the needs of our people and address them to the best of our ability, we are helping them be more efficient and showing them they matter. If anyone at the shipyard sees something around the work area that needs to be improved and they have a good idea of how to fix it, they should go for it. Talk to your leaders, go to the Innovation Lab or the Prototype Center. Your good idea could make big changes for the future. In order to make a difference, you’ve got to take that first step.”
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BUSH PROJECT IMPLEMENTS NEW INITIATIVE TO SAVE TIME AND IMPROVE WORKFLOW
BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER
Throughout their lives, people look for ways to improve. When it comes to the workforce of Norfolk Naval Shipyard (NNSY) and naval assets that come in for maintenance, processes are frequently researched, and analyzed on how they can be better. Rob Bogle, NNSY Lead for Implementation, is part of a cross-functional shipyard and Defense Logistics Agency (DLA) team that looked at the Job Readiness Cell (JRC) used by the shipyard, and came up with a plan that would improve the way business is done on the waterfront in a way that is valuable to both NNSY and its ships undergoing maintenance. USS George H.W. Bush (CVN 77) is 12 • SERVICE TO THE FLEET • APRIL 2019
the first project at NNSY that is part of a new Lean Six Sigma process, incorporating Point of Use (POU) as part of the JRC structure which continues to build teamwork, relationships, and inspire and create innovations that help the shipyard and naval assets complete their missions. JRCs began several years ago at NNSY to provide project mechanics tooling, material, consumables and a work facility co-located with the carrier or submarine—or sometimes even on the ship. "Ships and Sailors belong at sea,” said Bush Commanding Officer Sean Bailey. “We welcome new efforts to improve efficiencies and we are optimistic that our combined efforts will help make this the most successful
Docked Planning Incremental Availability (DPIA)." To commemorate the historic event, a ribbon cutting ceremony was held on March 8 for the new POU in Bldg. 369 that showcased materials, tools, and storage that will eliminate valuable loss work time. “This change is something we really needed. Under the old system with the JRC, we had a team of ‘spiders’ and ‘striders.’ Each work cell had spiders who would identify all of the consumables and all of the tools that would be needed for the work execution,” said Bogle. “The strider team members would have to go to a lot of different locations across the shipyard picking up tools, materials, and consumables, which caused workers to lose
NNSY Shipyard Commander Capt. Kai Torkelson explains the value of the Point of Use to guests at the ribbon cutting ceremony March 8.
LEFT: Code 377 Deputy Project Superintendent Jim Brewer, NNSY Shipyard Commander Capt. Kai Torkelson, Code 920 Deputy Superintendent John Peters, and Code 900P NNSY Lead for Implementation of the JRC Rob Bogle cut the ribbon for the new Point of Use. BOTTOM: Attendees of the Bldg. 369 Point of Use Ribbon Cutting Ceremony pose for a group photo March 8.
valuable work hours.” After research, analyzing data, and following the steps of process improvement, the team came up with a streamlined plan that would effectively reduce lost work time. It is configured from a centralized work execution area, and increases workflow by adding portable tool rooms, a central material envelope for the kitting of materials, various methods for obtaining consumables, and a rip out material laydown area manned by a pier master to account for everything that is removed from the ship. “This type of execution area is open to support every shift worked during the availability. This POU system is not only valuable, it is essential to our mission because
it will help drive good work behaviors,” said Bogle. “With this, the workers don’t have to stop work and go across the shipyard to get a tool or material, carry tools or materials around, or leaving them in a job box somewhere.” This new process allows the workers to pick up their kit at the beginning of their shift, go to their designated work area, perform their job, and at the end of the shift, they will drop off any rip-out materials they have to the pier master. “Having the POU in place is really going to improve the project environment for our mechanics executing value added work. It is vital that we effectively utilize the productive capacity of every mechanic, which helps us
get closer to the goal of completing each availability on time or ahead of schedule,” said Thomas Perri, Code 900P Engineering Technician. He added, “We are working on getting color coded radio-frequency identification (RFID) Material Control Tags (MCT) that would provide a reliable and efficient method of visual identification of the intended storage location/destination and the ability to electronically track our valuable naval ripout material assets.” The RFID goal is to provide the ability to identify the location of rip-out material 24 hours a day and throughout the entire availability. “When fully implemented the RFID MCT’s would provide real time tracking of every piece of rip-out material as it flows through the repair/refurbishment process, including each time it is sent back to long or short term storage locations,” said Perri. “The tags would save valuable man hours and money by dramatically reducing the risk of misplacing or losing rip-out material.” The Lean Six Sigma team project members are excited about how the new changes are going to have a positive impact on the shipyard, morale, and project execution. “This process is intended to value the time you spend here at America’s Shipyard, and increase your potential to perform real work that will contribute to our mission of delivering ships back to the fleet safely and with first time quality,” said Shipyard Commander Captain Kai Torkelson. “The Point of Use is a perfect example of taking care of our workforce on the waterfront by centralizing the project teams and their materials needed to complete their jobs throughout the DPIA.” The new POU is part of the shipyard’s optimization plan. The shipyard’s Lean Six Sigma Black Belt Process Improvement Team assigned to the ship will continue to analyze and improve processes throughout the availability. The results and metrics will add value to improve elements and processes for future availabilities.
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Norfolk Naval Shipyard Lead Open Mic Session with NAVSEA Leaders in Honor of Black History Month BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER The Norfolk Naval Shipyard (NNSY) Diversity and Inclusion Office (Code 1103) and the African American Employee Resource Group (AAERG) presented “Open Mic Session with Naval Sea Systems Command (NAVSEA) Leaders – How’d They Make It?” in honor of Black History Month Feb. 27 in Bldg. 163 High Bay. More than 40 members of the workforce attended to learn about the professional journeys of Deputy Assistant Secretary for the Navy for Expeditionary Programs and Logistic Management Jimmy D. Smith, and Director of the Missile Defense Agency (MDA) for the Office of the Secretary of Defense John H. James, Jr. “I graduated from Tuskegee University and started working at NAVSEA in a one-year assignment rotating in the various technical disciplines offered,” Smith said in his introduction. “I was going to be working with submarines and was going to be sent for my first tour at Norfolk Naval Shipyard (NNSY) when there was a reduction in the workforce. I, along with 28 other employees straight out of college, wwas let go. I was RIF'ed. I managed to find another opportunity for 14 • SERVICE TO THE FLEET • APRIL 2019
employment in the submarine community working on the Virginia class and I worked my way up through the ranks to where I am today.” In James’ introduction, he shared his connection with America’s Shipyard. “I started my career here in 1981 and worked here every day for five years,” he said. “My training here on the waterfront continues to serve me well today. I’m in lots of technical meetings where I still have the opportunity to use my expertise and experience that I gained here while on the waterfront. And people are amazed with how much I know and they ask me how do I know that. I tell them I’ve actually seen it down on the waterfront. The experience and boost that I got here at the shipyard has carried me the entirety of my career.” James continued, “What you do here every day is so important, and I know it’s hard for you to see it, but up at headquarters we see it every day. What you do every day provides protection to the United States and serves the Navy’s mission. In case no one’s told you lately, thank you for what you do every day.” The audience members were then given the chance to ask
LEFT: Deputy Assistant Secretary for the Navy for Expeditionary Programs and Logistic Management Jimmy D. Smith speaks to NNSY employees about the importance of taking on unexpected challenges and showing initiative. RIGHT: Director of the Missile Defense Agency (MDA) for the Office of the Secretary of Defense John H. James, Jr. speaks to attendees on the importance of finding mentors to help guide them in their careers.
Smith and James questions pertaining to their professional climb. When asked about how did he know when he was ready to transition through careers and if there was a set path, James noted that there is never a set path in any career. “There have been periods in my career where I would say I know I can do the job,” he said. “When I first started my job here, it was hard work and I would have a long list of action items with each assignment. So I would work hard to get the job done so I wouldn’t have any action items anymore. It would get to the point where folks would ask for me to do the job because they knew I could do it. Those are the moments where you should look at doing something else. It’s good to do that because you can start that new position and utilize the experience you have already gained, overlaying it to contribute and learn on the job. It’s not an easy task because it would require you to get uncomfortable at the job again. It’s scary but it’s always going to be that way starting that new career. You need to have that courage to take the next step.” James and Smith spoke of the importance of taking on unexpected challenges and showing initiative throughout one’s career. In addition, they spoke about the importance of finding mentors to help guide them in their careers. “One day my boss came to me on the job and tapped me on the shoulder,” said James regarding one of the most memorable mentors in his life. “He said when you get a chance, come see me in my office. He asked me if I ever thought about applying for the Commander’s Development Program. And at that moment, I knew to read between the lines. When someone of that seniority asks you a question like that, it isn’t a question. They are pushing you forward in the right direction. This man throughout my entire career mentored me and guided me until the day he passed away in Boston. He helped mold me into who I am today so you’ve got to learn to be receptive to what folks are telling you.” Smith took a moment to address his personality and how
it applies to his work. “You would never know this as you see me standing before you addressing a crowd of people but I’m very much an introvert,” he said. “I’m an engineer through and through so I would rather sit in my own little corner getting work done than interacting with others. But you have to overcome those obstacles to get the job done. Every day I’m talking with folks and leading discussions. But I take time during my weekends for me – including spending hours mowing my lawn so I have my time to myself to recharge the energy I spent that week with others. Everyone has their own weaknesses. You have to find the balance needed that best fits you. You can overcome anything if you put that foot forward and face that challenge head on.” When asked what his most memorable moment was throughout his career, James motioned to the audience as he shared the story of the USS San Francisco (SSN-711). “My proudest moment came from an incident with the USS San Francisco. The crew had hit something three days from land in the Pacific and I rushed into action that night to find out what happened. I had found out from the crew that when they had hit, they were able to pull the emergency blow system and it worked. The ship was able to come to the surface despite the chaos of the incident and lives were saved. That ship was last worked on here at NNSY and it was because of your efforts here every single day that those men and women survived. That is what I’m most proud of. The work that you do saves lives. Thank you for everything you do.” Following the program, Shipyard Commander Capt. Kai Torkelson presented James and Smith with a plaque in gratitude for their time spent with the NNSY workforce. “I’m so happy to see our folks have the opportunity to interact and learn from those who have worked hard for the Navy’s mission. I hope we all are able to take what we’ve learned and share that with our teams back at the job site. We should force multiply the messages presented today and together we will continue to work towards serving our great fleet.” APRIL 2019 • SERVICE TO THE FLEET • 15
Kelly Souders and Kendra Dildy are sharing successful carrier availabilities stories to Ben Kustesky, Jon Morris, and Gerod Robinson.
A 25-year history of teaming: Carrier Team One works on improving availabilities throughout the enterprise BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
When you hear the words Carrier Team One (CT1), you might automatically think of someone who works on or is stationed on a carrier, or part of a strike group. That is partially true. Carrier Team One has been around for 25 years, and has pulled together all of the entities that make a carrier availability a success. Its members constantly communicate with naval and civilian shipyards, and various military and civilian agencies across the country that have anything to do a with a carrier. As a team, they are continually working on an improvement of ways naval and civilian entities communicate, learn, and innovate improvements. “When you think of CT1, we want you to think and remember us by our slogan: ‘Ask, Improve, Share.’ It is a way of helping people understand what knowledge management is and why it is important,” said Kelly Souders, Carrier Team One Program Director. “It starts with someone on a project carrier team, asking another group, ‘how can I do this process better or repair better?’ We help get the information they need so they can improve their maintenance or 16 • SERVICE TO THE FLEET • APRIL 2019
repair. That information gets shared with the community through CT1.” When it comes to carrier availabilities and most importantly, what the main elements are to make a successful maintenance evolution happen, people, knowledge, and skills are still at the top of the list, just like they were when CT1 began in the 1990s. “We learned a long time ago it is the people and the processes that repair aircraft carriers,” said Jon Morris, Carrier Team One Propulsion Plant Matters Assistant Process Master. “That is why we started building the relationships with all of the yards, both military and civilian. It is important that we were all on the same page and doing the jobs on the carriers to the best of our ability. There is a lot of knowledge out there and without being able to share it, we wouldn’t be where we are today.” The CT1 Project-centric Knowledge Sharing Strategy (PCKS) involves several tools and processes designed to position CVN project teams for success in availability planning and execution. In order
CTI 2019 PRIORITIES 1. Successfully plan Optimized Fleet Readiness Plan (OFRP) Availabilities. 2. Successfully execute Optimized Fleet Readiness Plan (OFRP) Availabilities. LEFT TO RIGHT: Members of the Carrier Team One Team Ben Kustesky, Kendra Dildy, Kelly Souders, Jon Morris, and Gerod Robinson. to improve the availability process, CT1 members built a virtual campus, Knowledge Sharing Networks (KSN), Knowledge Market, and various other tools that offer information, lessons learned, and best practices that help carrier teams succeed. “One of our main tools is the Knowledge Market where carrier teams can instantly put their issues or questions. We have a dedicated team of Knowledge Exchange Managers who work to respond quickly with answers to a team’s concerns,” said Souders. “It is important for people to understand the Knowledge Market is in real time.” Another valuable resource the team uses is working closely with subject matter experts (SME). They help answer questions and add additional information into the Knowledge Market. “The SME could be a person who is working on the deckplates in a naval yard or at Newport News Shipbuilding. It doesn’t really matter where they work because their experience and knowledge is valuable,” said Ben Kustesky, Carrier Team One Knowledge Management Systems Owner. “We ask if they have done something on their carrier project and if it really worked for them to share it back to the community. That information could help everyone with better practices which leads into a more successful availability and rewarding outcomes for all of us wherever we are geographically.” Another type of tool CT1 uses is their KSNs. These KSNs continually provide carrier project teams the best information at the right time to help carrier availabilities across the globe. “Our KSN’s were developed to focus on the improvement of cross-organizational key business processes and work hard to improve, align and standardize these processes to help our Carrier availabilities,” said Souders. “One of newest tools is our Proven Practice Replication (PPR V2.0),” said Ben Kustesky, Carrier Team One Knowledge Management Systems Owner. “PPR V2.0 is out and is truly designed to impact the deckplate level work. It allows the supervisor or zone manager to go right into the system and find a practice that has been shown to work. One of our team members from here at NNSY, Puget Sound Naval Shipyard (PSNS), or another shipyard can easily find, share and use these practices.” Some of the professional rewards that those who are actively involved with CT1 at NNSY have experienced stretch from being a vital part of improving the program with carrier wins to, on a more
3. Develop our future leaders. 4. Deliver project centric knowledge management. 5. Ensure Forward Deployed Naval Force (FDNF) carrier success throughout the annual cycle. 6. Improve Ship’s Force self-identification, self-repair and Authorized Work Package management. 7. Integrate the CVN 78 class into the CVN Maintenance Plan.
personal level, learning and experiencing the processes, having their voice heard when they have an idea or solution, sharing project experiences that benefits another team’s availability demonstrating the C.O.R.E. power of building strong long lasting relationships with government and civilian shipyard counterparts, and personally seeing a process that was created on the deckplate become a standard for carrier maintenance and successful availabilities. On a continual journey of learning and innovating, CT1 has big goals for 2019 starting with bringing more people onboard the CT1 team. “We are always looking for people to actively participate in CT1,” said Souders. “We have marketing events and road shows where we share carrier project team knowledge, success story videos, strategies. If someone is interested in being a more active player, being better able to Ask, Improve, Share, the easiest way is to reach out to us by phone or email and we will get them started.” For more information on the Carrier Team One or how to join the team, contact Kelly Souders at 757-374-6698 or via email at Kelly.souders@navy.mil, Ben Kustesky at 757-636-5746 or via email at Benjamin.kustesky@navy.mil, or visit the CT1 portal at https:// usff.navy.deps.mil/sites/cnal/CT1 or visit the CT1 website at https:// usff.navy.deps.mil/sites/cnal/CT1/SitePages/Home.aspx. APRIL 2019 • SERVICE TO THE FLEET • 17
SHIPYARD SHIPYARD SPOTLIGHT: DAVID KINNAIRD STORY AND PHOTOS BY TROY MILLER • PUBLIC AFFAIRS SPECIALIST
Pay it forward. Those three words are imprinted on David Kinnaird’s heart. The Shop 89 Zone Manager illuminates those words as he walks around the sail loft looking for mentoring moments with his team. “One of my biggest duties as a zone manager is to train my team so that they can take over my job one day,” said Kinnaird. Kinnaird joined Norfolk Naval Shipyard’s apprentice program in July 2005 to become a mechanic. Since then, he’s been picking up knowledge and wisdom not only to benefit himself, but also to benefit his team and incoming apprentices. “I know what’s it like coming to the shipyard as an apprentice,” said Kinnaird. “I am able to relate to their uncertainty and newness when they step onto the shipyard for the first time. With that, I am able to make the apprentices comfortable and know that they have someone on their side who came up through the ranks.” Kinnaird thinks it’s vital as a supervisor 18 • SERVICE TO THE FLEET • APRIL 2019
to communicate with the workforce. Not only does it show that he cares, but it’s a chance to take these opportunities to pass along his experiences to better the team. LaShonda Dunston, sail loft refueling supervisor, praises Kinnaird for his leadership, constant help with troubleshooting and problem solving the everyday issues supervisors have to tackle. “He is always willing to share his skills, knowledge and expertise which has in return, made me a better supervisor under his guidance.” Kinnaird saw a chance to challenge and better himself by stepping outside the sail loft, the only place he worked since his first day. He started a new position as Nuclear Training Manager for Code 970. Little did he know at the time that this new position was preparing him for bigger and better things. “Working in 970QA gave me a chance to grow,” said Kinnaird. “I learned various computer programs that I still utilize today.”
Shop 89’s Zone Manager David Kinnaird talks career paths with Fabric Worker Jamie Faulker and Gregory Stephens as they pack life rafts for USS George H.W. Bush (CVN 77).
Nearly three years later, he found out that one of three zone manager positions became available at his old stomping grounds, the sail loft. With his newfound knowledge as training manager, plus his experience of working in the sail loft, he felt he was ready to challenge himself even more. He seized this new challenge with ambition and dedication. “Through pushing for higher quality, David Kinnaird has benefited the sail loft,” said Shop 89 Fabric Worker Supervisor Richard Breeding. “We have replaced old damaged sealing machines with new equipment, replaced a non-functioning cutting machine and doubled our automated cutting machine capacity, upgraded old and broken down sewing machines and other shop improvements that have enabled us to better support the shipyard’s mission.” Kinnaird’s team is responsible for making, packaging and assembling specialized personal protection equipment
TOP: Shop 89’s Zone Manager David Kinnaird assists Fabric Linda Jones sewing specialized personal protection equipment. RIGHT: Shop 89’s Zone Manager David Kinnaird takes a break for a photo at Bldg. 369, sail loft.
that is required for various tasks onboard submarines. Kinnaird and his crew also respond to shipyard emergencies. “David Kinnaird often came to me for advice and mentorship. He’s thanked me multiple times for seeing the potential in him, however, I too am thankful for him,” said Code 100PS’s Engineering Tech Mike Griffin. “He has the passion and drive to want to be successful and help others become successful too. I appreciate his desire to seek input, welcome perspectives, and help me think about the diversity of thought and how individual traits can lead to greatness.” Code 990’s Fabric Worker Supervisor Jacob Boyd stated that Kinnaird has strong and consistent leadership within the sail loft on all platforms. He is known for being strict and challenging, yet caring and nurturing to every member of Shop 89 regardless if they fall under his leadership or not. “Expressing thankfulness to your coworkers lets them know that their efforts haven't gone unnoticed,” said Dunston. “That's exactly what David does on a consistent basis with his employees.” The walls of the sail loft doesn’t keep the admiration that Kinnaird’s employees have for him inside. Employees are known to speak highly of him out and about the shipyard. While not at work, Kinnaird loves to travel. They have been to places like Scotland, Italy, Costa Rica, Belize and Canada. Kinnaird’s dream vacation would be going to Australia. One of the many reasons that Kinnaird likes to travel is because it gives him a chance to recharge and come back to work ready to go full speed ahead.
“I love my job and I love my people. If I am not at my best, how do I expect my people to be at their best?” said Kinnaird. “Taking these trips gives me the energy boost I need to continue to be the kind of leader and mentor that my people deserve and need me to be.” Kinnaird will continue to gain wisdom and tricks of the trade, so that he can pass them off to his team, for every time his team completes a successful task on cost and on time, it is a win for the shipyard. The employees in Shop 89 will push forward with great strides, knowing confidently that Kinnaird will lead them to success and to be proud of their accomplishments.
APRIL 2019 • SERVICE TO THE FLEET • 19
75 employees pledge to change cultural behaviors STORY BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER
March 4 marked a historic day at Norfolk Naval Shipyard (NNSY) as 75 employees raised their right hand and took an oath to become Care, Ownership, Respect, and Excellence (C.O.R.E.) Force Multipliers. The event marked the team of force multipliers officially starting their journey to bring awareness and help the workforce understand the meaning behind C.O.R.E. and its impacts to the mission. “Norfolk Naval Shipyard’s mission is not just delivering ships. It is people. We need to look at the way we treat people, the way we act as a team, and how we are going to change,” said Gary Sauers, Code 105 Director of Radiological Control. “For years, we have been trying to figure out why the different initiatives weren’t working and what we have realized is, it is the behaviors. It is how we value and treat our people.” Throughout decades, there has been one, two, 50, 100 or more people who have said and taught the words: if you take care of your people, they will in return take care of you. “I think the people piece of the business is so important, because it is the people who make change,” said CAPT Dianna Wolfson, NNSY Business and Strategic Planning Officer. “It’s the people who drive results. It is the people who do the work. If we don’t take care of those people who are delivering the naval assets back to the fleet, we are not doing our job right.” In the NNSY Command Philosophy, it begins with “people are at the heart of what we do to accomplish the mission of Norfolk Naval Shipyard.” 20 • SERVICE TO THE FLEET • APRIL 2019
Henri Zajic, NAVSEA 04R agrees with that philosophy and considers NNSY to be a national treasure with a big future when it comes to its people, the work that is done on a daily basis, and its mission to the Navy and our country. “In my mind, there are five critical elements that make up this national treasure that is called NNSY. It has a skilled workforce, engineering, management structure and system management tools, infrastructure, and integrity,” said Zajic. “Over the past 50 years in our nation, we have gradually shifted from being an industrialbased economy to a service-based economy. What that means to us is, people don’t really ever understand deeply the work you do, how important that work is, and how difficult it is for you to get that work done.” The C.O.R.E. force multipliers are ready for the challenges that lie ahead of promoting workforce change by helping the workforce voices be heard, helping employees understand they are valued, and influencing positive change across the shipyard. “All of our efforts to improve capabilities, to develop people, and structure our organization, must align to a fundamental principle,” said Shipyard Commander Captain Kai Torkelson. “Changing a culture takes more than a memo. It takes more than the words that are on paper. Changing a culture is more than painting a logo on the side of a building.” Changing culture can be presented, seen, and heard in many forms. It can also hold a special value. Wolfson has carried four words (discipline, responsibility, integrity, and patience) with her
THE FORCE MULTIPLIER OATH LEFT: Brian Darden, Code 105.1 Deputy Director, Radiological ControlsSupport Operations addresses new NNSY Force Multipliers during the March 4 event in the CBR; RIGHT: Captain James "Jip" Mosman, NNSY's Operations Officer, signs the Force Multipliers declaration.
throughout her life. They have helped her see things differently, impacted her naval career more than she expected, and has helped mold her into the person she is today. She explained those words are also similar to the words used by the Chief of Naval Operations (CNO) in his design in maintaining maritime superiority which are accountability, initiative, integrity, and toughness. “I compare discipline to accountability. Discipline at the shipyard is to understand our motives. I compare initiative to responsibility. Responsibility-to build an organization that has expertise as though you don’t need a boss. Integrity is being a person of your worth. Always do what is right and honor your commitments,” said Wolfson. “The CNO talks about toughness. I believe you cannot achieve toughness without some amount of patience because you never quit and go home. You keep fighting with that strength and resilience. We prioritize others over ourselves. When we do that, we achieve something much greater which is a culture of excellence.” The force multiplier team is ready to bring forth a positive change to the workforce not just presently but well into the future. “The C.O.R.E. Force Multipliers will be at the forefront and ensuring America’s Shipyard successfully implements these values throughout our entire organization,” said Torkelson. “They are essential to elevating America’s Shipyard to a new performance level that builds our trust, our confidence, and our credibility with the Navy, with our nation, and with each other.”
We the members of NNSY team of force multipliers, do hereby declare our unwavering commitment to the team centered values of C.O.R.E.-Care, Ownership, Respect and Excellence. The evidence of our dedication to this course will be measured by the quality of our daily interactions with one another, the establishment of a climate where we truly value and respect our entire workforce and a noticeable improvement in the on-time delivery of ships and submarines that return to the fleet ready to support the mission of our navy and ultimately our nation. We acknowledge the challenges that lie ahead but embrace each one as an opportunity to get better. Each individual who signs this proclamation has already begun the journey to improve one’s self and in turn will fully support each team member who comes forth and who is willing to put their shoulders to the wheel. Here in NNSY, our history is enduring and our legacy is strong, but we must be committed for our heritage to live on. We are America’s Shipyard and we are committed to our C.O.R.E.!
APRIL 2019 • SERVICE TO THE FLEET • 21
EARNING A BLACK BELT ISN’T JUST FOR KARATE STORY BY APRIL BROWN • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER FROM LEFT TO RIGHT: Kelly Carson, Code 100PI Engineering Technician; Khiari Tyler, Code 100PI Master Black Belt Instructor and NAVSEA Lean Six Sigma College Branch Head; Clara Cuervo, Code 100PI Industrial Engineer; Megan Hanni, Code 100PI Engineering Technician.
In September 2018, three Norfolk Naval Shipyard (NNSY) employees set out for an adventure in Lean Six Sigma Black Belt training that would change their way of thinking, working, interacting, and how they could help bring process improvement to the workforce. When Megan Hanni, Code 100PI Engineering Technician first heard about shipyard workers becoming black belts, the first thing she thought of was karate. She was intrigued when she discovered it was learning about process improvement and innovation. “When I was in work packaging, I saw information about Lean Six Sigma and how to get a green and black belt,” said Hanni. “If someone is interested in becoming a black belt, they need to get their supervisor to agree for them to apply for the program which is one week out of each month for six months.” Those six months helped the three employees, who call themselves the three musketeers, who never dreamed how going to black belt college would open so many doors and upward mobility at NNSY.
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“Becoming a black belt was a very good decision because it has helped me learn a lot about the shipyard and its processes,” said Clara Cuervo, Code 100PI Industrial Engineer. “NNSY is an organization of high complexity. I have been learning about the shipyard through senior and middle management as well as through the engineering technician’s eyes; what they do in their shop, and what projects they work on. It is also important to get the right sponsor for the project you are working on.” One of the requirements prior to being selected to attend black belt college is to have a senior manager sponsor. One of the biggest advantages of sponsoring an employee is it will help the sponsor make improvements in their shop or code. “One of the projects Megan and I worked on was excess equipment in the shipyard. It took a lot of work, but we were able to help the shipyard get $6 million to remove the excess equipment that was around the shipyard,” said Kelly Carson, Code 100PI Engineering Technician. “We pushed
it all the way through and we were able to see something go from an idea on a piece of paper to a reality. That was a huge win for us. When we saw truckloads of old equipment being removed, it felt like a victory! Being able to see a project be successful is a really good feeling and knowing you are part of something that big is pretty cool.” NAVSEA, NNSY sponsors and senior management are involved in the Shipyard Infrastructure Optimization Program (SIOP) for the shipyard. They work together to direct an overarching master plan for each public shipyard incorporating the results of a review of industrial processes, logistics streams, and workload distribution required to support ship repairs at each shipyard and the facilities requirements to support optimized processes. Dry docks and buildings are also projects that black belts help with during their training. “One of our big projects is Bldg. 510. We have been asked to facilitate with the facility issues due to its condition,” said Carson. “With Care, Ownership, Respect, and Excellence (C.O.R.E.) being a main
Code 100PI Engineering Techncian Megan Hanni explains the black belt steps to Code 100PI Engineering Technician Kelly Carson and Code 100PI Industrial Engineer Clara Cuervo.
REASONS WHY YOU SHOULD BECOME A BLACK BELT
focus and caring about people, the senior manager is trying to get help to bring the building back to standards and put the quality of life back into it.” Keeping quality of life and innovation in mind, the black belt team has been gathering information on Bldg. 510 and finding ways that will help it get ready for the new Virginia class submarines, and Ford class aircraft carriers when they come into the shipyard for maintenance. Radio-frequency identification (RFID) is one of the innovative features they are looking to put into Bldg. 510 for tracking and accountability purposes. Working on projects and learning process improvement are just the most obvious advantages of being a black belt. Others are networking, going on field trips to corporate sites to see how robotics and autonomous vehicles are blending into manufacturing, and building relationships that will last well into their careers. “Being a black belt gives you the ability to reach out to your black belt counterparts at any time and about anything. They
might have an idea of how to do something different, or if you just need to know who is a contact for what,” said Hanni. “I think an important part is that people understand that you can become a black belt at different pay levels. You don’t have to be a manager to be a black belt. Most importantly, if we could take something small and implement it into the shipyard, just imagine how things could change.” Cuervo explains change is good and it sets the stage for a new and growing culture inside the shipyard. “If you look back our history, we have always found ways to be better, to improve. It is in our DNA! I believe in challenging the status quo. I believe in thinking differently. The way I challenge the status quo is by mastering the art of simplicity while living C.O.R.E. Why not find ways to better ourselves and our environment since it is only going to benefit us, our Navy, and country?”
1. You get to work with a lot of people in and outside of the shipyard. 2. Learn how to challenge the status quo. 3. Learn tools to solve a variety of problems. 4. You get to see how different processes work within the shipyard and also other manufacturing companies. 5. It extends your thinking capability. 6. Work on different “out of the box” situations. 7. Opens doors for one’s careers. 8. Helps build morale and quality of life through process improvement
APRIL 2019 • SERVICE TO THE FLEET • 23
Command Evaluation and Review Office helps NNSY NNSY and its employees stay anchored to ethics
STORY BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER
It was only last month a former Air Force civilian employee in Hampton Roads was sentenced to four years in federal prison. The crime: embezzling nearly $1.5 million from the government over 16 years in which she claimed more than 40,000 overtime hours never worked. The prosecutor said the sentencing sent a clear message that government employees must be accountable to the taxpayers and held to the highest standards of integrity. The 11,000 employees of Norfolk Naval Shipyard (NNSY) are among those held to those very standards. The shipyard’s military and civilian personnel have a duty to report suspected fraud, waste, abuse and mismanagement to the Command Evaluation and Review Office (CERO) through the established hotline or other acceptable means. In 2018, 92 hotline contacts were received along with 14 other direct requests for investigations by the NAVSEA Inspector General, NNSY Commander, and department leaders throughout the shipyard. The number of calls marks almost a 50 percent increase from 2017, when 64 calls were logged. Are employees suddenly behaving that much worse? CERO Director Jay Jones instead sees it as a positive, citing a correlation to NNSY’s promotion of the C.O.R.E. organizational values. “I think people are seeing and saying, ‘that’s not C.O.R.E.’ They want the behaviors to be aligned with the principles,” said Jones. CERO Deputy Director Chase Goodwin agreed. “The more people hear it, the more they’re aware of it. I don’t think it’s entirely coincidental that our highest year [of calls made] was this past one.” While all matters received by the hotline are addressed in some manner, 20 of the hotline contacts in 2018 resulted in CERO investigations. These included allegations of harassment, misuse of government property, and false or fraudulent claims, with nearly half of the investigations focused on time and attendance violations. In 2018, 57 percent of allegations were substantiated. In such instances, shops and codes are directed by the shipyard commander to take appropriate disciplinary actions which can range from a letter of caution to removal from federal service. In some of the more glaring examples of fraud, waste and abuse CERO investigated last year, one employee went behind a 24 • SERVICE TO THE FLEET • APRIL 2019
supervisor’s back to provide unearned overtime to a family member. There was also the case of an employee smuggling thousands of dollars in scrap metal out of the shipyard to sell. While those are among the more flagrant violations, the CERO team is familiar with the whole gamut of wrongdoings. It might be forging someone’s signature or travel fraud with submitting false claims of additional mileage and expenses incurred. Even subtler employee wrongdoings can be problematic, with Jones pointing to extended web browsing during work hours as a misuse of both time and government property. “We do work with NETWARCOM, we get their computer logs,” he said. “We can show employees, ‘we’re not making this up, here’s the data.’ It shows right where they go.” Despite the increased workload NNSY’s award-winning CERO team of seven has juggled during the past several months, Jones and Goodwin said it’s important to continuing educating employees on their duty and enlightening them that methods for reporting misconduct do exist. “Our mission is to protect taxpayer dollars,” said Jones. “We assess the efficiency and integrity of command operations and identify conditions that adversely impact the mission of the command.” “With 11,000 people, there are going to be a number of them that just don’t know what avenues they have available for reporting these things,” Goodwin pointed out. “The more we put the word out, the more people know there is a resource available to them to investigate these types of violations.” Jones added, “We’ve worked hard in the last several years, and fortunately many people have seen the outcomes of our investigations where employees are held accountable. People can hear and see it. They know you can file a complaint with us, you can get results, and you can help the command and do the right thing.” Employees can report fraud, waste, abuse and mismanagement by calling (757) 396-7971 or e-mail NNSY_ IG_HOTLINE@navy.mil Identities of those making reports are fully protected.