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2010-2012
Norfolk Naval Shipyard
Jennifer Zingalie

100 Years of Aviation Started Here
By Jennifer Zingalie, NNSY PA Specialist

Norfolk Naval Shipyard (NNSY) has been building and repairing the Navy’s future
force and supporting warfighting readiness for over two centuries. When in November of
1910 employees were tasked to create a platform, on the forward superstructure of Scout
Cruiser Birmingham (CL-2), NNSY forefathers worked night and day to meet the call
that current shipyard workers know as, “any ship, any time, anywhere”. The platform
would serve to launch, for the first time ever, a plane from a warship.
According to Hampton Roads Naval Museum, well respected naval architect William
McEntree designed an 83X24 foot deck. However, none of his calculations had time to be
confirmed through experimentation. In fact, the design was merely based on the distance
and height, from the ship’s open bridge to its bow, versus aeronautical insight. The
shipyard also hoisted the plane to the deck of the Birmingham the morning of the planned
launch, after which the ship steamed away down the Elizabeth River to make history.
Interestingly, the launch was planned just seven years after the Wright brothers proved
they could defy gravity. The event was vigilantly coordinated, in a two-week span,
between 24-year old demonstration pilot Eugene Ely and Capt. Washington Irving
Chambers, the first U.S. Navy officer to direct and research aeronautic activities.
The day was marked as rain-filled and windy in Hampton Roads but Ely was not
deterred and by 3:15 of Nov. 14 he was ready to launch. The platform had been built at a
downward angle of 5 degrees. After the Curtiss pusher plane took off, it seemed to
onlookers, Ely--who could not swim--would meet a watery doom. In fact the plane’s tires
splashed water into the propeller. Eventually with level wings and engine at full throttle
Ely rose to the occasion.
Yet, he only got 2 ½ miles before he realized there was damage to the propeller and
quickly made the decision to land. He landed at Willoughby Spit although the plan had
been to do so at the shipyard’s parade ground. The landing took place near, what is now
known as Chamber’s Field, Norfolk Naval Station’s main airfield.
Two months later Ely would again make history. This time he would take off from and
land on the armored cruiser Pennsylvania. Only one day later, Lt. Theodore G. Ellyson
would begin flight training and become the Navy’s first aviator.
Forward thinking, innovation and a ready spirit, as one author put it, enabled “the Navy
to accomplish what no other had attempted.” This month, naval aviation celebrates 100
years of flight and NNSY remains a predominant component striving tirelessly to provide
readiness to the nation and Navy. As those who have gone before, the commitment of
each shipyard employee is exemplified in cohesive dedication to safety, timeliness, cost
effectiveness and high quality work.

History Maker: One Woman’s Victory Story
Code 950 Carol Pugh Inducted as First Female Group Superintendent
By Jennifer Zingalie

“Victory is not won in miles but in inches. Win a little now, hold your ground, and later
win a little more.”-- Louis L'Amour, America’s Story Teller
It was an historic day for Norfolk Naval Shipyard (NNSY). Carol Pugh of Code
950 (Electrical/Electronics) was inducted as the first female Group Superintendent Feb.
25, at a ceremony held in building 510.
Many came to share in the celebration. Amongst those in attendance included Pugh’s
brother and special guest speaker, Master Chief Kenneth Pugh who previously served as
the Command Master Chief for NNSY. He recognized Carol for her personal dedication
not only to the shipyard, but to all Sailors in the Fleet. According to Master Chief Pugh,
her commitment was indicative of her promotion to such an honorable position. Other
notable attendees were members of the Superintendents Association, Naval Civilian
Mangers Association, Federal Women’s Program and several NNSY apprentices.
Shipyard Commander Rear Adm. (Select) Gregory Thomas said of Pugh, “One of the
many things which makes the shipyard special today is that you get to where you are
because you’ve earned it. Carol earned being a group superintendent at one of the most
demanding and challenging shops on the waterfront … she earned it every step of the
way.”
Carol Bland, Nuclear Electrician who has worked with Pugh for over 12 years
said, “Carol has moved from supervisor, floor manager, and nuclear director. I now know
that you can do anything if you just try. She is my hero; ‘history in the making.’”
When it was her turn to speak, Pugh said she was overwhelmed because although she
recognized her induction as an historical day--she wanted to remind all shipyarders of
their contributions to history. She mentioned notable dates such as Oct. 12, 2000 and
Sept. 11, 2001, when the shipyard was amongst first responders for both the USS Cole
(DDG 67) attack and the attack on the Twin Towers in New York City.
“Those who worked on the maintenance repairs or availability, you helped show our
enemies the strength of our nation and the people that make up this nation. I want to
thank-you for your historical contributions,” she said.
Pugh also went on to tell a personal story of her third/fourth year apprenticeship. She
mentioned an installation project of a cable that proved to be a challenging job. At the
same time, she and the team she worked with had a supervisor dedicated to keeping them
on schedule, but the project didn’t seem to be going that way.
One night, tired and exhausted, Pugh went home and fell asleep. She was awakened
only a few hours later with a knife to her throat. “An assailant had broken into my home
and whispered, ‘if you don’t scream I won’t kill you or your family’,” Pugh explained. At
which time Pugh explained how many things passed through her mind, her hopes, the
safety of her family, her life.
“Then I thought about that cable,” she said as the crowd laughed. “I turned to that
would be assailant and I said, ‘Sir, I am not done with my apprenticeship program and I
have things I need to complete and furthermore, if you knew the supervisor we are
working for you’re going to have to explain to him why I am not there tomorrow’,” she

said. Although the crowd seemed to enjoy the story and her ability to lighten it with
humor, Pugh made her message clear.
“What I wanted to tell you is, in the face of adversity there will be challenges you will
have to face. There are two roads you can take—victim or victor. As the shipyard
embarks on a workload unprecedented from obstacles we have not had to face in times
past- I encourage you to choose the path of being the victor versus the victim. Thank-you
for all that you do in this shipyard. Let’s approach our history together choosing the
correct path.”

From Idea to Reality
By Jennifer Zingalie, PA Specialist

At first it was only an idea.

For former Shop 38 (Outside Machine Shop) Victor Davis, it was another valve check
which includes taking a nut off of a trim drain, typically a two or three person job and a
process that often leaves tools and nuts damaged. “There has got to be a better way,”
he joked with his friends. His frustrations lead him to sketch an idea at home during his
off time. But still he thought—“it’s only an idea”.

Coincidently, the next day as Davis stood in the tool room line to perform more valve
checks he filled his wait time by viewing the shipyards “Access Channel” (digital
signage). Suddenly, an advertisement which read “Bright Ideas” appeared on the
screen with a phone number that seemed to beckon him to call it, and he did.

“The phone call put me in contact with Pipe fitter mechanic and Union Stewart, Bob
Barfield,” said Davis. He showed Barfield his drawing and together they filled out a form
which helped further explain the idea. It was then reviewed by a panel of (XXXX) to see
if it would save time and cost, improve quality or safety.

The review also examined if the right people, materials and equipment were available to
turn the idea into reality. Davis idea met all the right requirements and was approved for
prototype. One week later Davis met with Barfield in the Rapid Prototype Center located
in building 171 on the third floor.

What is Rapid Prototype? The Rapid Prototype Center is a core team of mechanics
represented by a Toolmaker, Woodcrafter, Sheet metal, and Fabric worker with the
necessary performance improvement tools, specific industrial trade knowledge, and
equipment to quickly develop working prototypes for solutions to Shipyard performance
improvements.“It’s the try before you buy concept,” said Davis.

And like something out of the future, NNSY is able to do this with ease with a Z-Corp
Z650 3D printer--a three dimensional copier machine. One should not be deceived by
the name; this “copier/printer” actually produces 3-D models and prototypes using
plastic and printer ink. First an idea is turned into a computer aided design (CAD) which
includes a detailed diagram complete with dimensions and textures. The machine roars
to life after the CAD has been inserted and soon the idea is a tangible item that can be
held, observed and analyzed.

Davis idea includes a barrel spanner threaded into a strong back plate that bolts to the
bonnet of a ball valve. The threads on the barrel spanner and strong back plate match
the threads on the valve stem packing nut. This allows for positive engagement of the

barrel spanner tangs into the slots of the packing nut for removal without damage to the
packing nut or internal bonnet threads. This particular tool can work on up to three
different valves.

Seeing his idea come to fruition excites Davis, not only because it creates an immediate
process improvement, but because he knows he isn’t the only person out there with an
idea. “Right now I can think of at least five people who have created their own tools and
keep them in their tool bag,” said Davis. “Now, when people share their ideas everyone
can benefit from them.”

Wounded Warriors Continue to Serve at Norfolk Naval Shipyard
By Jennifer Zingalie, C1160 Public Affairs Specialist

For Staff Sgt. James Faraci, attending the Norfolk Naval Shipyard (NNSY)
Wounded Warrior Symposium May 4 wasn’t just for a conversation it was for an
opportunity; an opportunity to serve.
Although at first sight it may not be obvious--the stout Marine is a Wounded
Warrior. During his 12 years of Service, the 31-year old and father of three has been
deployed to Iraq three times.
In 2004, during four days of intense fighting in what is now known as the Battle
of Ar Ramadi, Faraci, the former infantryman, was blown off a wall he had been leaning
against, which had been hit by a rocket. During another deployment in 2006, he had to
hastily jump from a moving Humvee to avoid an Improvised Explosive Device. Because
of these incidents, he suffered severe hearing loss and sustained knee damage.
Recently at a duty station in Norfolk, Va. he was able to be completely checked
out at medical facilities. From there, he found out he had irreparable nerve damage in his
arm which has lost almost all sense of feeling. He also learned he was suffering from Post
Traumatic Stress Disorder (PTSD), an anxiety disorder triggered by traumatic events.
Faraci was sent on to a medical board which determined he was no longer fit for
duty. He was then transferred to the Wounded Warrior Program. Two days later, he was
at the NNSY Wounded Warrior Symposium.
“I definitely feel this is an important program, especially for these guys coming
back from deployments to Iraq or Afghanistan. I think it gives the guys coming back a
sense that people want them, people care about them. They didn’t have that back in
Vietnam or Korea. Honestly, I feel if anyone can do the job the military does they could
do anything else,” said Faraci.
According to Jason Araugal who is on special detail at Naval Sea Systems
Command (NAVSEA) the national average unemployment rate for people between the
ages of 18-26, is at approximately 24 percent. “For Wounded Warriors that number is
double,” he said. “Many of these folks are coming home without the skills they need to
enter the workforce. Some may need help modifying their aspirations and transitioning
back into civilian life which can be difficult. There are many ways to get them the help
and skills they need through mentorship, training, education and internships. We
encourage what they want to do.”
NAVSEA Special Placement Analyst Jenna Sarafin added, “A Wounded Warrior
is someone who is wounded, ill or injured 30 percent or more. In order to work at
NAVSEA, injuries don’t have to be combat related.”
“What we do is take their resumes and get them to hiring managers and provide
them with great candidates who are able to do the job.”
As the shipyard aligns itself with NAVSEA it has followed their lead in
supporting the Wounded Warrior initiative and provides training, apprenticeship

opportunities or a full-time career. It also allows some active duty to come into the
shipyard and receive on-the-job training to see if it would be a good fit for them. If it is,
once they are off active duty, they are offered a place of employment.
James McCullough, NNSY Diversity Officer said, “When we started researching
this program we found out there was a lot of experience--whether it was education or
skills it’s all there. We have a resource we can use,” he said. “Wounded Warrior Program
will become a part of our culture.”
Kenny Bullock, a 20-year Navy veteran and former First Class Boatswain Mate
who had heard about Wounded Warriors several times was hesitant to utilize the
program. “I guess the thing is I don’t feel worthy. There are others out there whose
injuries are a lot worse than mine but it is important for Wounded Warriors to take and
accept the help and care they can get. This program is not a handout, we need this. It is
something that helps people,” he said.
Sarafin added, “This program doesn’t just stop at getting them a job. We work to
help get them out of debt, with programs like USA Cares and with other military agencies
that help find resources for them. We also help get children on priority one daycare in
military facilities so that they can get to work. The things we do go way beyond simply
getting people positions in workplaces.”
Shipyard Commander, Rear Adm. (Sel) Gregory Thomas, believes strongly in the
Wounded Warrior Program. “These are people who have a profound understanding of
what it means to put it all on the line and serve others. I think connecting to them helps us
as a shipyard better connect to who it is we serve and why,” he said. “Now it is our
opportunity to serve them in return and give them an opportunity to continue to serve. It
is a continuation of what we love to do as a shipyard.”

Heavy Metal Artists Support Readiness
By Jennifer Zingalie, C1160 Public Affairs Specialist

Norfolk Naval Shipyard (NNSY) is the last of the four naval shipyards to still house the
boilermaker craft. As one of the smallest shops in the yard, Shop 41 has 104
boilermakers; they perform work both here and travel extensively to assist the other
yards. As premier craftsmen, boilermakers have, throughout time, not only built boilers
which generate steam; but also influenced the nation’s economy, social infrastructure and
military readiness.
The profession of boilermaker dates back to the 1800’s. Their relevance greatly
advanced during the Industrial Revolution when the need for steam, which began with the
railroad, was in demand. As industry advanced it was only natural this unique craft would
take a major role in naval shipbuilding.
Although NNSY no longer builds ships, the need for boilermakers remains. According
to Shop 41 Resource Manager Andrew “Radio” Friesen, a boilermaker must be a jack of
all trades. Because of their expertise in fabricating heavy steel plates, a boilermaker can
also perform the work of such trades as a sheetmetalist or ironworker—in fact, their
ability to bend metal is unmatched.
“I first came into the shipyard in 2006 as an apprentice—at the time, I was so excited to
get an interview it didn’t matter what I would be doing—I didn’t really know what a
boilermaker was,” said Ebony Lee, Shop 41 boilermaker mechanic.
Now being in the yard for over five years she could easily explain this complex job to a
child. “A boilermaker is anyone who fabricates, assembles, installs, tests or repairs
boilers,” she said. “And boilers supply steam to drive turbines in ships and most power
plants. If you didn’t have boilermakers then [some] ships wouldn’t move.” They also
provide hot water used to cook and bathe.
Boilers not only help move ships, but they also have a long life-span; some can last up
to 50 years. Because of this, boilermakers must maintain and upgrade things such as
boiler tubes, heating elements and ductwork. They also do things such as clean vats (large
containers used to hold liquids), repair defective parts using welding equipment, and
inspect fittings and check valves just to name a few.
According to third-year apprentice Shannon Love, “Although we fabricate and install
our own products we do rely on other shops such as Shop 38 for things like install with a
check valve or Shop 56 for piping.”
The work of a boilermaker is typically demanding. Lee explained, “In this job ‘only the
strong survive.’ You need a strong personality and to be strong physically because you do
a variety of things; you may have two or three jobs in one day. You also need to work
well under pressure—meeting deadlines while providing quality work and doing so
safely.”
In addition, Love also said safety is what helps get the job done right the first time. He
believes this is important because it is essential to getting everyone home to their families
and ships back to their mission. It is also for this reason he feels safety and teamwork go
hand in hand. “It’s no different than when I was a Marine in Iraq. You look out for the
guy on your left and on your right--it’s the same way in the shipyard.”
Friesen explained like in all NNSY shops, safety certainly is a top priority. This is
because the work a boilermaker does is often in small and cramped quarters inside a

boiler, vat or tank. These areas are not only confined, but can also be dark, damp and
poorly ventilated. Personal protective equipment such as a hardhat is a must, but a
boilermaker may also be required to wear a harness, protective clothing or a respirator.
“Paperwork is also crucial,” said Friesen. “It’s vital we check over our specifications.
The paperwork gives every detail from what boiler you’re working on to what needs to
be done. You don’t want to make the critical mistake of opening the wrong thing because
you didn’t look at your paperwork. We are working with steam pressure and air ducts and
remove covers that can weigh up to 270 pounds.”
However, safety and quality seem to be second nature to Shop 41; according to Love it
is simply a part of their craft, one which is continuously moving forward. Boilermakers
throughout time have had a hand in many things--from the blast furnaces used to create
steel, to the riveting of bridges and ships, to helping build solid fuel rocket boosters used
to send astronauts into space. Across the nation, power houses and hydroelectric
facilities, which support the American way of life, are built and maintained by
boilermakers just like those in Shop 41.
Although some would say the future of boilermakers is gas turbines and nuclear power,
for this shop the future is clear. “No matter what happens we’ll always be Shop 41,” said
Lee. “At the end of the day, the most important thing is that we are here for our Navy
which fights for our country--that is the significance of our shop.”

Press Release
Public Affairs Office FOR IMMEDIATE RELEASE
Ph. 757-396-9550
c. 757-374-6691
jeffrey.r.cunningham@navy.mil

Norfolk Naval Shipyard to Temporarily Close Gate 15
City of Portsmouth Traffic Patterns May be Affected

Norfolk Naval Shipyard will close Gate 15 beginning Dec. 20 and is expected to

remain closed for approximately four months. The closure comes in order to complete

gate construction upgrades.

For the duration of this renovation the hours of Gates 15B and 36 will be 4:30-8

a.m. inbound with Gate 36 reopening outbound at 2:30-5 p.m. Monday through Friday,

Gate 36 will be two lanes both inbound and outbound.

Gate 3, 14A and 18 will open 5-8 a.m. inbound and 2:30-4:30 p.m. outbound

Monday through Friday. Gate 10A, parking lot, Port Centre will be open 6-7:30 a.m. to

inbound foot traffic and reopen to outbound 2:30-4:30 p.m. Monday through Friday.

Upon exiting the truck inspection station, commercial vehicles should utilize Gate 29

which will open 4:30 a.m. to 6 p.m. to inbound and outbound traffic Monday through

Friday. Gate 10 will be open 24 hours-a-day, seven days-a-week to inbound and

outbound traffic.

--USN--

If you would like more information about this topic, contact the Norfolk Naval
Shipyard Public Affairs Office at 757-396-9550

NORFOLK NAVAL SHIPYARD (June 29, 2011) – Thirty-three years of service came to
an end as the Los Angeles-class attack submarine USS Philadelphia (SSN 690)
inactivation ceremony was held June 29 at Norfolk Naval Shipyard near.

The 63 members of the ship’s crew stood on the pier and watched as the colors were
lowered and the final watch was relieved. Soon after the ship was transferred to the
shipyard Commander, Rear Admiral Joseph F. Campbell, for completion of the final
inactivation stages, due to finish in mid-August. The crew will now return to various
commands throughout the Fleet.

With tears in his eyes, the Philadelphia’s final Commanding Officer, Commander David
Soldow explained his feelings about the day. “It’s heart wrenching. There are no words to
describe seeing your ship taken out of service for the last time.”

During the ceremony Campbell said, “From Scotland to Bahrain to Gibraltar, members of
this crew have served the United States as ambassadors and have done our country proud.
While the boat may be inactivated one thing that will always remain active--the
memories made amongst the leaders and crew members of this fine machine.”

Throughout its 33-year life cycle Philadelphia supported numerous operations including
Operation Desert Storm in 1991. It was the first submarine to receive the Tomahawk land
attack missile capability and was also the first Las Angeles submarine to be refueled at
Portsmouth Naval Shipyard, Kittery Maine. The ship also became the first Los Angeles
class submarine to complete more than 1,000 dives.

The contract to build Philadelphia was awarded to Electric Boat Division at the General
Dynamics Corporation in Groton Jan. 8, 1971. Philadelphia's keel was laid Aug. 12,
1972, and was launched Oct. 19, 1974 and was commissioned and officially put into
service June 25, 1977.

The weekend of June 24 marked 34 years since Philadelphia was commissioned and one
year since its decommissioning ceremony.

Service to the Fleet
Norfolk Naval Shipyard “Any Ship, Any Time, Any Where” February 2011

USS Norfolk (SSN 714)
Arrives for scheduled availability

Mission: We are NNSY continuously driving to
excellence and delivering service to the Fleet--safely with
the right quality, on schedule and within budget

February 2011
Vol. 73, No. 2
www.navsea.navy.mil/shipyards/norfolk/

Commander
Rear Admiral (Sel.)
Gregory R. Thomas

Deputy Commander
Captain Robert S. Finley

Command Master Chief
Scott Kelley

Public Affairs Officer
Jeff Cunningham
Shipyard Commander, Rear Admiral (Sel) Gregory Thomas, works
with Cradock Middle School 7th grader Jahreel Francis on Jan. 8 as NNSY Informational Line
part of the shipyard’s Literacy Partnership Program with the school. (757) 396-9551
Shipyard volunteers donate two Saturday mornings per month help- SERVICE TO THE FLEET: This DoD
ing to improve reading skills of students and preparing them for their publication is authorized for members of the
SOLs. (Photo by Brian McNeal, NNSY Public Affairs Specialist.) Department of Defense. Contents of Service to the
Fleet are not neccessarily the official views of, or
endorsed by, the U.S. Government, the Depart-
Inside This Issue: ment of Defense, or Norfolk Naval Shipyard.

CO’s Comments p3 PUBLICATION DATES: Service to the Fleet
is published monthly. Major articles are due on the
CMC’s Corner p4 10th of each month; please see Public Affairs for
writing guidelines.
Shipyard Spotlight: CONTACT INFO: (757) 396-9550
Angel Eastman p5 Editors Michael Brayshaw

NNSY Welcomes USS Norfolk p6 michael.brayshaw@navy.mil
Jennifer Zingalie
Strategic Goal #3: jennifer.zingalie1@navy.mil

Safety, Quality, Cost, Schedule, Behavior p7 Staff Curtis Steward
curtis.steward@navy.mil
Talking Shop: Brian McNeal
brian.mcneal@navy.mil
Shop 17 (Sheetmetal) p8 Kristi Britt
NNSY Outreach: Literacy Program p11 kristi.britt@navy.mil

TIP Service: Commuting p13 ON THE COVER: The submarine USS Nor-
folk (SSN 714) arrived at the shipyard Jan. 12
Learning Organization p14 for a Drydocking Continuous Maintenance
Dr. Martin Luther King, Jr. Program p16 Availability (DCMAV) which is the largest to
date being completed across all four ship-
NNSY Superintendent of the Year: yards; it requires both maintenance and
Billy Cox p20 modernization. (See article on page 6)

Federal Pay Freeze p22
Electrical Safety p24
facebook.com/pages/Norfolk-Naval-Ship-
yard/106209419410239

[Commander’s Comments]
By Rear Adm. (Select) Gregory Thomas, Shipyard Commander

A s we move into February, I would like to address the improvement
efforts being undertaken throughout the shipyard which align to
our strategic plan. This month we are focusing on Strategic Goal number
three: Safety, Quality, Schedule, Cost and Behavior.
Before we delve into that, be ready. It is wonderful to have
I would like to reiterate my family members standing a formal
appreciation to the entire shipyard watch, providing forceful back-up.
for meeting the challenges, as we As I mentioned earlier, NNSY
entered into and throughout the is all about family and teamwork-
holidays, and the first two weeks -very important attributes as we
after the holiday, safely--while continue the Drive to Excellence.
supporting critical path work During the month of February, we actions that will help us establish
on USS Eisenhower (CVN 69), are highlighting Strategic Goal ownership for those key mission
USS Tennessee (SSBN 734) and Team Three which underlines elements. Along with acquiring
USS Philadelphia (SSN 698). our efforts in regards to safety, the five disciplines of a Learning
Particularly noteworthy was the quality, cost, schedule and behavior Organization: we are profoundly
work of the project teams and (see article on page 7). This committed to developing our
crews that ensured we executed Strategic Team is headed up by people’s personal skills and
multiple propulsion plant Russ Chantry (Code 106, Safety) teamwork, which, when coupled
evolutions in a safe manner on all and Mike Zydron (Code 200, with the five disciplines of a
three projects, which personified Planning and Design). The team Learning Organization, will lead to
what NNSY is all about--family is focused on the fundamentals ownership and commitment to do
and teamwork. of our mission. These five areas our personal and professional best
I would also like to specifically (safety, quality, cost, schedule and every day.
recognize Dalia McGlone (Code behavior) are fully aligned with our One final but most important
100PI) and all those on the Martin motto and mission “Any Ship, Any note; take a hard look at the safety
Luther King (MLK) planning Time, Anywhere.” data for December (see page 19).
committee and those who assisted As with all six strategic teams, We did not meet our safety goals.
in the diversity day event. On Team Three’s efforts will continue When we don’t keep safety at the
behalf of the shipyard, I wish to to develop as NNSY defines and forefront--when we lose our focus-
extend a thank you to Dr. Samuel nurtures changes in our behavior. -and don’t take ownership of safety
Betances, our guest speaker for this These behavioral changes will we will see negative outcomes
notable day. be inspired by our dedication and hazards that are not As Low
Furthermore, I want to recognize to further invest in developing As Reasonably Achievable. By
the efforts of the alert Public Works our people and acquiring the working on behaviors, we will
Department (PWD) watch stander, five disciplines of a Learning establish the ownership required
Tim Madsen [load dispatcher for Organization. These disciplines to accomplish the results we owe
the NAVFAC Region Operation are: personal mastery, mental to the Fleet: safely delivering
Center (B174)] who helped the models, shared vision, team quality products, being on time
shipyard respond to a momentary learning and systems thinking. and on budget. By working on our
crisis in the power grid on Jan. 14. These disciplines will assist us behavior results we not only meet
While ultimately power was able to in our drive for success in such the needs of the Fleet but will be on
be restored, swiftly and with little priority areas of safety, quality, our way to becoming the number
to no effects to essential shipyard cost, schedule and behavior. It one Naval Shipyard in the U.S.
work, his vigilance allowed us to is important we work on those Navy.

Service to the Fleet, February 2011 3

[CMC’s Corner]
By Scott Kelley, NNSY Command Master Chief

Congratulations NNSY, Norfolk Naval Station
Captain’s Cup Champions of 2010!
Norfolk Naval Shipyard Sailors Outstanding job and let’s press to
participated in the following events win this back-to-back! In other
throughout the course of 2010, news, the NNSY Veterans Network
competing against hundreds of is in full swing with our latest brief
commands stationed or attached on Veterans benefits in civil hiring
to Norfolk Naval Base, and won and pay, held on Jan. 21 to a full
the competition by a landslide! house.
Basketball, Over 30 Basketball We will be trying to have a brief
(1st place), Racquetball (1st at least bi-monthly and I have also
Place), Volleyball, Spring Softball, started a Veterans Network e-mail
Summer Basketball (1st Place), group. If you would like to be
Tennis (1st place), Flag Football, added to the e-mail group, send me
Fall Soccer, Dodgeball (1st Place), an e-mail to Scott.r.kelley@navy.
Volunteer events (2nd Place). mil and I will add you to the group.

Remember Our NNSY Servicemembers
Deployed Overseas and their Families
Gunners Mate Second Class Daniel Stoops
Surface Sonar Technician Second Class GTMO GTMO
Christopher Norwood IRAQ Hull Maintenance Technician Charles Machinist Mate Second Class Jason Cock-
Machinist Mate Second Class Eric Dart- Wilkinson GTMO rum GTMO
nell AFGHAN Machinist Mate Second Class Pierce Ruef Electricians Mate Second Class Michael
Machinist Mate Second Class Jacob Green GTMO Turner KUWAIT
IRAQ Electricians Mate First Class Charles Hull Maintenance Technician Second
Engineman Second Class Johnny Abner Amos GTMO Class Charles Horgan AFGHAN
GTMO Machinist Mate Second Class Bryan Seaman, Master-at-Arms Shane McClen-
Machinist Mate Third Class Kimberly Mazac GTMO nen HONDURAS
Glenn GTMO Machinist Mate Second James Tait GTMO Master-at-Arms Second Class Travis
Machinist Mate Third Leslie Crawley Mechanical, Gas Turbine System Second Alston GTMO
GTMO Class Ryan Henderson GTMO Maintenance Gas Turbine System Second
Master-at-Arm Second Class Luis Aviation Technician Second Class Jesse Class Jacon Norton GTMO
Velazquezdelgado GTMO Kramer GTMO Machinist Mate Second Class Dasan Bulls
Engineman First Class Tyrone Jr. Kelly Electricians Mate Second Class Simon AFGHAN
GTMO Piedra GTMO Lt. Cmdr. Eric Williams AFGHAN
Engineman Erik Harris GTMO Machinist Mate Second Class Michael Fire Controlman First Class Joseph Holy-
Aviation Electronics Technician Second Clark GTMO field IRAQ
Class Michale Plocar AFGHAN Electronics Technician First Class Eric Master-at-Arms Second Class James Ra-
Machinist Mate Second Class Cedric Lev- Terry AFGHAN zanauskas IRAQ
erette KUWAIT Electronics Technician Second Class Aviation Maintenance Administrationman
Machinst Mate Second Class Shane Grif- Christopher GTMO First Class Deana Martiz IRAQ
feth GTMO Engineman Second Class Clifford Wil- Chief, Master-at-Arms Mac Blakeney
Fire Controlmen Second Class Walter liams GTMO IRAQ
Jameson GTMO Machinists Mate Second Class Kevin
Aviation Electronic Technician Scott Hoag Butler GTMO
4 Service to the Fleet, February 2011

Shipyard Spotlight:
Angel Eastman
Lean Black Belt helps NNSY chop excess
By Jennifer Zingalie, Code 1160 Public Affairs Specialist

T he United States Olympic
Committee published, “When
achieving the highest level of
(Performance Improvement)
who also just happens to be the
former World Karate Association
continuous improvement and
personal mastery – you never reach
your greatest results because things
karate . . . the practitioner will have (WKA) World Team Tournament are always changing and there’s
learned to keep the mind free of Champion in sparring, and a black always room for improvement. It’s
distractions, untrue assumptions belt in American Freestyle Karate. always good to continuously assess
and fear. This is required to This Virginia Tech (VT) graduate and improve in every facet of life,”
correctly assess and calibrate was initially hired into the Nuclear explained Eastman. “[For NNSY]
the speed, timing and power Engineering Program at NNSY this is especially important when
of an opponent.” The idea is to through an engineering expo at you are trying to get more ships out
proactively make a move before the university. After phase one safely, at a higher quality, within a
the opponent can. of nuclear engineering training, Continued on
For a Lean Six Sigma (L6S) Eastman was required to choose page 12
Black Belt, assessment is also a shop in which she hoped
important; the opponent in this case to work. A co-worker
is waste. In fact, when it comes to suggested Performance
waste, the combination of Lean Improvement
and Six Sigma is “lethal.” While (formerly known
the purpose of Lean is to eliminate as Process
waste, Six Sigma focuses on Improvement);
reducing defects and integrates the this suited her
Theory of Constraints by reducing because it was
the build-up of processes and/or very closely
workloads known as bottlenecks. related to her
These three methodologies work degree. Shortly
together to create a better flow and after she was
yield cost avoidances. accepted into
Norfolk Naval Shipyard (NNSY) the department,
Black Belts are currently process she was L6S
improvement event facilitators Green Belt
of cross-functional teams. They qualified and
Angel Eastman of Code 100PI
work to improve things such as Black Belt
(Performance Improvement),
the process of how a job gets certified.
Black Belt in Lean and Black Belt
done. One such Black Belt is “Lean is very
in Martial Arts (Photo taken by David
Industrial and Systems Engineer valuable and intuitive. Pastoriza, Code 1170 photgrapher)
Angel Eastman of Code 100PI It revolves around

Large Task Ahead Facts and
Norfolk Naval Shipyard welcomes USS Norfolk (SSN 714)
By Kent Butcher, USS Norfolk Project Team (Photo by Bill Black, Code Figures
1170 Photographer)
Builders: Newport News

Shipbuilding Co.; General Dy-

namics Electric Boat Division

Powerplant: One nuclear

B ecause of a positive attitude changes,” he said, “But both the reactor, one shaft
shared between ship and ship and project have adapted Length: 360 feet
project team as well as a “can do well and we are ready for another
spirit”, Norfolk Naval Shipyard successful submarine project.” (109.73 meters)
is prepared to excel at the Dry- Non-Nuclear Assistant Project
docking Continuous Maintenance Superintendent Richard Matthews Beam: 33 feet (10.06 meters)
Availability (DCMAV) for USS said, “The delay in the start date Displacement: Approx.
Norfolk (SSN 714). The submarine for this availability has allowed
arrived at the shipyard on Jan. 12, the project to bring on supervisors 6,900 tons (7,010.73 metric
although preparations were taking early so that they had a chance
place long before its arrival. to review their jobs and schedule tons) submerged
The DCMAV is the largest to and make changes as necessary. Speed: 20+ knots (23+ MPH;
date being completed across all This is something we have done
four shipyards; it requires both in the past but got away from. I 36,8+ KPH)
maintenance and modernization. am confident that being able to do
The availability is expected to this, implementing new initiatives Crew: 13 officers,
span 143 days. It will require such as the changes to the pre-job 121 enlisted
32,000 man-days plus more than briefs, and training supervisors on
19,000 man-days of modernization the new expectations will lead to a Armament: Tomahawk
improvements, and an average of successful execution.”
over 350-plus shipyard employees Among the biggest tasks are cruise missiles, VLS tubes (719
and alteration team members. repairs to internal tanks which will and later), MK48 torpedoes,
The availability is one of the first be executed by NNSY project team
of its type at NNSY as the second members. Another significant task four torpedo tubes
largest modernization package is an evolution requiring the ship
scheduled for an availability in to be in dock. Additionally, other
less than six months. The intricacy tasks include work on the vibration
associated in coordinating work reducer and fair water planes might ask, are team members and
between more than 20 outside overhaul (with assistance from ship’s crew ready to tackle such a
activities makes this the project OCEANEERING), and according daunting mission?
one of the most involved non-CNO to Work Integration Zone Manager Darlington’s response is, “This
level submarine availabilities ever David Tomlinson, NNSY’s “finest is a great team! We have a solid
scheduled. Tiger Team” will be completing rapport between the ship and
According to Project work on the submarine’s sonar and NNSY, and we are more than ready
Superintendent John Darlington, combat systems suites. to meet this challenge.”
“We’ve had some churn due to [a] In order to successfully execute
delay and some behind-the-scene such a large availability, one

NNSY’s Six Strategic Goals
Goal No. 3--Safety, Quality, Schedule, Cost, Behavior
By Jennifer Zingalie, Code 1160 Public Affaitrs Specialist

B y the time Dr. Martin Luther
King Jr. gave his famous “I
Have A Dream Speech” it was
a cross-functional team identified
48 attributes that characterize an
excellent shipyard. These attributes
Code 106 (Safety), focused on
raising standards and improving
performance areas in Safety,
nearly 100 years after the signing were further evaluated and Quality, Cost, Schedule and
of the Emancipation Proclamation consolidated into six strategic goals Behavior.
and America was still struggling and objectives focusing on people, Yet the team did not look at each
with the issue of equality. Yet plant and processes. category as a separate entity. The
step-by-step, little-by-little the From each goal, diverse, cross- team realized in order for there to
hopes and dreams of this one man functional teams were established be a change in any one of these

“Wemission of the
became ingrained into the hearts and championed by a Leadership areas, the biggest focus must be
of many. As time on behaviors. According to
passed America saw
a change in thought
are supporting Chantry, “the team looked
at behavioral mindsets
the
and behavior; ultimately a
change in culture.
and focused on changing
behaviors.”
shares the rich history of Fleet. We are enabling What does this mean
exactly? It means what
America. Dating back to matters most in an excellent
1767, NNSY has worked our Sailors and helping shipyard is not the “what”
under four different flags, but the “who.”
built and maintained
hundreds of ships, assisted
ensure their ship is Both Zydron and Chantry
gave an example of what
in nine wars and overcome
adversity of its own.
ready for its mission. It a behavior change looks
like. In the area of safety,
Although NNSY has been
doesn’t get any more one behavior change

”
set on fire three times, it was seen in the reporting
has never been defeated. of safety deficiencies.
The shipyard has been key important than that. According to Zydron, in
in building the U.S. Navy 2010 the majority of safety
and continues on in its --Russ Chantry, Code 106 (Safety) deficiencies (70 percent)
support to the Fleet. were identified by the NNSY
Because of its great history, it Council member, to define in Safety Department (Code 106).
is important to NNSY leadership greater detail, a clear objective, To some, this may seem right,
and employees alike to carry on by measurable goals for each fiscal however the Safety department
striving for excellence for both the year and establish initial action contains only about one percent of
present and future. In 2010, NNSY points in support of achieving the all NNSY employees.
developed a Strategic Plan, through goals set in the shipyard’s “Drive Zydron explained the good news
an initiative of its Leadership to Excellence.” One such team, for so far in 2011 is because of
Council, for improving processes championed by Mike Zydron things like the Safety Deficiency
and performance. It was during the of Code 200 (Engineering and
development phase of the plan that Planning) and Russ Chantry of Continued on page 18

Talking Shop:
Shop 17 (Sheetmetal)
By Jennifer Zingalie, NNSY Public Affairs Specialist

W hen those in Shop
17 (Sheetmetal)
craft something, a
over the world. Now
the next generation is
moving in, and although
Lena Harty said,
“Coming into the
apprentice program
they’re out defending
our country that we help
get them to and from
piece of themselves is some processes have and providing quality safely.”
built into it. According changed and newer products means a lot One of the
to shop supervisor machines are helping because I previously responsibilities of
Jack Snyder, a 33-year turn out products spent time in the Navy Shop 17 is developing,
shipyard veteran, many with greater ease as a Sailor so its back fabricating (creating)
great Sheetmetalists and speed, one thing to that camaraderie and installing
have passed through- remains the same-- of working with other ventilation. “Ventilation
-yet their products pride in craftsmanship. service members is very important
remain on ships all First year apprentice knowing that when because there are air-
tight spaces on ships.
Steam passes through
some vents which
need to be sealed tight
because steam can
damage equipment and
personnel,” explained
Harty. “What we do can
help ensure safety on
ships… knowing that
these [Sailors] are able
to do their jobs because
we did ours is important
to me.”
Safety is not the
only contribution
Shop 17 provides
the Fleet. They also
help support quality
of life by outfitting
galleys (kitchen area),
berthing (sleeping
area), and other
(Above) Working in the Brake Section of Shop 17, First-year Sheetmetal Apprentice shipboard habitability
Lena Harty, works on pipe hangars. Harty was recently trained on the machine with furniture they build
and is eager to learn more. “I always want to be able to help in any position in the through their layout
shop, I’ve always been one to get my hands into as much as I can and learn all I and design division.
can,” she said. (Photos by Bill Black, Code 1170 Photographer)
(continued on next page)

(Right) Edward Burnette,
who has worked in sheet-
metal for over 40 years,
works on one of the many
projects inside Shop 17.
“Some shops continuous-
ly do the same thing but
in this shop you will get
experience and know how
in different jobs this is
“I always liked building or
important in this shop,”
taking things apart ... I feel
he explained.
getting the hands on is going to
help me with the academics.”
--Lena Harty, First-Year
(cont’d from previous page)
Sheetmetal Apprentice
Snyder explains the
importance of providing
these products and
doing it right. “The way
I look at it is, you got
the Navy out there,
and for example, we
build them a locker.
That might be the only
[personal space] that
a Sailor gets, and they “I work in one of the best
want something they shops in the shipyard. My
can take pride in. If we level of craftsmanship, Furthermore, Shop 17 favorite thing about this shop
send a piece of junk, the shop maintains its supports the shipyard is to seeing the products that
then they’re not happy- own quality assurance by providing other we build out of a flat piece of
-I want to make sure program. Once a job shops with various metal and what we can turn it
things that go out of is finished, it gets items they may need to into--that’s what’s cool about
here are of the highest turned back over to complete their jobs. our job.” --Edward Burnett,
quality,” he said. the supervisor. The One thing that Sheetmetalist craftsman
Edward Burnette, who supervisor checks the distinguishes
has been involved with product to ensure the sheetmetal workers
sheetmetal for over 40 dimensions are correct is that they are one of
years and has worked and that it looks good the only trades that
in Shop 17 for four enough to be shipped designs, manufactures
years, agrees. Knowing to its final destination. and installs their own
he had a hand in Other products Shop products. According
outfitting ships excites 17 provides include to Snyder, “A person
him. “When I see ships fabricating and installing who can fabricate
on the news, or carriers workshop and stowage understands a little “My favorite thing about
that come into the yard, facilities, non-structural better how they can
Shop 17 is working with great
I feel proud knowing bulkheads (upright manipulate metal
people and fabricating, I truly
I’ve had a hand in some wall) and partitions. when they go to the
enjoy making sheet metal proj-
of the things on those They also manufacture
ects. I like a challenge, it keeps
ships,” he said. and install label plates.
you motivated.” --Jack Snyder,
To ensure the highest Continued on page 10 Shop 17 Supervisor


Shop 17 Supervisor Jack Snyder instructs his son, Joseph on a sheetmetal project. “It makes me feel good to
know my son is in the shop, he wants to be here, he likes doing sheetmetal work, he likes the fabrication of it all,
he really wants to learn this trade. Even at home he was always asking me ‘how do you learn this’ or ‘how do you
do that’ and my answer was and is, ‘the shipyard taught me,’” he said. (Photo by Bill Black, Code 1170 Photgrapher)

Shop 17, Cont’d from pg 9
waterfront. So if there is a problem with something said, “Building something here, and bringing it to a
not fitting properly they can actually go out there ship and seeing how hard and fast the waterfront
and fix it, or whatever they have to do to get it to workers work and also how helpful and accepting
fit.” the military members are to [Shop 17]—there is
Because of this, Burnette said, “To be a just a great deal of teamwork that goes on.” With
sheetmetalist you have to have a wide skill 131 Sheetmetalists in the shop, 22 of whom are
set and know how to do many things because apprentices, Snyder reiterated that, “There is also
there are so many different jobs to do, it’s very a lot of teamwork within the shop, they take pride
important.” in helping each other. Right now we have many
Yet, with all the work that needs to be done, apprentices in here who need help and training.”
Snyder emphasizes that safety is always a priority. Burnette also agrees and experience has
“It’s not just about someone injuring themselves taught him how important this next generation of
but there is always a possibility of injuring the apprentices are to the shop. “Yes, Shop 17 is an
person next to you. Because of the constant important part of the shipyard and it always will
grinding or beating on things in here, we wear be as long as they’re making ships out of metal.
safety equipment for ourselves but also for the You have got to have people working sheetmetal.
safety of others.” When you see apprentices that come in here and
Overall, collaboration with the shipyard and the show initiative and see them trying hard to put out
Fleet seems to be the underlying theme in the a great product-–you know as they develop over
Drive to Excellence for Shop 17. Harty, who would time and through experience they are going to
like to one day become a trainer in trade theory, excel and one day step into our shoes.”


The Need to Read:
Volunteers kick off Literacy Partnership Program
By Michael Brayshaw, Code 1160 Public Affairs Specialist

N orfolk Naval Shipyard’s
outreach coordinators were
looking for another way to serve
off the ground, and excited to see
so many come out to support our
students.”
such as an art workshop or playing
board games. Accordingly,
Shipyard Commander, Rear
the community. Some Cradock Along with NNSY Outreach Admiral Gregory R. Thomas,
Middle School students needed Coordinator Valerie Fulwood, capped off the day of the
help preparing for the Standards Literacy Program Coordinator program kickoff playing a game
of Learning (SOLs) tests. And a Marie Parish was instrumental of basketball with the students.
state-sponsored Literacy Through in setting up the program at Thomas’s 20-year-old son, Matt, is
School Libraries Grant helped Cradock. Parish has partnered also a program volunteer.
bring the two groups together. with NNSY since 1996 when the According to the shipyard
The result is the Literacy shipyard began tutoring at Emily volunteers donating their weekend
Partnership Program, which began Spong Elementary School, where time to this program, they are
Jan. 8. Shipyard volunteers donate she formerly worked. “We getting as much benefit out of the
two Saturdays per month helping to are anticipating with this many program as the students. Sandra
improve reading skills of students tutors, we will be able to serve the Bishop, a NNSY Defense Logistics
and preparing them for their SOLs. majority of our students [who need Agency contractor, said, “All my
Volunteers help students attain the assistance],” she said. “We’re kids are
a more comprehensive view of very appreciative! Our hearts are grown,
reading by closely examining such very happy and full.” so I’ve
elements as plot, point of view and Parish added that an attraction missed that
the author’s purpose. The Literacy for student participation motherly
Through School Libraries Grant is concluding feeling.
funds materials and equipment for each Saturday
the program. session with
“It was perfect! It was like fun activities
everybody walked in at the
same time,” said Dr. Rosalynn
Sanderlin, Cradock Middle
School Principal. “We’re
excited about getting
the program
(Continued on
page 22)

As part of NNSY’s Literacy Partnership Program, Cradock Mid-
dle School 5th grader Ricardo Hatcher gets some help in reading
from NNSY Defense Logistics Agency Contractor Sandra Bishop.
(Photo by Michael Brayshaw, NNSY Public Affairs Specialist.)


Although it is not a Lean event, Angel Eastman, Code 100PI (Performance Improvement)
Black Belt, facilitates a NNSY parking team event by utilizing Lean tools such as a Plan of
Action & Milestones (POAM) template tailored to the specific issues which need to be ad-
dressed regarding the current parking instruction. (Photo by Michael Brayshaw, Code 1160
Public Affairs Specialist.)

Black Belt, Cont’d from pg 5
budget and on schedule,” she said. high quality and within budget, and graduated high school with honors,
Eastman believes strongly in Lean targets all of those things.” lettered in various sports such as
L6S methodology. “When Lean This former World Champion swimming, track and cheerleading,
events are executed throughout the is very familiar with the ideas of went on to become a VT graduate
shipyard it better enables us to get achieving major goals one step at and is currently working to support
ships out faster to the Fleet—our a time. “Getting my black belt in the priorities of the Navy.
customer,” she said. “Even small karate was probably the stepping “I may not have gone into
savings in the present can add up stone for the rest of my life. It the military but I feel like, as a
to surmountable time and dollars in gave me discipline, motivation civilian, I am serving my country
the future.” and self confidence. It provided indirectly,” she said. “We [NNSY]
Yet, Eastman knows the process the right attitude, responsibility are saving time and money by
is ongoing. “You can’t solve world and accountability on how to reducing travel and waste, and
hunger with only one truck of do whatever I want to do or be facilitating teams to perform
food – it might be a place to start whatever I want to be,” she said. Lean, the shipyard is embracing it
but it won’t solve every problem In fact, her life is full of evidence because they did it--they own it--
all at once. That is why there are of the idea of personal mastery, it’s theirs and it’s how they want
multiple and ongoing Lean events an idea that comes from the book it. And next year they can go at it
throughout the shipyard … the The Fifth Discipline by Peter again and see if they can make it
Fleet also wants the ships delivered Senge, and a discipline that is part even better.”
safely and securely, on time and at of a Learning Organization. She

demand for parking spaces decreases as well as wait

TIP Service:
times at the gates.
The program is a benefit for military and DoD
personnel and open to contractors for a fee. Interested
riders typically wait until the beginning of the month
Reduce Stress, for their application to be processed and for space to
become available. With gas prices creeping past $3.00

Drive Less a gallon, TIP users can save significantly on travel
expenses. “Even though I have a relatively small car,
I still save about $280 a month,” said Ryan Vann of
A commuter van pool program saves money Shop 89 (Pure Water), who has been enrolled since
and decreases congestion by encouraging June 2010.
ride sharing amongst commuters. An added benefit of TIP is the Guaranteed Ride
Program, which can give a commuter a taxi ride back
By Brian McNeal, Code 1160 Public Affairs to their pickup location for only $3.00 in case of a
mid-day emergency.

M ore than 600 Norfolk Naval Shipyard Bill Moore of Shop 1500 (Public Works), who drives
a van from Gloucester, is happy about the opportunity
(NNSY) employees have done their
to save resources. “I’ve been doing this for a couple
part to save money and minimize their of years now and I have 14 people in my van. I’d
environmental impact by enrolling in the like to add another one. It’s a good way to get to
Transportation Incentive Program (TIP) in work because you aren’t by yourself. I also feel great
order to commute to work. knowing I’m doing my part to help the environment
The TIP program, an initiative formed in conjunction and I am sure everyone in my van feels the same
with Hampton Roads Transit (HRT), is a commuter way.”
van pool program designed to decrease congestion by If you are interested in enrolling in TIP or would like
encouraging ride sharing amongst commuters. NNSY more information, contact Hernandez at 396-8015.
employees have 37 different van routes covering most SHIRLEY
of Hampton Roads and going as far away as Franklin SHE SAVES
and Elizabeth City, N.C. Riders typically meet MONEY--
their van at an authorized pickup location such as a Shirley Nelson,
shopping center. a NNSY Staff
Since its inception in 2001, 23 area employers have Accountant
joined the program. In 2010 alone, TIP has prevented (Code 610.1),
almost a million pounds of Carbon Monoxide from takes advan-
being introduced into the environment, according tage of the
to HRT. “The impact a car has on the air pollution TIP program.
is obvious, especially when you look at what they Nelson lives
scrape off the tunnel walls,” said Portsmouth Naval in Zuni, about
Hospital’s Chris Caputo, a two-year TIP user. an hour drive
The benefits of TIP are not limited to just an from Norfolk
environmental impact, said Program Analyst Maggie Naval Shipyard.
Hernandez. “I have people who have been in the (Photo taken by
program since the beginning and they love it. It’s less Dave Pastoriza,
stressful for them. They don’t have to deal with all Code 1170 Pho-
the traffic, especially the riders who come from as far tographer.)
away as Franklin. They can actually sleep on their
way to and from work. Ninety-nine percent of the
participants are happy and content with the program.”
The benefits of TIP are felt by non-users too as the

Learning Organization: “Learning organizations create a
Acquiring knowledge and innovation to survive culture where people continually
and thrive in a rapidly changing environment. expand their capacity to create the
Information from Code 100PI (Performance Improvement)
results they truly desire, where new
What is a Learning Organization? A Learning Orga- and expansive patterns of thinking
nization (LO) fosters an empowering culture where
everyone focuses on continuously developing orga-
are nurtured, where collective aspi-
nizational competence and learning together to create ration is set free, and where people
the desired results; some characteristics of a LO are:
are continually learning how to
• Create a culture that encourages and supports con-
tinuous employee learning, critical thinking, and risk learn together.”--Peter Senge, Author of the Fifth
taking with new ideas Discipline, Art and Practice of Learning Organizations
• Allow mistakes, and value employee contributions,
• Learn from experiences and experiments future to achieve a goal. (Example: Fall 2007, Univer-
• Disseminate the new knowledge throughout the or- sity of Hawaii Warriors inspired a statewide Shared
ganization for incorporation into day-to-day activities Vision of a 12-0 undefeated season and the team
• Systematically learn from experience of what works receiving an invitation to a BSC Bowl game.)
and what does not work. The goal of learning is Team Learning: Open and honest dialogue within a
increased innovation, effectiveness, and performance. group; enables the team to “think together” to mobi-
lize energy toward a common goal. (Example: Talking

T he foundation of the Learning Organization at
NNSY stems from five disciplines which enable a
shift in organizational thinking and function:
story to plan a job; deciding as a team how the job is
best accomplished. After, hold a “talk story session” to
learn what the team did and did not do well so results
Personal Mastery: clarifying what really matters per- will or won’t be duplicated and/or improved.)
sonally and professionally. Living in service to one’s Systems Thinking: Awareness of how one thing af-
highest aspirations, from discipline to process. (Ex- fects another, with the ability to see the “whole pic-
ample: Setting a goal to be a qualified zone manager ture.” This enables understanding and deals with the
and then doing everything it takes to develop skills to influences that shape the outcomes of actions. (Exam-
fulfill that intent.) ple: The original intent of bringing the mongoose to
Mental Models: How one sees things. Deep-rooted Hawaii was to control the rat population. Unfortunate-
assumptions, impressions or images of how one un- ly, no one realized that the mongoose would be sleep-
derstands the world and takes action. (Example: One ing while the nocturnal rat is out and about. Failure to
person’s mental model of a police officer may differ foresee the environmental impact of the mongoose on
from another’s depending on experiences.) Hawaii caused other indigenous animals to become
Shared Vision: Teams identifying shared ideals of the extinct as well.)

FY 2010 Through FY 2011 FY 11 Actuals
Sept. 30 2010 (Dec 31)
RIE/Projects
Scheduled 99 ~100 < Notational Plan

RIE/Projects
Executed 96 487 10

RIE/Project
Participation 965 6031 1500 108

First Time
Participants 368 3348 800 69

Yellow Belt Training 785 1990 720 127

Lean Before and After: Continued Performance Improvement
Information from Mike Hansley, Code 100PI.2 (Performance Improvement) Lean Implementation Division

T he information above relates
to Lean events and participa-
tion for the Fiscal Year 2010 and
shipyard transformation process.
NNSY is also focused on 5S+2 in
order to improve workplace orga-
In 2010, four new NNSY person-
nel became Black Belts through the
efforts of Performance and Im-
2011. nization and identify safety and provement (Code 100PI) and there
Lean events will continue security issues to prevent injuries currently are two more in training.
throughout the shipyard. Key areas or violations. There are also over 20 certified
are submarines, carriers, amphibi- NNSY continues to build the Green Belts, with additional Green
ous ships and other ship servicing, capacity and capability for Lean Belts being trained.
and facilities and infrastructure through Black Belt and Green Belt
through the Vision 2035, a planned training and certification.

Lean articles will now be found under a new
Performance Improvement Masthead which will read
“Continuous Performance Improvement” (see above, pg.
14) versus the older version of the Masthead (left). This
section of Service to the Fleet will now include information
in regards to the newly established Learning Organization.
The next few issues will be devoted to delving into the Five
Disciplines of a Learning Organization.

For more detailed information, NNSY’s 2011-2015 Strategic Plan can be found under the “Command Initia-
tives” heading on the NNSY InfoWeb. Vision 2035 can be found on the NNSY InfoWeb under “Code 980 (Pro-
duction Facility and Equipment Management Division).” The Command Dashboard, which is a tool that mea-
sures performance of NNSY, is also available on the NNSY InfoWeb under the link “NNSY metrics.”


“We have a responsibility to
become an extension of each
other’s best self and make
the yard an example of what
America can become.” - Dr. Samuel Betances, diversity trainer and consultant

Embracing Change:
Traditional Thought Challenged at Dr. Martin Luther King, Jr. Celebration
By Brian McNeal, Code 1160 Public Affairs Specialist

K eynote speaker, Dr. Samuel
Betances, brought a message
of mission-driven diversity and
without consideration of race or
gender, getting the most talented
people into a position to succeed.
have unbalanced views. If we are
normal we tend to play favorites
with our family. It’s that the
embracing workplace cultural “Diversity is about how do we corporate family in the organization
change during Norfolk Naval incorporate new demographic has not always been as expansive,
Shipyard’s (NNSY) Dr. Martin groups and how do we do it so we look out for people we know
Luther King, Jr. celebration on Jan. without creating the notion that but we don’t always know how
14. it’s about representation,” said to get to know people we don’t
Betances, a diversity trainer Betances. know.”
and consultant who has worked “It’s about the organization. The holiday celebration
with Fortune 500 companies and There is a difference between continued with a ceremony opened
the Armed Forces, delivered this changing the bulletin board and by Dalia McGlone, Code 100PI
message during both a diversity changing the organizational (Performance Improvement),
training session and later the culture.” and featured Code R.E.D.‘s
ceremony recognizing King’s Many in attendance were taken James Brown, Code 222, who
impact on American history. by surprise, as Betances strayed sang the national anthem, as
During the diversity training, from traditional messages and well as a tribute given by George
he stressed how vital it is for naval exclaimed that discriminatory Eason, Code 2301, who gave a
leadership on all levels to anticipate feelings are natural.
the future of the workforce, and “If we are normal we are likely to
Continued on page 17

Change, Cont’d from previous page

rendition of one of King’s famous speeches, in fact
his last speech. Special guests in attendance included
handicap committee chairman Paul Maddrey, Shop 99

“THE
(Temporary Services), and members of the Hispanic
Committee.

TIME IS ALWAYS
Following a welcome from Shipyard Commander,

RIGHT
Rear Admiral (Sel) Gregory Thomas, Betances
continued to deviate from the expected and posed the
question, “Does King deserve a national holiday?” He
favorably compared King’s legacy with many icons
of American history including George Washington,
Abraham Lincoln and Christopher Columbus. James
Jones, Code 100PI, felt the presentation left a lasting

DOWHAT IS
impact.
“I took away from his presentation that diversity of TO

RIGHT”
thought is what is needed to improve performance.
It’s a great reminder of the work Dr. King did to help
ensure that all deserve to be treated the same way in
every circumstance.”
Betances went on to captivate attendees with --Dr. Martin Luther King Jr. (U.S. Civil
his journey from high school dropout, seemingly Rights leader & clergyman, 1929-1968)
wanted by no one, to earning a Doctorate at Harvard
University.
“I hope this moment will allow [us] to begin to
appreciate how [we] can continue to build on the
legacy by mentoring each other and growing each
other, so that we become an extension of each other’s
best self to make our country stronger, healthier and
freer than we found her.”

Dr. Martin
(Right) bodiness,” which symbolized
Luther King, Jr. the celebration of human
worth and the conquest
was a vital figure of the of subjugation, gave black
modern era. His lectures and and poor people hope and
dialogues stirred the concern a sense of dignity. His phi-
and sparked the conscience losophy of nonviolent direct
of a generation. The move- action, and his strategies for
ments and marches he led rational and non-destructive
brought significant changes social change, galvanized
in the fabric of American life the conscience of this nation
through his courage and and reordered its priorities.
selfless devotion. This devo- His wisdom, his words, his
tion gave direction to thirteen actions, his commitment,
years of Civil Rghts activities. and his dream for a new way
His charismatic leadership of life are intertwined with
inspired men and women, the American experience.
young and old, in this nation For more information go to:
and around the world. http://www.thekingcenter.
Dr. King’s concept of “some- org/DrMLKingJr/

Behavior, Cont’d
from pg 7 comes to ownership and mission always. When explained and went on to
accountability as well as these priorities are in say, “there is nothing that
Report Form (SDR), and a vested interest in each place cost and schedule overpowers the influence
numerous other initiatives other’s safety –it should will follow. Although of you watching out for
focused on changing be at the top of the list safety and quality are not me and me watching out
mindsets of all personnel from a shared vision of variables, scheduling and for you times 9,000 or
(regarding ownership what we can get behind cost can be. more people.”
and accountability for and support and execute “We don’t want to—but Chantry stressed this
safety), 87 percent of as a shipyard.” we can be late--it can idea doesn’t just concern
safety deficiencies have This Strategic Team cost more. Do we have safety, but quality is also
been identified by people also identified that no one any other choice than included, not only in
outside of the Safety should use assumptions to be safe? Do we have the willingness to report
Department. This, said when it comes to safety. any other choice but discrepancies but to look
Zydron, shows more Although at times it deliver a first-time quality out for each other.
people are looking out for may seem the yard product?” Zydron asked. “We don’t want those
safety issues versus only emphasizes scheduling The Strategic Team also outside of the shipyard
a small designated group. and cost (in order to demonstrated the real pointing out our quality
“Safety is a delicate meet the demands of the power within a culture deficiencies—we want
balance between trying Fleet), NNSY leadership change is found within to self-identify them. It’s
to make the goal and believes safety and smaller peer groups-- okay if during the process
maintain safe practices. quality must always be person-to-person. “When we find a mistake--when
It’s this sort of change, at the forefront and are you are in the ‘heat of we do, we can get it
where safety becomes working hard to stress battle’ and you’re welding fixed. Don’t just rely
a part of personal this more than ever as upside down in a bilge on the inspector or the
ownership and there is a can be seen by recent area and you’re trying to regulator,” he said.
connection between the advances in ongoing get the job done, that’s Chantry explained
behavior and the goal. Learning Organization when it might be easier quality is not only
This has led to several initiatives. to cut a corner--but that’s essential to the products
positive short-term Zydron also expressed when it’s important NNSY produces but also
results across the yard,” that the right mindset for that your buddy, down the significance of what
said Zydron. “Safety NNSY is to understand, there with you, has the is being worked on daily.
is something everyone across the board, that its right mindset too and is “We are supporting the
can align with when it priorities are safety first, looking out for you,” he mission of the Fleet.
We are enabling
our Sailors and
Make a Difference: helping ensure
From your yard to the Shipyard their ship is ready
for its mission. It

Ownership:
We owe it to ourselves, our coworkers and
our neighbors along the Elizabeth River to be doesn’t get any
better environmental stewards and dispose more important
of trash and cigarette butts appropriately.
You would not tolerate this behavior in your
than that,” he said.
When all is
No Butts About It!
own yard and neither can we at Norfolk Naval
Shipyard. said and done,
Employee carelessness such as this shown at Zydron, Chantry
left allows trash and debris from our facility
to be carried by storm drains directly into the
and the Strategic
tributaries along our waterfront. Team they
champion agree
Be accountable; be responsible; take owner-
(Photo by Mike Johnson, a Code 106.31 Environmental Engineer.) ship and make a difference! Continued on
next page

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