A gathering of key stories and photos that capture some of the action at the U.S. Army's manufacturing center at Watervliet, N.Y. This is a low resolution edition and so, if you wish a higher resolution copy please send a note to: usarmy.watervliet.tacom.list.wvapublicaffairs@mail.mil The Watervliet Arsenal (pronounced water-vleet) is an Army-owned and -operated manufacturing facility located in Watervliet, New York. The Arsenal is the oldest, continuously active arsenal in the United States having begun operations during the War of 1812.

1. SALVOU.S. Army Watervliet Arsenal – Since 1813 October 2019
It’sintheirblood
Apprentice follows father’s
footsteps
Page 2
Arsenal saves Abrams
program time, money
M256 extractor rework
Page 7
Arsenal celebrates family, team
Family Day returns to Watervliet
Page 4

2. Page 2 The Salvo
Commander’s Corner
Col. Milton G. Kelly
In this issue of The Salvo you will see some of the great
things our workforce has accomplished in support of our
nation’s defense.
Recently, the arsenal was called upon to act quick-
ly and with precision to correct extractors for the M1
Abrams Main Battle Tank that were found to be non-con-
forming. The arsenal accepted this task and executed it
on time, saving our customer time, money and ensuring
production of the latest Abrams tank wasn’t delayed. The
arsenal has a reputation for making things right and our
customers know they can count on Watervliet in situa-
tions like this.
A massive overhaul was completed on the rotary
forge. This huge undertaking will ensure that our forge
operation will keep producing cannon and artillery tubes
well into the future. The project was completed ahead of
schedule thanks to the great work by arsenal employees
in conjunction with contractors. I thank them for their
dedication and hard work.
Inside, you will also see how one of our new machinist
apprentices is following in his father’s footsteps. Seeing
a son follow his father’s lead speaks volumes of the pride
our workforce has and the belief that what we do here
matters.
Lastly, we held the first Family Day in seven years on
September 14. Hundreds of employees came out to enjoy
the day with their fellow teammates. I would like to thank
all who attended and those who made the day possible.
We work hard and it is only right that we play hard as
well.
Proud to serve!
Greetings to all. Watervliet Arsenal had a challeng-
ing fiscal year. As we begin FY20, I know the workforce
is going to continue to push harder towards fulfilling
our promise to our customers.
Commander: Col. Milton G. Kelly
Public Affairs Officer: Matthew I. Day
www.facebook.com/WatervlietArsenal
The Arsenal Salvo is an authorized monthly publication for
members of the Department of Defense. Contents of the Salvo are
not necessarily the official views of, or an endorsement by the U.S.
Government, the Department of Defense, the Department of the
Army, or the Watervliet Arsenal.
News may be submitted for publication by sending articles to
Public Affairs Officer, 1 Buffington Street, Bldg. 10, Watervliet, NY
12180, or stop by office #102, Bldg. 10, Watervliet Arsenal. The editor
may also be reached at (518) 266.5055 or by email: matthew.i.day.
civ@mail.mil. The editor reserves the right to edit all information
submitted for publication.
SALVOU.S. Army Watervliet Arsenal – Since 1813
COL Milton G. Kelly
60th Commander, Watervliet Arsenal

3. Page 3October 2019
“Every father would like to see their son follow in their
footsteps,”said Chris Wood, arsenal machinist.“He has
the brains and the skills to be a good machinist and a
part of something great.”
Teagan Wood joined class 88 this August after study-
ing engineering for two-years. According to Teagan
Wood, he didn’t want to end up behind a desk and
sought a career that would use both brains and hands.
Being familiar with his father’s 30-years in machining,
Teagan Wood became interested in the arsenal appren-
tice program.
“Growing up my father was always making something
in his shed,” Teagan Wood recalled.“Machining offers
challenges with the science and math involved and then
being able to apply that to make a part or component is
something I love doing.”
When talking to the Woods, you get a sense of pride
and patriotism for the work they do to support the na-
tion’s Warfighters.
“We may not be able to be on the front line, but we
are doing our part to serve our nation,”said Chris Wood.
“People rely on us to do our part and that is a great feel-
ing.”
“I have a couple of friends in the service and knowing
that they depend on the things we produce gives real
meaning to my work here,”said Teagan Wood.“Knowing
that makes me want to do a good job for our country.”
The arsenal apprentice program first began in 1907.
The apprenticeship has evolved into a four-year program
that trains aspiring machinists in cannon making while
concurrently attending the advanced manufacturing
program at Hudson Valley Community College. This col-
laboration allows apprentices to receive a degree while
working full-time at the arsenal.
Apprentice Teagan Wood is following his father’s footsteps as he studies to become a
Watervliet Arsenal machinist.
Teagan Wood, right, joined the arsenal ranks alongside his father Chris
Wood as part of the incoming Arsenal Apprenticeship class 88.
Story by: Matthew Day
It’s in their blood
Apprentice follows father’s footsteps

4. Page 4 The Salvo
The once annual arsenal tradition returned this year
bringing entertainment, vendors, activities and food
to employees and their guests. Some crowd favorites
included the dunk booth, pie in the face, Abrams tank,
photo booth, rock wall, sumo wrestling and zorbing.
Watervliet Arsenal Commander Col. Milton G. Kelly
and Director of Installation Management Tony Urban vol-
unteered to sit in the dunk booth as several members of
the workforce, and their children, took turns attempting
to dunk them.
Kelly presented members of the planning committee
with certificates of appreciation and commander’s coins
for their time and dedication in making the event a suc-
cess.
This free event was sponsored through the civilian
welfare fund and all proceeds generated will be used for
future workforce events.
Over 700 employees and family attended the arsenal’s first Family Day in seven years Sep-
tember 14.
Arsenal celebrates family, team
Family Day returns to Watervliet
Story by: Matthew Day
Watervliet Arsenal Commander Col. Milton G. Kelly taunts participants at the dunk booth during Family Day. Kelly was the first dunk booth
volunteer.

5. Page 5October 2019

6. Page 6 The Salvo
Civilian Guidance
Most Federal civilian employees are able to actively
participate in partisan political activities on their own
time, however, there are significant restrictions concern-
ing fundraising, use of official title and running for parti-
san office.
Civilian Federal employees may join and participate
in political parties, including service as an officer and
attendance and participation in conventions. The Hatch
Act permits employees to participate in political cam-
paigns by displaying signs (e.g., bumper stickers and yard
signs), distribute campaign literature, endorse candidates
or canvass for votes. Of course, no political participation
may occur in the work place or using government re-
sources.
During off-duty time, civilian employees may also
participate in election activities, such as driving voters to
polling places, working the polls or serving as an election
judge. Additionally, as long as the position is non-parti-
san, the Act does not prohibit running for elected posi-
tions.
Due to Federal Executive Branch status, the Hatch Act
imposes certain restrictions on civilian employees to
prevent the use of official position for political influence.
The Act restricts official participation (i.e. use of official
position or authority) and solicitations. Although it is
permissible to make financial contributions and attend
fundraisers, Civilian Federal Employees may not host
fundraisers or solicit political contributions, even if done
anonymously.
Running for a non-partisan office is allowed, but run-
ning for a partisan political office is prohibited. Again, the
use of government resources and the use of the federal
workplace for political purposes is prohibited. Prevention
of misuse of position extends to wearing or displaying
partisan campaign information while on duty or in the
Federal workplace.
Military Guidance
Active duty members of the Armed Forces are not
subject to the Hatch Act, but are still restricted in their
partisan political participation. The DOD prohibits par-
ticipation in partisan politics by any active duty service
member. Even the appearance of Army or TACOM af-
filiation or participation in any political forum must be
avoided.
Active duty Soldiers may never participate in partisan
political campaigns or conventions except as a specta-
tor – and not in uniform. Soldiers may never make public
speeches and are similarly prohibited from publishing
articles. Soldiers may not be a candidate, solicit votes
or contributions in any way or join a committee in any
capacity. These prohibitions extend to internet forums
such as chat rooms, blogs, and online profiles when there
is any indication of current military service.
Soldiers are always encouraged to vote and express
personal opinions. As stated previously, Soldiers may
participate in partisan politics as a spectator, but may not
do so in uniform.
To avoid the appearance of DOD involvement, deter-
mine exactly what a public political function will entail,
paying special attention to speakers, who will appear on
stage and who the audience will be. It’s important to be
aware of your degree of participation and possible public
perception.
Also note that Senior Executive Service employees are
subject to further restrictions under the Hatch Act.
Please direct inquiries to the legal office by sending an
email to Brian Godard, Chief Arsenal Counsel at brian.j.
godard.civ@mail.mil or calling him at extension 4312.
For more information on political participation, refer-
ence DOD Directive 1344.10 and AR 600-20, Army Com-
mand Policy. For information on the Hatch Act, please
visit www.https://osc.gov/Services/Pages/HatchAct.aspx
Political participation guidance
Watervliet Arsenal Legal Office
The time has come again when political campaigns are heating up and partisan events
become more frequent and publicized. As Federal employees, it is important that you are
careful and conscious of your participation in such events and remember the restrictions set
forth in the Hatch Act and by DOD.
Story by: Brian Godard

7. Page 7October 2019
Inspections of the Ammunition Data Link breech
block circuit at the Abrams production plant at the Joint
Systems Manufacturing Center in Lima, Ohio first identi-
fied the problem when an electrical test panel wouldn’t
fit into the breech due to non-conforming extractors. The
latest Abrams tank features an upgraded breech mecha-
nism with the ADL integrated into the breech block com-
pleting the communication circuit from the fire control
computer to the chambered ammunition.
The non-conforming extractors threatened the Abrams
tank production schedule and required a quick turn-
around according to Watervliet Arsenal Industrial Special-
ist Adrienne Lagant who received the request. The arsenal
was tasked with determining which extractors were
within specifications and whether the non-conforming
parts could be reworked.
A 3D printed Go/No-Go gauge created by Zach Jablon-
ka, an engineer with Combat Capabilities Development
Command at Benet Laboratories on Watervliet Arsenal,
allowed inspectors to quickly determine if the extractors
needed to be reworked.
“The extractor must touch the bottom of one cutout
and not touch the bottom of the other,”said Jablonka.
“If it touches the bottom of both, or does not touch the
bottom of either, then the part is unacceptable.”
The gauge was sent to Anniston Army Depot, where
inspectors there determined that nearly all extractors
were non-conforming. Watervliet Arsenal received the
non-conforming extractors for rework. Along with the
rework, the arsenal produced new extractor sets to com-
plete the order.
The arsenal supplied the Abrams program with the re-
worked extractors on time, saving the Abrams production
schedule. According to Lagant, the ability to rework the
non-conforming extractors saved a considerable amount
of money compared to the cost of newly manufactured
parts. The arsenal received an additional request for pro-
duction of new extractors for the Abrams program.
“This project is proof of the efficiency and synergy
within the Army’s organic industrial base and the abil-
ity to work together in solving problems as they arise,”
said Col. Milton G. Kelly, Watervliet Arsenal commander.
“The arsenal continues to prove its ability to respond to
customer demand with the quality and speed that our
Warfighters deserve.”
Watervliet Arsenal reworked and produced new extractors for the M1 Abrams main battle
tank, saving the Abrams program time and money recently.
Story by: Matthew Day
ArsenalsavesAbramsprogramtime,money
M256 extractor rework
CCDC engineer Zach Jablonka’s 3D printed Go/No-Go gauge allowed
inspectors to quickly determine if extractors were non-conforming.
(U.S. Army photo by Staff Sgt. Kris Bonet

8. Page 8 The Salvo
Arsenal completes major forge overhaul
Overhaul project finishes one week ahead of schedule
Contractors completed work on a major overhaul of the rotary forge at Watervliet Arsenal
one week ahead of schedule.
Story by: Matthew Day
The overhaul addressed wear from increased work-
load. The project is the culmination of two years of
planning. Maintenance is scheduled by factoring usage
in terms of both hours and amount of product produced.
Maintenance crews take mechanical measurements of
specific components over time during forge operations.
Maintenance prevents critical failures before they hap-
pen.
“Once you get to a certain point, you must replace
these components because the forge will not function,”
said Gregory Marcklinger, Watervliet production super-
visor in the forge area.“The overhaul allows the arsenal
to keep producing without the angst of knowing the
machine needs repair for quite some time.”
Workers positioned the forge on its side, parallel to the
ground, to access the various components that needed
repair or replacement. The project was originally sched-
uled to take six weeks to complete but finished one week
ahead of schedule.
The work was a coordinated effort between arsenal
and Electralloy employees and sub-contractors from
American GFM, Acme Machine Tool and Industrial Han-
dling. The arsenal also used local machine shops and the
in-house tool room for additional support.
According to Marcklinger, another added benefit of
the project was a training opportunity for arsenal main-
tenance employees. The arsenal is planning to execute
a similar overhaul in five to seven years depending on
usage. The lessons learned during the overhaul will be
applied in the future.
Originally built in 1976, the rotary forge hammers
heated steel into the rough shape of a cannon within
minutes. The process drastically increased production
capacity while reducing wasted material and overhead
of stock material.
A portion of the forge is hoisted in the air during disassembly of the
forge as part of the overhaul project. (Photos by Adam Klos and Chris
Riffle)

9. Page 9October 2019
WVA launches Combined Federal Campaign
2020 CFC begins
As October rolled in, the Arsenal’s CFC team shifted into high gear kicking off the CFC season
with the goal of increasing pledges from last year.
Each year, the arsenal partici-
pates in the CFC which is the only
authorized charitable solicitation of
Federal employees. Last year, over
$450,000 was raised across Upstate
New York with the arsenal workforce
contributing $15,000 alone. Arsenal
CFC Chair Juanita Williams believes
the workforce will give more this
year setting an ambitious goal at
$25,000.
“Setting a goal gives our organi-
zation an extra incentive to come
together for a meaningful cause,”
said Williams.“CFC is a way to be
a champion for positive change.
Through our contributions, we can
work together towards a more posi-
tive future for everyone.”
During the kickoff, the arsenal
team unveiled the Coffee Match
Challenge. The challenge, created by
first year committee member Jazmin
Kukla, workforce development
specialist, shows how much of a dif-
ference pledging what the average
person spends on coffee can make
in the world.
According to Kukla, the average
working person in the United States
spends approximately $1,000 a year
on coffee. That works out to around
$19 a week that could provide a real
impact to several charities that the
CFC supports according to a flier
distributed to the arsenal workforce
including meals for families at St.
Jude’s Children’s Hospital, vaccina-
tions against deadly diseases and
microchips for rescued animals.
The CFC has been revamped this
year with improvements to the on-
line pledging system and the ability
for new hires to pledge immedi-
ately rather than waiting for the
season to begin. For the third year
now, employees will be allowed to
pledge volunteer hours to partici-
pating charities and organizations.
Employees wishing to participate
in this year’s CFC have until January
12 to submit their pledges in per-
son or online at UpstateNYCFC.org
– be sure to use arsenal unit code
96CMKT.
Story by: Matthew Day

10. Page 10 The Salvo
How we communicate with each other in the workplace sets the tone for our interpersonal
relationships. What we say, and more importantly how we say it, can either strengthen the
team or lead to conflict.
The phone rings, I pick up the headset and say,“Hello.” The caller immediately and abruptly begins speaking about
an issue they are having. Does this sound familiar to you?
In any organization, how we communicate to each other is vital to maintaining the spirit of the workforce. If we do
not speak to each other with respect and acknowledge that you are speaking to another human being with human
feelings and human issues in life, how can we expect to interact with our customers and the general public in a way
that is courteous and appropriate?
We have a workforce made up of many people with different experiences in life. The way we choose to commu-
nicate with someone may seem harmless but can resonate negatively with the listener based on their previous life
experiences. This is something we all need to be aware of.
How we communicate with each other
Equal Employment Opportunity Office
Story by: Ray Anderson
Delivery: It’s not what you say, it’s how
you say it
You can be“right”about the topic at hand but the
message is lost because of the“approach”that was used.
The arsenal command wishes to create an environment
of dignity and mutual respect. That goal is not achieved
when we leave respect at the door when we interact
with each other. Simply being right is not enough –
choose your words carefully and remember that on the
other end is a human, just like you. How you interact is
important. Remember, perception is often reality. Speak
to your fellow teammates how you would like to be spo-
ken to.
Perception: Verbals and non-verbals carry
meaning
Due to our socialization, our values and beliefs, the
message sent can mean very different things to different
people. When a situation arises where you find yourself
questioning what was said or how it was said, respect-
fully seek clarification. Most of interpersonal conflicts are
a result of miscommunication and are easily remedied
with a simple discussion.
Ultimately, the Golden Rule is something we should all
strive for – that is to treat each other how we ourselves
wish to be treated and that includes how we communi-
cate with each other.

11. Page 11October 2019
The burning platform
Continuous Improvement Office
The idea of a burning platform comes from an oil
drilling rig in the ocean that’s on fire. A rig worker faces
an impossible choice; burn to death or jump hundreds
of feet down into a freezing ocean. He jumps – better
potential death than certain death. The analogy is in-
tended to give people the will to overcome the regular
way of doing things and make big changes to avoid the
crisis they are now facing.
Watervliet Arsenal is facing a crisis that counts as a
burning platform. Long-range precision fires is among
the Army’s top priorities. We are facing strong demand
for our core product, cannon barrels and assemblies,
which brings with it several challenges including deliv-
ery schedules, quality and aggressive competition from
non-traditional sources. Yes, that sounds like a burning
platform.
But I’ve never liked the“burning platform”analo-
gy. While I think we all feel the heat on our collective
backsides the choice to change, to improve, should be
towards something good rather than away from some-
thing bad. Lean Six Sigma builds the right culture, the
best mindsets and the perfect infrastructure for us to
better serve our customers and earn their loyalty.
Instead of jumping 100 feet into a frigid sea with little
hope of rescue, let’s try this:
1. Full, active support for Lean Six Sigma by our Com-
manding Officer, Deputy Director and top manage-
ment.
2. Committed Continuous Improvement champions
with influence willing to drive change. This func-
tion can go external by contracting with a consul-
tant to fill this role.
3. A long term vision, a strategic plan and policy de-
ployment from the top down with feedback from
the bottom up.
4. Just a few more; resources (trained and available),
communication, accountability and ownership, a
proper measurement system and long-term sus-
tainment.
5. A commitment that people are our number 1 re-
source. Issues are not the fault of individuals but
rather the fault of the process.
I believe people work harder and with more enthu-
siasm toward something positive rather than trying to
avoid the burning platform. We want to succeed, to
choose to win. At our current inflection point, leader-
ship is aligning behind Lean Six Sigma/Continuous Im-
provement as the way to succeed. We are not fighting
for our leaders, we are fighting with them.
To implement a big change (like a Lean Six
Sigma/Continuous Improvement trans-
formation) you must have a“burning plat-
form”. At least that’s what they say.
Story by: Mark Ripley

12. THINK SAFETYStay Safe!
Eyewash station inspections:
There are two types of eyewash stations at Watervliet Arsenal, hard
plumbed and self contained systems. It is important to follow the
inspection guidance below to ensure they function properly when needed.
Self contained eye wash
1. Monthly inspections are required.
• Check the expiration dates on the labels.
2. Check for any signs of damage or leaks.
• Complete demand work order on
SharePoint for repairs and have
supervisor call public works.
Hard plumbed eye wash
1. Weekly inspection log required.
• Inspector must coordinate with area
supervisor.
2. During weekly inspection, check
each valve.
• Valves should come up together
and meet in the center of the bowl.
• Run for at least two minutes to
properly flush the line.
• Complete demand work order on
SharePoint for repairs and have
supervisor call public works.
*If a new tag is needed, contact the Safety Office Hotline at extension 4537
1
2
1
2