Zingalie portfolio

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Samples of Press Releases, Feature Stories, Layout and Design and also Strategic Communication Plan (all things I have created and worked on)

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Zingalie portfolio

  1. 1. Sample Feature and NewsStories2010-2012Norfolk Naval ShipyardJennifer Zingalie
  2. 2. 100 Years of Aviation Started HereBy Jennifer Zingalie, NNSY PA Specialist Norfolk Naval Shipyard (NNSY) has been building and repairing the Navy’s futureforce and supporting warfighting readiness for over two centuries. When in November of1910 employees were tasked to create a platform, on the forward superstructure of ScoutCruiser Birmingham (CL-2), NNSY forefathers worked night and day to meet the callthat current shipyard workers know as, “any ship, any time, anywhere”. The platformwould serve to launch, for the first time ever, a plane from a warship. According to Hampton Roads Naval Museum, well respected naval architect WilliamMcEntree designed an 83X24 foot deck. However, none of his calculations had time to beconfirmed through experimentation. In fact, the design was merely based on the distanceand height, from the ship’s open bridge to its bow, versus aeronautical insight. Theshipyard also hoisted the plane to the deck of the Birmingham the morning of the plannedlaunch, 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 provedthey could defy gravity. The event was vigilantly coordinated, in a two-week span,between 24-year old demonstration pilot Eugene Ely and Capt. Washington IrvingChambers, 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 notdeterred and by 3:15 of Nov. 14 he was ready to launch. The platform had been built at adownward angle of 5 degrees. After the Curtiss pusher plane took off, it seemed toonlookers, Ely--who could not swim--would meet a watery doom. In fact the plane’s tiressplashed water into the propeller. Eventually with level wings and engine at full throttleEly rose to the occasion. Yet, he only got 2 ½ miles before he realized there was damage to the propeller andquickly made the decision to land. He landed at Willoughby Spit although the plan hadbeen to do so at the shipyard’s parade ground. The landing took place near, what is nowknown 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 andland on the armored cruiser Pennsylvania. Only one day later, Lt. Theodore G. Ellysonwould begin flight training and become the Navy’s first aviator. Forward thinking, innovation and a ready spirit, as one author put it, enabled “the Navyto accomplish what no other had attempted.” This month, naval aviation celebrates 100years of flight and NNSY remains a predominant component striving tirelessly to providereadiness to the nation and Navy. As those who have gone before, the commitment ofeach shipyard employee is exemplified in cohesive dedication to safety, timeliness, costeffectiveness and high quality work.
  3. 3. History Maker: One Woman’s Victory StoryCode 950 Carol Pugh Inducted as First Female Group SuperintendentBy Jennifer Zingalie“Victory is not won in miles but in inches. Win a little now, hold your ground, and laterwin a little more.”-- Louis LAmour, America’s Story Teller It was an historic day for Norfolk Naval Shipyard (NNSY). Carol Pugh of Code950 (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’sbrother and special guest speaker, Master Chief Kenneth Pugh who previously served asthe Command Master Chief for NNSY. He recognized Carol for her personal dedicationnot 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. Othernotable attendees were members of the Superintendents Association, Naval CivilianMangers Association, Federal Women’s Program and several NNSY apprentices. Shipyard Commander Rear Adm. (Select) Gregory Thomas said of Pugh, “One of themany things which makes the shipyard special today is that you get to where you arebecause you’ve earned it. Carol earned being a group superintendent at one of the mostdemanding and challenging shops on the waterfront … she earned it every step of theway.” Carol Bland, Nuclear Electrician who has worked with Pugh for over 12 yearssaid, “Carol has moved from supervisor, floor manager, and nuclear director. I now knowthat 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 sherecognized her induction as an historical day--she wanted to remind all shipyarders oftheir contributions to history. She mentioned notable dates such as Oct. 12, 2000 andSept. 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 ourenemies the strength of our nation and the people that make up this nation. I want tothank-you for your historical contributions,” she said. Pugh also went on to tell a personal story of her third/fourth year apprenticeship. Shementioned an installation project of a cable that proved to be a challenging job. At thesame time, she and the team she worked with had a supervisor dedicated to keeping themon 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 awakenedonly a few hours later with a knife to her throat. “An assailant had broken into my homeand whispered, ‘if you don’t scream I won’t kill you or your family’,” Pugh explained. Atwhich time Pugh explained how many things passed through her mind, her hopes, thesafety of her family, her life. “Then I thought about that cable,” she said as the crowd laughed. “I turned to thatwould be assailant and I said, ‘Sir, I am not done with my apprenticeship program and Ihave things I need to complete and furthermore, if you knew the supervisor we areworking for you’re going to have to explain to him why I am not there tomorrow’,” she
  4. 4. said. Although the crowd seemed to enjoy the story and her ability to lighten it withhumor, Pugh made her message clear. “What I wanted to tell you is, in the face of adversity there will be challenges you willhave to face. There are two roads you can take—victim or victor. As the shipyardembarks on a workload unprecedented from obstacles we have not had to face in timespast- I encourage you to choose the path of being the victor versus the victim. Thank-youfor all that you do in this shipyard. Let’s approach our history together choosing thecorrect path.”
  5. 5. From Idea to RealityBy Jennifer Zingalie, PA SpecialistAt first it was only an idea.For former Shop 38 (Outside Machine Shop) Victor Davis, it was another valve checkwhich includes taking a nut off of a trim drain, typically a two or three person job and aprocess 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 hisoff 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 valvechecks he filled his wait time by viewing the shipyards “Access Channel” (digitalsignage). Suddenly, an advertisement which read “Bright Ideas” appeared on thescreen 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, BobBarfield,” said Davis. He showed Barfield his drawing and together they filled out a formwhich helped further explain the idea. It was then reviewed by a panel of (XXXX) to seeif it would save time and cost, improve quality or safety.The review also examined if the right people, materials and equipment were available toturn the idea into reality. Davis idea met all the right requirements and was approved forprototype. One week later Davis met with Barfield in the Rapid Prototype Center locatedin building 171 on the third floor.What is Rapid Prototype? The Rapid Prototype Center is a core team of mechanicsrepresented by a Toolmaker, Woodcrafter, Sheet metal, and Fabric worker with thenecessary performance improvement tools, specific industrial trade knowledge, andequipment to quickly develop working prototypes for solutions to Shipyard performanceimprovements.“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-CorpZ650 3D printer--a three dimensional copier machine. One should not be deceived bythe name; this “copier/printer” actually produces 3-D models and prototypes usingplastic and printer ink. First an idea is turned into a computer aided design (CAD) whichincludes a detailed diagram complete with dimensions and textures. The machine roarsto life after the CAD has been inserted and soon the idea is a tangible item that can beheld, observed and analyzed.Davis idea includes a barrel spanner threaded into a strong back plate that bolts to thebonnet of a ball valve. The threads on the barrel spanner and strong back plate matchthe threads on the valve stem packing nut. This allows for positive engagement of the
  6. 6. barrel spanner tangs into the slots of the packing nut for removal without damage to thepacking nut or internal bonnet threads. This particular tool can work on up to threedifferent valves.Seeing his idea come to fruition excites Davis, not only because it creates an immediateprocess improvement, but because he knows he isn’t the only person out there with anidea. “Right now I can think of at least five people who have created their own tools andkeep them in their tool bag,” said Davis. “Now, when people share their ideas everyonecan benefit from them.”
  7. 7. Wounded Warriors Continue to Serve at Norfolk Naval ShipyardBy 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 anopportunity; an opportunity to serve. Although at first sight it may not be obvious--the stout Marine is a WoundedWarrior. During his 12 years of Service, the 31-year old and father of three has beendeployed to Iraq three times. In 2004, during four days of intense fighting in what is now known as the Battleof Ar Ramadi, Faraci, the former infantryman, was blown off a wall he had been leaningagainst, which had been hit by a rocket. During another deployment in 2006, he had tohastily jump from a moving Humvee to avoid an Improvised Explosive Device. Becauseof 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 checkedout at medical facilities. From there, he found out he had irreparable nerve damage in hisarm which has lost almost all sense of feeling. He also learned he was suffering from PostTraumatic 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 forduty. He was then transferred to the Wounded Warrior Program. Two days later, he wasat the NNSY Wounded Warrior Symposium. “I definitely feel this is an important program, especially for these guys comingback from deployments to Iraq or Afghanistan. I think it gives the guys coming back asense that people want them, people care about them. They didn’t have that back inVietnam or Korea. Honestly, I feel if anyone can do the job the military does they coulddo anything else,” said Faraci. According to Jason Araugal who is on special detail at Naval Sea SystemsCommand (NAVSEA) the national average unemployment rate for people between theages of 18-26, is at approximately 24 percent. “For Wounded Warriors that number isdouble,” he said. “Many of these folks are coming home without the skills they need toenter the workforce. Some may need help modifying their aspirations and transitioningback into civilian life which can be difficult. There are many ways to get them the helpand skills they need through mentorship, training, education and internships. Weencourage what they want to do.” NAVSEA Special Placement Analyst Jenna Sarafin added, “A Wounded Warrioris someone who is wounded, ill or injured 30 percent or more. In order to work atNAVSEA, injuries don’t have to be combat related.” “What we do is take their resumes and get them to hiring managers and providethem with great candidates who are able to do the job.” As the shipyard aligns itself with NAVSEA it has followed their lead insupporting the Wounded Warrior initiative and provides training, apprenticeship
  8. 8. opportunities or a full-time career. It also allows some active duty to come into theshipyard 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 researchingthis program we found out there was a lot of experience--whether it was education orskills it’s all there. We have a resource we can use,” he said. “Wounded Warrior Programwill become a part of our culture.” Kenny Bullock, a 20-year Navy veteran and former First Class Boatswain Matewho had heard about Wounded Warriors several times was hesitant to utilize theprogram. “I guess the thing is I don’t feel worthy. There are others out there whoseinjuries are a lot worse than mine but it is important for Wounded Warriors to take andaccept the help and care they can get. This program is not a handout, we need this. It issomething that helps people,” he said. Sarafin added, “This program doesn’t just stop at getting them a job. We work tohelp get them out of debt, with programs like USA Cares and with other military agenciesthat help find resources for them. We also help get children on priority one daycare inmilitary facilities so that they can get to work. The things we do go way beyond simplygetting people positions in workplaces.” Shipyard Commander, Rear Adm. (Sel) Gregory Thomas, believes strongly in theWounded Warrior Program. “These are people who have a profound understanding ofwhat it means to put it all on the line and serve others. I think connecting to them helps usas a shipyard better connect to who it is we serve and why,” he said. “Now it is ouropportunity to serve them in return and give them an opportunity to continue to serve. Itis a continuation of what we love to do as a shipyard.”
  9. 9. Heavy Metal Artists Support ReadinessBy Jennifer Zingalie, C1160 Public Affairs SpecialistNorfolk Naval Shipyard (NNSY) is the last of the four naval shipyards to still house theboilermaker craft. As one of the smallest shops in the yard, Shop 41 has 104boilermakers; they perform work both here and travel extensively to assist the otheryards. As premier craftsmen, boilermakers have, throughout time, not only built boilerswhich generate steam; but also influenced the nation’s economy, social infrastructure andmilitary readiness. The profession of boilermaker dates back to the 1800’s. Their relevance greatlyadvanced during the Industrial Revolution when the need for steam, which began with therailroad, was in demand. As industry advanced it was only natural this unique craft wouldtake a major role in naval shipbuilding. Although NNSY no longer builds ships, the need for boilermakers remains. Accordingto Shop 41 Resource Manager Andrew “Radio” Friesen, a boilermaker must be a jack ofall trades. Because of their expertise in fabricating heavy steel plates, a boilermaker canalso perform the work of such trades as a sheetmetalist or ironworker—in fact, theirability to bend metal is unmatched. “I first came into the shipyard in 2006 as an apprentice—at the time, I was so excited toget an interview it didn’t matter what I would be doing—I didn’t really know what aboilermaker 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 achild. “A boilermaker is anyone who fabricates, assembles, installs, tests or repairsboilers,” she said. “And boilers supply steam to drive turbines in ships and most powerplants. If you didn’t have boilermakers then [some] ships wouldn’t move.” They alsoprovide hot water used to cook and bathe. Boilers not only help move ships, but they also have a long life-span; some can last upto 50 years. Because of this, boilermakers must maintain and upgrade things such asboiler tubes, heating elements and ductwork. They also do things such as clean vats (largecontainers used to hold liquids), repair defective parts using welding equipment, andinspect fittings and check valves just to name a few. According to third-year apprentice Shannon Love, “Although we fabricate and installour own products we do rely on other shops such as Shop 38 for things like install with acheck valve or Shop 56 for piping.” The work of a boilermaker is typically demanding. Lee explained, “In this job ‘only thestrong survive.’ You need a strong personality and to be strong physically because you doa variety of things; you may have two or three jobs in one day. You also need to workwell under pressure—meeting deadlines while providing quality work and doing sosafely.” In addition, Love also said safety is what helps get the job done right the first time. Hebelieves this is important because it is essential to getting everyone home to their familiesand ships back to their mission. It is also for this reason he feels safety and teamwork gohand in hand. “It’s no different than when I was a Marine in Iraq. You look out for theguy 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 isbecause the work a boilermaker does is often in small and cramped quarters inside a
  10. 10. boiler, vat or tank. These areas are not only confined, but can also be dark, damp andpoorly ventilated. Personal protective equipment such as a hardhat is a must, but aboilermaker 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 tobe done. You don’t want to make the critical mistake of opening the wrong thing becauseyou didn’t look at your paperwork. We are working with steam pressure and air ducts andremove covers that can weigh up to 270 pounds.” However, safety and quality seem to be second nature to Shop 41; according to Love itis simply a part of their craft, one which is continuously moving forward. Boilermakersthroughout time have had a hand in many things--from the blast furnaces used to createsteel, to the riveting of bridges and ships, to helping build solid fuel rocket boosters usedto send astronauts into space. Across the nation, power houses and hydroelectricfacilities, which support the American way of life, are built and maintained byboilermakers 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,” saidLee. “At the end of the day, the most important thing is that we are here for our Navywhich fights for our country--that is the significance of our shop.”
  11. 11. Press ReleasePublic Affairs Office FOR IMMEDIATE RELEASENorfolk Naval ShipyardPh. 757-396-9550c. 757-374-6691jeffrey.r.cunningham@navy.milNorfolk Naval Shipyard to Temporarily Close Gate 15City of Portsmouth Traffic Patterns May be Affected Norfolk Naval Shipyard will close Gate 15 beginning Dec. 20 and is expected toremain closed for approximately four months. The closure comes in order to completegate construction upgrades. For the duration of this renovation the hours of Gates 15B and 36 will be 4:30-8a.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. outboundMonday through Friday. Gate 10A, parking lot, Port Centre will be open 6-7:30 a.m. toinbound 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 29which will open 4:30 a.m. to 6 p.m. to inbound and outbound traffic Monday throughFriday. Gate 10 will be open 24 hours-a-day, seven days-a-week to inbound andoutbound traffic. --USN--If you would like more information about this topic, contact the Norfolk NavalShipyard Public Affairs Office at 757-396-9550
  12. 12. NORFOLK NAVAL SHIPYARD (June 29, 2011) – Thirty-three years of service came toan 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 werelowered and the final watch was relieved. Soon after the ship was transferred to theshipyard Commander, Rear Admiral Joseph F. Campbell, for completion of the finalinactivation stages, due to finish in mid-August. The crew will now return to variouscommands throughout the Fleet.With tears in his eyes, the Philadelphia’s final Commanding Officer, Commander DavidSoldow explained his feelings about the day. “It’s heart wrenching. There are no words todescribe seeing your ship taken out of service for the last time.”During the ceremony Campbell said, “From Scotland to Bahrain to Gibraltar, members ofthis 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--thememories made amongst the leaders and crew members of this fine machine.”Throughout its 33-year life cycle Philadelphia supported numerous operations includingOperation Desert Storm in 1991. It was the first submarine to receive the Tomahawk landattack missile capability and was also the first Las Angeles submarine to be refueled atPortsmouth Naval Shipyard, Kittery Maine. The ship also became the first Los Angelesclass submarine to complete more than 1,000 dives.The contract to build Philadelphia was awarded to Electric Boat Division at the GeneralDynamics Corporation in Groton Jan. 8, 1971. Philadelphias keel was laid Aug. 12,1972, and was launched Oct. 19, 1974 and was commissioned and officially put intoservice June 25, 1977.The weekend of June 24 marked 34 years since Philadelphia was commissioned and oneyear since its decommissioning ceremony.
  13. 13. Service to the FleetNorfolk Naval Shipyard “Any Ship, Any Time, Any Where” February 2011 USS Norfolk (SSN 714) Arrives for scheduled availabilityMission: We are NNSY continuously driving toexcellence and delivering service to the Fleet--safely withthe right quality, on schedule and within budget
  14. 14. Service to the Fleet Service to the Fleet 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 CunninghamShipyard Commander, Rear Admiral (Sel) Gregory Thomas, workswith Cradock Middle School 7th grader Jahreel Francis on Jan. 8 as NNSY Informational Linepart of the shipyard’s Literacy Partnership Program with the school. (757) 396-9551Shipyard volunteers donate two Saturday mornings per month help- SERVICE TO THE FLEET: This DoDing to improve reading skills of students and preparing them for their publication is authorized for members of theSOLs. (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 theCMC’s Corner p4 10th of each month; please see Public Affairs for writing guidelines.Shipyard Spotlight: CONTACT INFO: (757) 396-9550Angel Eastman p5 Editors Michael BrayshawNNSY Welcomes USS Norfolk p6 michael.brayshaw@navy.mil Jennifer ZingalieStrategic Goal #3: jennifer.zingalie1@navy.milSafety, Quality, Cost, Schedule, Behavior p7 Staff Curtis Steward curtis.steward@navy.milTalking Shop: Brian McNeal brian.mcneal@navy.milShop 17 (Sheetmetal) p8 Kristi BrittNNSY Outreach: Literacy Program p11 kristi.britt@navy.milTIP Service: Commuting p13 ON THE COVER: The submarine USS Nor- folk (SSN 714) arrived at the shipyard Jan. 12Learning Organization p14 for a Drydocking Continuous MaintenanceDr. 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 andBilly Cox p20 modernization. (See article on page 6)Federal Pay Freeze p22Electrical Safety p24 facebook.com/pages/Norfolk-Naval-Ship- yard/106209419410239
  15. 15. [Commander’s Comments]By Rear Adm. (Select) Gregory Thomas, Shipyard CommanderA s we move into February, I would like to address the improvement efforts being undertaken throughout the shipyard which align toour strategic plan. This month we are focusing on Strategic Goal numberthree: Safety, Quality, Schedule, Cost and Behavior. Before we delve into that, be ready. It is wonderful to haveI would like to reiterate my family members standing a formalappreciation to the entire shipyard watch, providing forceful back-up.for meeting the challenges, as we As I mentioned earlier, NNSYentered into and throughout the is all about family and teamwork-holidays, and the first two weeks -very important attributes as weafter the holiday, safely--while continue the Drive to Excellence.supporting critical path work During the month of February, we actions that will help us establishon USS Eisenhower (CVN 69), are highlighting Strategic Goal ownership for those key missionUSS Tennessee (SSBN 734) and Team Three which underlines elements. Along with acquiringUSS Philadelphia (SSN 698). our efforts in regards to safety, the five disciplines of a LearningParticularly noteworthy was the quality, cost, schedule and behavior Organization: we are profoundlywork of the project teams and (see article on page 7). This committed to developing ourcrews that ensured we executed Strategic Team is headed up by people’s personal skills andmultiple propulsion plant Russ Chantry (Code 106, Safety) teamwork, which, when coupledevolutions in a safe manner on all and Mike Zydron (Code 200, with the five disciplines of athree projects, which personified Planning and Design). The team Learning Organization, will lead towhat NNSY is all about--family is focused on the fundamentals ownership and commitment to doand 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 important100PI) and all those on the Martin motto and mission “Any Ship, Any note; take a hard look at the safetyLuther 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 thebehalf 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 safetyBetances, our guest speaker for this These behavioral changes will we will see negative outcomesnotable 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. Bythe efforts of the alert Public Works our people and acquiring the working on behaviors, we willDepartment (PWD) watch stander, five disciplines of a Learning establish the ownership requiredTim Madsen [load dispatcher for Organization. These disciplines to accomplish the results we owethe NAVFAC Region Operation are: personal mastery, mental to the Fleet: safely deliveringCenter (B174)] who helped the models, shared vision, team quality products, being on timeshipyard respond to a momentary learning and systems thinking. and on budget. By working on ourcrisis in the power grid on Jan. 14. These disciplines will assist us behavior results we not only meetWhile ultimately power was able to in our drive for success in such the needs of the Fleet but will be onbe restored, swiftly and with little priority areas of safety, quality, our way to becoming the numberto 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
  16. 16. [CMC’s Corner]By Scott Kelley, NNSY Command Master ChiefCongratulations NNSY, Norfolk Naval StationCaptain’s Cup Champions of 2010! Norfolk Naval Shipyard Sailors Outstanding job and let’s press toparticipated in the following events win this back-to-back! In otherthroughout the course of 2010, news, the NNSY Veterans Networkcompeting against hundreds of is in full swing with our latest briefcommands stationed or attached on Veterans benefits in civil hiringto Norfolk Naval Base, and won and pay, held on Jan. 21 to a fullthe 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 alsoPlace), Volleyball, Spring Softball, started a Veterans Network e-mailSummer Basketball (1st Place), group. If you would like to beTennis (1st place), Flag Football, added to the e-mail group, send meFall 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 StoopsSurface 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 GTMOnell AFGHAN Machinist Mate Second Class Pierce Ruef Electricians Mate Second Class MichaelMachinist Mate Second Class Jacob Green GTMO Turner KUWAITIRAQ Electricians Mate First Class Charles Hull Maintenance Technician SecondEngineman Second Class Johnny Abner Amos GTMO Class Charles Horgan AFGHANGTMO Machinist Mate Second Class Bryan Seaman, Master-at-Arms Shane McClen-Machinist Mate Third Class Kimberly Mazac GTMO nen HONDURASGlenn GTMO Machinist Mate Second James Tait GTMO Master-at-Arms Second Class TravisMachinist Mate Third Leslie Crawley Mechanical, Gas Turbine System Second Alston GTMOGTMO Class Ryan Henderson GTMO Maintenance Gas Turbine System SecondMaster-at-Arm Second Class Luis Aviation Technician Second Class Jesse Class Jacon Norton GTMO Velazquezdelgado GTMO Kramer GTMO Machinist Mate Second Class Dasan BullsEngineman First Class Tyrone Jr. Kelly Electricians Mate Second Class Simon AFGHANGTMO Piedra GTMO Lt. Cmdr. Eric Williams AFGHANEngineman Erik Harris GTMO Machinist Mate Second Class Michael Fire Controlman First Class Joseph Holy-Aviation Electronics Technician Second Clark GTMO field IRAQClass 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 AdministrationmanMachinst Mate Second Class Shane Grif- Christopher GTMO First Class Deana Martiz IRAQfeth GTMO Engineman Second Class Clifford Wil- Chief, Master-at-Arms Mac BlakeneyFire Controlmen Second Class Walter liams GTMO IRAQJameson GTMO Machinists Mate Second Class KevinAviation Electronic Technician Scott Hoag Butler GTMO 4 Service to the Fleet, February 2011
  17. 17. Shipyard Spotlight: Angel Eastman Lean Black Belt helps NNSY chop excess By Jennifer Zingalie, Code 1160 Public Affairs SpecialistT he United States Olympic Committee published, “Whenachieving 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 thingskarate . . . the practitioner will have (WKA) World Team Tournament are always changing and there’slearned to keep the mind free of Champion in sparring, and a black always room for improvement. It’sdistractions, untrue assumptions belt in American Freestyle Karate. always good to continuously assessand 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 whenof an opponent.” The idea is to through an engineering expo at you are trying to get more ships outproactively make a move before the university. After phase one safely, at a higher quality, within athe opponent can. of nuclear engineering training, Continued on For a Lean Six Sigma (L6S) Eastman was required to choose page 12Black Belt, assessment is also a shop in which she hopedimportant; the opponent in this case to work. A co-workeris waste. In fact, when it comes to suggested Performancewaste, the combination of Lean Improvementand Six Sigma is “lethal.” While (formerly knownthe purpose of Lean is to eliminate as Processwaste, Six Sigma focuses on Improvement);reducing defects and integrates the this suited herTheory of Constraints by reducing because it wasthe build-up of processes and/or very closelyworkloads known as bottlenecks. related to herThese three methodologies work degree. Shortlytogether to create a better flow and after she wasyield cost avoidances. accepted into Norfolk Naval Shipyard (NNSY) the department,Black Belts are currently process she was L6Simprovement event facilitators Green Beltof cross-functional teams. They qualified and Angel Eastman of Code 100PIwork to improve things such as Black Belt (Performance Improvement),the process of how a job gets certified. Black Belt in Lean and Black Beltdone. One such Black Belt is “Lean is very in Martial Arts (Photo taken by DavidIndustrial and Systems Engineer valuable and intuitive. Pastoriza, Code 1170 photgrapher)Angel Eastman of Code 100PI It revolves around Service to the Fleet, February 2011 5
  18. 18. Large Task Ahead Facts andNorfolk Naval Shipyard welcomes USS Norfolk (SSN 714)By Kent Butcher, USS Norfolk Project Team (Photo by Bill Black, Code Figures1170 Photographer) Builders: Newport News Shipbuilding Co.; General Dy- namics Electric Boat Division Powerplant: One nuclearB 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 feetproject team as well as a “can do well and we are ready for anotherspirit”, Norfolk Naval Shipyard successful submarine project.” (109.73 meters)is prepared to excel at the Dry- Non-Nuclear Assistant Projectdocking 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 allowedarrived at the shipyard on Jan. 12, the project to bring on supervisors 6,900 tons (7,010.73 metricalthough preparations were taking early so that they had a chanceplace 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 donefour shipyards; it requires both in the past but got away from. I 36,8+ KPH)maintenance and modernization. am confident that being able to doThe 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 enlisted32,000 man-days plus more than briefs, and training supervisors on19,000 man-days of modernization the new expectations will lead to a Armament: Tomahawkimprovements, and an average of successful execution.”over 350-plus shipyard employees Among the biggest tasks are cruise missiles, VLS tubes (719and 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 teamof its type at NNSY as the second members. Another significant task four torpedo tubeslargest modernization package is an evolution requiring the shipscheduled for an availability in to be in dock. Additionally, otherless than six months. The intricacy tasks include work on the vibrationassociated in coordinating work reducer and fair water planes might ask, are team members andbetween more than 20 outside overhaul (with assistance from ship’s crew ready to tackle such aactivities 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, “Thislevel submarine availabilities ever David Tomlinson, NNSY’s “finest is a great team! We have a solidscheduled. 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 readySuperintendent John Darlington, combat systems suites. to meet this challenge.”“We’ve had some churn due to [a] In order to successfully executedelay and some behind-the-scene such a large availability, one6 Service to the Fleet, February 2011
  19. 19. NNSY’s Six Strategic GoalsGoal No. 3--Safety, Quality, Schedule, Cost, BehaviorBy Jennifer Zingalie, Code 1160 Public Affaitrs SpecialistB y the time Dr. Martin Luther King Jr. gave his famous “IHave 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 andof 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 eachwith the issue of equality. Yet plant and processes. category as a separate entity. Thestep-by-step, little-by-little the From each goal, diverse, cross- team realized in order for there tohopes and dreams of this one man functional teams were established be a change in any one of these “Wemission of thebecame ingrained into the hearts and championed by a Leadership areas, the biggest focus must beof many. As time on behaviors. According topassed America sawa change in thought are supporting Chantry, “the team looked at behavioral mindsets theand behavior; ultimately achange in culture. and focused on changing behaviors.” Norfolk Naval Shipyardshares the rich history of Fleet. We are enabling What does this mean exactly? It means whatAmerica. Dating back to matters most in an excellent1767, NNSY has worked our Sailors and helping shipyard is not the “what”under four different flags, but the “who.”built and maintainedhundreds of ships, assisted ensure their ship is Both Zydron and Chantry gave an example of whatin nine wars and overcomeadversity 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 reportinghas never been defeated. of safety deficiencies.The shipyard has been key important than that. According to Zydron, inin building the U.S. Navy 2010 the majority of safetyand 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 departmentstriving for excellence for both the year and establish initial action contains only about one percent ofpresent 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 newsan initiative of its Leadership to Excellence.” One such team, for so far in 2011 is because ofCouncil, for improving processes championed by Mike Zydron things like the Safety Deficiencyand performance. It was during the of Code 200 (Engineering anddevelopment phase of the plan that Planning) and Russ Chantry of Continued on page 18 Service to the Fleet, February 2011 7
  20. 20. Talking Shop:Shop 17 (Sheetmetal)By Jennifer Zingalie, NNSY Public Affairs SpecialistW 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 frompiece of themselves is some processes have and providing quality safely.”built into it. According changed and newer products means a lot One of theto shop supervisor machines are helping because I previously responsibilities ofJack 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 installinghave passed through- remains the same-- of working with other ventilation. “Ventilation-yet their products pride in craftsmanship. service members is very importantremain 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 habitabilityLena Harty, works on pipe hangars. Harty was recently trained on the machine with furniture they buildand is eager to learn more. “I always want to be able to help in any position in the through their layoutshop, 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)8 Service to the Fleet, February 2011
  21. 21. (Right) Edward Burnette,who has worked in sheet-metal for over 40 years,works on one of the manyprojects inside Shop 17.“Some shops continuous-ly do the same thing butin this shop you will getexperience and know howin different jobs this is “I always liked building orimportant in this shop,” taking things apart ... I feelhe explained. getting the hands on is going to help me with the academics.” --Lena Harty, First-Year(cont’d from previous page) Sheetmetal ApprenticeSnyder explains theimportance of providingthese products anddoing it right. “The wayI look at it is, you gotthe Navy out there,and for example, webuild them a locker.That might be the only[personal space] thata Sailor gets, and they “I work in one of the bestwant something they shops in the shipyard. Mycan take pride in. If we level of craftsmanship, Furthermore, Shop 17 favorite thing about this shopsend a piece of junk, the shop maintains its supports the shipyard is to seeing the products thatthen 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 itthings that go out of is finished, it gets items they may need to into--that’s what’s cool abouthere 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 distinguisheshas been involved with product to ensure the sheetmetal workerssheetmetal for over 40 dimensions are correct is that they are one ofyears and has worked and that it looks good the only trades thatin Shop 17 for four enough to be shipped designs, manufacturesyears, agrees. Knowing to its final destination. and installs their ownhe had a hand in Other products Shop products. Accordingoutfitting ships excites 17 provides include to Snyder, “A personhim. “When I see ships fabricating and installing who can fabricateon the news, or carriers workshop and stowage understands a little “My favorite thing aboutthat come into the yard, facilities, non-structural better how they can Shop 17 is working with greatI feel proud knowing bulkheads (upright manipulate metal people and fabricating, I trulyI’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 keepsships,” he said. and install label plates. you motivated.” --Jack Snyder, To ensure the highest Continued on page 10 Shop 17 Supervisor Service to the Fleet, February 2011 9
  22. 22. Shop 17 Supervisor Jack Snyder instructs his son, Joseph on a sheetmetal project. “It makes me feel good toknow 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 youdo 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 9waterfront. So if there is a problem with something said, “Building something here, and bringing it to anot fitting properly they can actually go out there ship and seeing how hard and fast the waterfrontand fix it, or whatever they have to do to get it to workers work and also how helpful and acceptingfit.” 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.” Withsheetmetalist you have to have a wide skill 131 Sheetmetalists in the shop, 22 of whom areset and know how to do many things because apprentices, Snyder reiterated that, “There is alsothere are so many different jobs to do, it’s very a lot of teamwork within the shop, they take prideimportant.” 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 ofbut there is always a possibility of injuring the apprentices are to the shop. “Yes, Shop 17 is anperson next to you. Because of the constant important part of the shipyard and it always willgrinding 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 outFleet seems to be the underlying theme in the a great product-–you know as they develop overDrive to Excellence for Shop 17. Harty, who would time and through experience they are going tolike to one day become a trainer in trade theory, excel and one day step into our shoes.”10 Service to the Fleet, February 2011
  23. 23. The Need to Read:Volunteers kick off Literacy Partnership ProgramBy Michael Brayshaw, Code 1160 Public Affairs SpecialistN orfolk Naval Shipyard’s outreach coordinators werelooking 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, Rearthe community. Some Cradock Along with NNSY Outreach Admiral Gregory R. Thomas,Middle School students needed Coordinator Valerie Fulwood, capped off the day of thehelp preparing for the Standards Literacy Program Coordinator program kickoff playing a gameof 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, isSchool 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 weekendPartnership Program, which began Spong Elementary School, where time to this program, they areJan. 8. Shipyard volunteers donate she formerly worked. “We getting as much benefit out of thetwo Saturdays per month helping to are anticipating with this many program as the students. Sandraimprove reading skills of students tutors, we will be able to serve the Bishop, a NNSY Defense Logisticsand preparing them for their SOLs. majority of our students [who need Agency contractor, said, “All myVolunteers help students attain the assistance],” she said. “We’re kids area more comprehensive view of very appreciative! Our hearts are grown,reading by closely examining such very happy and full.” so I’veelements as plot, point of view and Parish added that an attraction missed thatthe author’s purpose. The Literacy for student participation motherlyThrough School Libraries Grant is concluding feeling.funds materials and equipment for each Saturdaythe program. session with “It was perfect! It was like fun activitieseverybody walked in at thesame time,” said Dr. RosalynnSanderlin, Cradock MiddleSchool Principal. “We’reexcited about gettingthe 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.) Service to the Fleet, February 2011 11
  24. 24. 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 5budget 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 asL6S 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 graduateshipyard it better enables us to get achieving major goals one step at and is currently working to supportships 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 intosavings in the present can add up stone for the rest of my life. It the military but I feel like, as ato surmountable time and dollars in gave me discipline, motivation civilian, I am serving my countrythe 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 byis ongoing. “You can’t solve world and accountability on how to reducing travel and waste, andhunger with only one truck of do whatever I want to do or be facilitating teams to performfood – it might be a place to start whatever I want to be,” she said. Lean, the shipyard is embracing itbut 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 wantmultiple and ongoing Lean events an idea that comes from the book it. And next year they can go at itthroughout the shipyard … the The Fifth Discipline by Peter again and see if they can make itFleet 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. She12 Service to the Fleet, February 2011
  25. 25. 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 couplepart to save money and minimize their of years now and I have 14 people in my van. I’denvironmental impact by enrolling in the like to add another one. It’s a good way to get toTransportation Incentive Program (TIP) in work because you aren’t by yourself. I also feel greatorder 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 samewith 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 likeencouraging ride sharing amongst commuters. NNSY more information, contact Hernandez at 396-8015.employees have 37 different van routes covering most SHIRLEYof Hampton Roads and going as far away as Franklin SHE SAVESand 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 Accountantjoined 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 theto HRT. “The impact a car has on the air pollution TIP program.is obvious, especially when you look at what they Nelson livesscrape off the tunnel walls,” said Portsmouth Naval in Zuni, aboutHospital’s Chris Caputo, a two-year TIP user. an hour drive The benefits of TIP are not limited to just an from Norfolkenvironmental impact, said Program Analyst Maggie Naval Shipyard.Hernandez. “I have people who have been in the (Photo taken byprogram 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 theirway to and from work. Ninety-nine percent of theparticipants are happy and content with the program.”The benefits of TIP are felt by non-users too as the Service to the Fleet, February 2011 13
  26. 26. Learning Organization: “Learning organizations create aAcquiring knowledge and innovation to survive culture where people continuallyand thrive in a rapidly changing environment. expand their capacity to create theInformation from Code 100PI (Performance Improvement) results they truly desire, where newWhat is a Learning Organization? A Learning Orga- and expansive patterns of thinkingnization (LO) fosters an empowering culture whereeveryone focuses on continuously developing orga- are nurtured, where collective aspi-nizational competence and learning together to create ration is set free, and where peoplethe 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: TalkingT he foundation of the Learning Organization at NNSY stems from five disciplines which enable ashift 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 resultsPersonal 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 theand 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 toMental 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 toperson’s mental model of a police officer may differ foresee the environmental impact of the mongoose onfrom another’s depending on experiences.) Hawaii caused other indigenous animals to becomeShared Vision: Teams identifying shared ideals of the extinct as well.)14 Service to the Fleet, February 2011
  27. 27. 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 127Lean Before and After: Continued Performance ImprovementInformation from Mike Hansley, Code 100PI.2 (Performance Improvement) Lean Implementation DivisionT 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 certifiedare submarines, carriers, amphibi- NNSY continues to build the Green Belts, with additional Greenous ships and other ship servicing, capacity and capability for Lean Belts being trained.and facilities and infrastructure through Black Belt and Green Beltthrough 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.” Service to the Fleet, February 2011 15
  28. 28. “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 consultantEmbracing Change:Traditional Thought Challenged at Dr. Martin Luther King, Jr. CelebrationBy Brian McNeal, Code 1160 Public Affairs SpecialistK eynote speaker, Dr. Samuel Betances, brought a messageof 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 theembracing workplace cultural “Diversity is about how do we corporate family in the organizationchange 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 knowLuther King, Jr. celebration on Jan. without creating the notion that but we don’t always know how14. 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 celebrationwith Fortune 500 companies and There is a difference between continued with a ceremony openedthe Armed Forces, delivered this changing the bulletin board and by Dalia McGlone, Code 100PImessage during both a diversity changing the organizational (Performance Improvement),training session and later the culture.” and featured Code R.E.D.‘sceremony recognizing King’s Many in attendance were taken James Brown, Code 222, whoimpact 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 Georgehe stressed how vital it is for naval exclaimed that discriminatory Eason, Code 2301, who gave aleadership 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 1716 Service to the Fleet, February 2011
  29. 29. Change, Cont’d from previous pagerendition of one of King’s famous speeches, in facthis last speech. Special guests in attendance includedhandicap committee chairman Paul Maddrey, Shop 99 “THE(Temporary Services), and members of the HispanicCommittee. TIME IS ALWAYS Following a welcome from Shipyard Commander, RIGHTRear Admiral (Sel) Gregory Thomas, Betancescontinued to deviate from the expected and posed thequestion, “Does King deserve a national holiday?” Hefavorably compared King’s legacy with many iconsof American history including George Washington,Abraham Lincoln and Christopher Columbus. JamesJones, Code 100PI, felt the presentation left a lasting DOWHAT ISimpact. “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 helpensure that all deserve to be treated the same way inevery circumstance.” Betances went on to captivate attendees with --Dr. Martin Luther King Jr. (U.S. Civilhis journey from high school dropout, seemingly Rights leader & clergyman, 1929-1968)wanted by no one, to earning a Doctorate at HarvardUniversity. “I hope this moment will allow [us] to begin toappreciate how [we] can continue to build on thelegacy by mentoring each other and growing eachother, so that we become an extension of each other’sbest self to make our country stronger, healthier andfreer than we found her.” Dr. Martin(Right) bodiness,” which symbolizedLuther King, Jr. the celebration of human worth and the conquestwas a vital figure of the of subjugation, gave blackmodern era. His lectures and and poor people hope anddialogues stirred the concern a sense of dignity. His phi-and sparked the conscience losophy of nonviolent directof a generation. The move- action, and his strategies forments and marches he led rational and non-destructivebrought significant changes social change, galvanizedin the fabric of American life the conscience of this nationthrough his courage and and reordered its priorities.selfless devotion. This devo- His wisdom, his words, histion gave direction to thirteen actions, his commitment,years of Civil Rghts activities. and his dream for a new wayHis charismatic leadership of life are intertwined withinspired 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/ Service to the Fleet, February 2011 17
  30. 30. Behavior, Cont’dfrom 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 thatReport Form (SDR), and a vested interest in each place cost and schedule overpowers the influencenumerous other initiatives other’s safety –it should will follow. Although of you watching out forfocused on changing be at the top of the list safety and quality are not me and me watching outmindsets 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 thissafety), 87 percent of as a shipyard.” we can be late--it can idea doesn’t just concernsafety deficiencies have This Strategic Team cost more. Do we have safety, but quality is alsobeen identified by people also identified that no one any other choice than included, not only inoutside of the Safety should use assumptions to be safe? Do we have the willingness to reportDepartment. This, said when it comes to safety. any other choice but discrepancies but to lookZydron, 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 thosesafety issues versus only emphasizes scheduling The Strategic Team also outside of the shipyarda 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 wantbalance between trying Fleet), NNSY leadership change is found within to self-identify them. It’sto make the goal and believes safety and smaller peer groups-- okay if during the processmaintain safe practices. quality must always be person-to-person. “When we find a mistake--whenIt’s this sort of change, at the forefront and are you are in the ‘heat of we do, we can get itwhere safety becomes working hard to stress battle’ and you’re welding fixed. Don’t just relya part of personal this more than ever as upside down in a bilge on the inspector or theownership 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 explainedbehavior and the goal. Learning Organization when it might be easier quality is not onlyThis has led to several initiatives. to cut a corner--but that’s essential to the productspositive short-term Zydron also expressed when it’s important NNSY produces but alsoresults across the yard,” that the right mindset for that your buddy, down the significance of whatsaid 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 thecan 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 page18 Service to the Fleet, February 2011

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