U.S. Army newsletter from the Watervliet Arsenal

SALVOU.S. Army Watervliet Arsenal
February 2017
Allies' purchases
help fill in the gaps
Story on Page 3Story on Page 3

Salvo Feb. 28, 2017
The Arsenal Salvo is an authorized monthly publication for members
of the Department of Defense. Contents of the Salvo are not necessar-
ily 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 12189, or
stop by office #102, Bldg. 10, Watervliet Arsenal. The editor may also
be reached at (518) 266-5055 or by e-mail: john.b.snyder.civ@mail.mil.
The editor reserves the right to edit all information submitted for pub-
lication.
Commander, Col. Joseph R. Morrow
Public Affairs Officer, John B. Snyder
Editor, John B. Snyder
Photographer: John B. Snyder
Arsenal Facebook Page @
https://www.facebook.com/WatervlietArsenal?ref=hl
Cover Photo: http://www.defence.gov.au/
Colonel Joseph R. Morrow
Commander’s Corner
Every time I walk around the
arsenal I can’t help but be in awe of
the importance of all that we have
done through the years to support
our troops.
Remnants of the Erie Canal,
which was the catalyst to our endur-
ing use of technology to advance our
capability and capacity, to the Big
Gun Shop, where we were trans-
formed from a maker of saddles to
a maker of cannons, are just two of
many symbols of our rich history
that is the fabric that binds us today.
But when I get back into my of-
fice, I sometimes wonder if the workforce is also
touched by the achievements and sacrifices of those
who have served here before us. After all, there are
some in the community who do not pay much atten-
tion to our presence here because the arsenal has in
many ways become part of the community’s land-
scape.
And so, as arsenal employees’ employment tran-
scends from months into years, I wonder if our his-
tory has also become part of the landscape to some
here?
If this has happened to you, I hope you will now
take a second look at what is around you, because
knowing our history should help give you a sense of
understanding, and hopefully a sense of purpose, as
to why we are still in operation today.
When you take a renewed look at what is around,
you will quickly notice that today’s
arsenal looks nothing like it did in
1813 when it was established on just
12 acres of land. Nevertheless, if
you look beyond the buildings and
the land, you will see something that
those who worked here 203 years
ago saw.
Uniforms have changed. Ma-
chines have changed. But the one
thing that has not changed is the
dedicated and selfless service of
those who work here. You, and
those who served before you, are the
reason why the arsenal still provides
critical war fighting capability to our troops.
After every military conflict since the War of
1812, we have had to redefine who we are and map a
new road to where we were going in order to remain
relevant to our community and to our nation. To do
this, the arsenal worker has sometimes gone without
pay and some have even given their lives to an ef-
fort that meant more to them than their job security.
Despite all odds, the arsenal workforce has not just
survived, it has thrived.
To ensure that our historical sense of purpose does
not become part of your daily landscape, please take
time to renew your understanding of our history and
appreciate your importance to our destiny. Having
served with you these last seven months, I strongly
believe that you will not allow the arsenal to fail on
our watch.

Salvo Feb. 28, 2017
Story continues on page 4, “FMS”
By John B. Snyder
Watervliet
Arsenal
turns to
allied armies
to sustain its
critical skills
As decreases to the Army’s budgets in recent years
has reduced the requirements for military hardware,
the arsenal is now finding great success selling its
products to allied armies as a way to sustain its critical
manufacturing capability.
In order for the arsenal to retain its worldwide status
as a center of technical excellence for large caliber
weapons manufacturing, it must maintain a highly
trained workforce that can execute all critical manu-
facturing skills at any time. In recent years, however,
the arsenal leadership has found it very challenging
to maintain a high level of expertise in core critical
manufacturing skills due to the reduced workload that
came from declining defense budgets.
As an effort to counter any erosion of skills, the ar-
senal aggressively worked with the Army’s weapon
program managers, the Army’s Security Assistance
Command, and private industry to help fill in the gaps
to workload by looking at overseas markets. And the
results of these teaming efforts have been staggering.
This month, the arsenal finalized a $4.4 million con-
tract to provide the Australian army with nearly 200
mortar systems, adding to a $47 million contract that
was announced last month to provide the Indian army
with 145 howitzer cannon systems. Since the Indian
order was announced, the arsenal has received another
contract, valued at $2.9 million, to support the Indian
army with additional spare parts.
To put the size of these foreign contracts into perspec-
tive, the arsenal achieved only $1.7 million in foreign
military sales for fiscal 2016, which ended last Sep-
tember. It now has obtained more than $55 million in
foreign military sales contracts in just the last 30 days.
“Although we have supported foreign militaries for
decades, the recent arrival of $55 million in foreign
For decades, the arsenal has provided our allies
with common operating weapons systems. But these
foreign military sales are becoming more important
to the arsenal in the retention of critical skills given
the decline of U.S. military budgets in recent years.
In 2013, the Department of Defense turned to the arsenal to provide
a rapid fielding of 60 mm mortar systems to the Afghanistan Army.
In a matter weeks from the receipt of the order, the arsenal began
shipment of the mortar systems, as seen in this photo.
Photo by John B. Snyder

Salvo Feb. 28, 2017
FMS Cont.
U.S Soldiers assigned to Charlie Battery, 1st Battalion,
320th Field Artillery Regiment, 2nd Brigade Combat
Team, 101st Airborne Division fire a M777A2 Howitzer
in support of Iraqi security forces during the Mosul of-
fensive at Platoon Assembly Area 14, Iraq, Dec. 6, 2016.
Charlie Battery conducted the fire mission in support
of Combined Joint Task Force - Operation Inherent
Resolve, the global Coalition to defeat ISIS in Iraq and
Syria. (U.S. Army photo by Spc. Christopher Brecht)
The arsenal has a new contract to manufacture 145 of
these cannon systems for the Indian Army with the first
delivery in 2019 and the final delivery in 2020.
military sales contracts speaks volume about the arse-
nal’s coming of age on the world’s stage,” said Joseph
Turcotte, the arsenal’s deputy commander. “We are
hopeful that we will land more multimillion-dollar
contracts with allied armies as they learn more about
our highly-specialized capability and capacity.”
According to Thomas Pond, the arsenal’s director of
operations, these sales will significantly contribute to
the arsenal’s long-term viability by sustaining highly
skilled jobs that are required to support the needs of
U.S. forces.
“The value of large-scale contracts cannot be overstat-
ed,” Pond said. “The size and scope of these foreign
military contracts will help ensure that critical manu-
facturing skills are maintained here for future U.S.
defense requirements.”
Due to the long-lead time to get raw materiel, the arse-
nal will not deliver its first mortar system to Australia
until fiscal year 2019 and will complete the order the
same year. The first cannon shipment for India will
not occur until fiscal year 2019 and final shipment will
be in fiscal year 2020. The fiscal year begins on Octo-
ber 1 of the previous year.
The U.S. State Department manages the foreign mili-
tary sales program and works closely with the Depart-
ment of Defense to resource the requirements. These
proposed sales will contribute to the foreign policy
and national security of the United States by helping
to improve the security of the nation’s allies.
The 81 mm mortar system is used primarily by the
infantry as an indirect fire weapon when a high angle
trajectory is required to hit enemy troops, materiel,
and positions. It has a maximum range of about 5,700
meters.
The arsenal’s contract for 145 howitzer cannon sys-
tems is part of a $737 million foreign military sales
contract that BAE Systems has with the Indian gov-
ernment. Under the contract, the arsenal will manu-
facture 155 mm barrels and associated parts that will
become an integral part of the M777A2 lightweight
howitzer system that India will purchase from BAE.
According to BAE, the M777A2 howitzer is highly
portable by land, sea and air, and the system has a
maximum indirect fire range greater than 30,000 me-
ters.
The Watervliet Arsenal is an Army-owned-and-oper-
ated manufacturing facility and is the oldest, continu-
ously active arsenal in the United States having begun
operations during the War of 1812.
Today’s Arsenal is relied upon by U.S. and foreign
militaries to produce the most advanced, high-tech,
high-powered weaponry for cannon, howitzer, and
mortar systems. This National Historic Registered
Landmark has an annual economic benefit to the local
community in excess of $90 million.

Watervliet: Where custom
machines must support
custom machining
Page 5 Salvo Feb. 28, 2017
Story continues on page 6, “New”
What arsenal leadership may not have envisioned in
1813 when the small Army post in upstate New York
opened its gates was just how much their manufactur-
ing center would eventually rely on the support from
foreign countries and businesses to ensure its long-
term viability. After all, two centuries ago the arsenal
was considered a forward outpost against an invading
British army.
Fast forward to today, one cannot walk through the
arsenal without being touched by something foreign,
whether it is shipping mortar systems to the Iraqi army
or production workers planning the manufacture of
howitzer cannons for the Indian army. Interestingly,
many of the machines here that manufacture the parts
for U.S. and allied armies are made by a foreign man-
ufacture.
By John B. Snyder
Whereas, using foreign-made machines in 1813 may
have been an act of heresy, today it makes good busi-
ness sense, said Frank Salvatore, an arsenal equipment
specialist.
“The decision-making criteria we use when we pur-
chase a manufacturing machine goes beyond the old
adage that the Army only buys from the lowest bid-
der,” Salvatore said. “The machines that we buy must
be custom made to support our unique machining pro-
cesses that are required in the manufacturing of weap-
ons systems that deal in extremely high pressures and
temperatures. There are not many manufacturers who
can make the customized machines to our tight toler-

the manufacturing of every machine,” Salvatore said.
“Due to our tight production schedules, we don’t have
time to get a new machine in and then try to make it
fit our manufacturing requirements. It (machine) must
be ready to start production within a week or two of
installation.”
One of the interesting and quite visible phenomenon
that occurs when a new machine is placed on line has
nothing to do with cutting
metal chips.
“This is a great morale build-
er,” said George Pusins, an
arsenal machining supervisor,
as he observed the arrival of
the new lathe in his building.
“Because this is the first new
machine in this production
building in at least 10 years,
my guys are excited because
it is a symbol that their efforts
have not been forgotten.”
Pusins added that thanks to
the great design work by Sal-
vatore, the new lathe will ac-
tually replace two machines.
“This machine will allow us
to conduct two major opera-
tions on one machine, versus
having to use two separate
machines,” Pusins said. “Ad-
ditionally, having a state-of-
the-art machine will require
less maintenance than the
35-year-old machine that it
replaced, thereby, increasing
our production capacity and flexibility.”
The arsenal has four main production buildings that
house nearly 600 machines. When new machines may
cost up to $2 million or more, it is understandable why
one building may not see much change. Nevertheless,
in Pusins’ production building there have been mil-
lions of dollars invested to improve, not replace, exist-
ing capability in recent years.
ances and at a cost that is beneficial to the American
taxpayer."
What many here may not appreciate, however, is the
art and science that goes into the purchase of each new
machine. The arsenal’s manufacturing center is not
going to receive any money to
build new structures to house
new machines and so, plan-
ners must do extensive re-
search and design to bring in
new capability that will fit in
the same footprint as the old
capability. In essence, an old
machine must be pulled off
line, new foundation poured,
and electrical systems updated
before the arrival of a new
machine into the same space.
Earlier this month, Salvatore
was working with representa-
tives from an Italian firm as
they were installing a new
hollow-spindle lathe here to
support howitzer and tank
manufacturing. This is the
fourth multimillion-dollar
machine that this company
has installed at the arsenal in
recent years.
Salvatore explained that it
took years of planning and
coordination before the new
Italian lathe was brought here.
For this lathe, Salvatore and machinist Brant Wert
traveled to Italy to work with the manufacture to en-
sure that the machine would meet the scope of work.
Once they had the technical aspects of the new lathe
worked out, then the foundation here to support the
new machine could be designed.
“When it takes years and millions of dollars to bring
on line new capability, we must be closely involved in
New Cont.
There is an art and science to the planning and installation of
new machinery. The arsenal cannot build new infrastructure
to house new machines and so, new machines must fit into
the same footprint as the machines they replace.
Photos by John B. Snyder

Salvo Feb. 28, 2017
At Watervliet, random acts of
kindness are nothing less than
"mentoring"
Story continues on page 8, "Mentor”
In a nondescript-corner room in the arsenal’s head-
quarters there is a remarkable transformation being
planned for the workforce, albeit centuries late.
Since the arsenal opened its gates in 1813, its
workforce has always had an informal and important
culture of nurturing. In essence, those who have less
experience and knowledge being guided by those
more experienced in the ways of manufacturing, Army
procedures, and in personal development.
Why is this nurturing important? Because success
here helps ensure that U.S. and allied forces are more
successful on the battlefield. After all, for more than
200 years the arsenal’s weapon systems and military
hardware have helped hundreds of thousands of the
nation’s servicemen and women to safely come home
from battle.
But today, there are threats to this informality as
tenured civilians are retiring in significant numbers,
taking with them tens of thousands of hours of experi-
ence, knowledge, and insights of Army manufacturing
and in life, said John Bianchi, the deputy director of
Every day, great deeds are occurring here that often go unnoticed. On the arsenal production floors, informal mentoring is one of the things
that makes people and products great here. Captured earlier this month, machinist Peter Northup, center, is talking to, or what the arsenal
calls mentoring, apprentice Stephen Pawlik, right, and newly arrived machine tool operator Dwight Collin. Good job, Peter!
By John B. Snyder

Salvo Feb. 28, 2017
Mentor Cont.
Industrial Operations and Production.
“We almost have the perfect storm develop-
ing with our workforce,” Bianchi said. “Due
to inconsistent defense budgets in recent years,
high turnover of well-experienced personnel,
and workforce demographics transitioning from
a Baby Boomer heavy workforce to one being
backfilled by Millennials, we must change our
workforce development now to prevent a per-
sonnel crisis in future years.”
Tony Urban, the deputy director of Installa-
tion Management, and Bianchi are co-leaders of
a Lean event that was recently initiated to ad-
dress these challenges.
Now, getting back to that nondescript-corner
room. Arsenal leadership in January launched a
workforce development team initially made up of Jen-
nifer Walkley and Brant Wert.
Walkley brings experience from her previous posi-
tion in Installation Management, while Wert offers the
experience from his previous position in Operations
as a journeyman machinist. They report to the arse-
nal’s chief of staff to develop and implement several
workforce development programs that should benefit
all arsenal employees.
Their first task is to make sense of a recent arsenal
survey where several aspects of workforce develop-
ment were rated as deficient among the respondents.
One of the areas identified as being a shortfall was
that the arsenal did not have a formal mentorship pro-
gram.
Something interesting was identified in the results
in a second, more recent survey that was tailored just
for the topic of mentorship, Walkley said. More than
45 percent of the survey respondents had stated that
they had a mentor here even though there has not been
a formal mentorship program at the arsenal in any
one’s memory.
“Given such a high rate of mentoring already oc-
curring here, it only makes sense that we try to tap
into that process to make it better,” Walkley said. “I
believe that people want to engage each other, espe-
cially after their recently going through sequestration,
inconsistent workload schedules, and now a hiring
freeze.”
Wert said that although they are only in the pro-
gram development stage, there is one key aspect of
the informal mentorship that will definitely be a part
of the formal program.
“We envision a spirit of volunteerism where per-
sonnel readily offer their experiences and insight to
others,” Wert said. “Additionally, mentorship will
transcend the path of skill development to a broader
aspect called ‘professional development.’”
Ideally, the arsenal mentorship program will enlist
volunteers who will then be armed with the tools,
such as mentor guidelines and standard procedures, to
make their mentorship efforts more productive, Wert
said. And, those who want to be mentored will have
a place to find a mentor if they so desire.
One thing to keep in mind is that mentorship is not
leadership. Leaders are already tasked, as well as ex-
pected to help develop those under their supervision.
To not give the impression of favoritism, mentors typ-
ically do not come from the individual’s direct chain
of command. Mentors could be peers, people who are
more experienced in manufacturing or in life; or even
subordinates who have unique experiences that they
might want to share.
Bianchi said he believes the mentorship program
will launch later this year.
As early as the week that apprentices make their first machining cut, they are
coached by senior machinists, such as seen here with machinist Jonathan
Morehouse, left, assisting apprentice Todd Herold last September.

By John B. Snyder
Paying Back?
Or...Investing in the future?
Story continues on page 10, "Sullivan”
As most Baby Boomers here have reached retirement
age, the arsenal is aggressively trying to backfill that
talented group when they retire with a younger genera-
tion of workers who will also want a career here man-
ufacturing military hardware for the nation’s troops.
One of the challenges, however, is that research shows
that the prime generation for recruitment, who are
called Millennials, aren’t interested in manufacturing
jobs. The other potential challenge with hiring Mil-
lennials is that they, according to a recent Gallup Busi-
ness Journal survey, tend not to stay very long at a job.
Millennials were born between 1981 and 1997.
And so, is the future of the historic Watervliet Arsenal
at risk because of the challenges it is facing trying to
build the workforce for the future?
If one considered that last month more than 900 peo-
ple visited a job fair that was hosted on post, the short

Salvo Feb. 28, 2017
Sullivan Cont.
answer would be no. Given the success of that job fair,
there seems to be no lack of interest in working at the
Army’s oldest, continuously
operating arsenal.
Nevertheless, the arsenal is not
taking any chances given that
U.S. manufacturing will be crit-
ically short skilled workers in
the near future. According to a
recent report from the National
Association of Manufactures,
over the next decade, nearly 3.5
million manufacturing jobs will
likely be needed, and 2 million
are expected to go unfilled due
to the skills gap.
One key effort the arsenal is
taking is viewed as an invest-
ment by Apprentice Program
Supervisor Robert Day, albeit
an investment that may pay off
many years from now.
Day has for years participated
in career fairs at local high
schools to talk to students about
the wonders of a career in
manufacturing. He took that ef-
fort a step forward Feb. 16, by
hosting here seven high school
students from the Sullivan
County Career and Technical
Education Center who are enrolled in a two-year preci-
sion machining technical program.
“Although I love to tell the arsenal story to students in
the local schools, I love it even more when I get to show
them exactly what we do here,” Day said. “To know
that I have caught their attention when I show them the
machines that forge 30-foot howitzer barrels is truly an
unbelievably good feeling.”
Day further explained that his excitement goes beyond
trying to encourage students to consider a career in ma-
chining.
“Besides simply conducting these tours as a potential
recruiting effort, I also believe that we have an obliga-
tion to pay back the community for its 200 years of sup-
port to the arsenal,” Day said. “And what better way to
do so than to participate in the education of our youth.”
It is one thing for Day to get excited about hosting the
students, but at the end of the day it is all about the stu-
dents. So, what did they get out of this visit?
“This is my first year in the pre-
cision machining program and I
never realized until visiting the
arsenal just how large manu-
facturing machines could be,”
said Britany Clark, an 11th
-grade
student. “Additionally, it is one
thing to create a design on paper,
but to see how designs are ma-
chined into products was a great
experience.”
Clark said she is taking the preci-
sion machining course so that she
will have experience in design
and machining before she goes to
college to obtain a degree in Bio-
medical Engineering. This visit,
according to Clark, also provided
her a better sense of the variety
of careers that are available in
manufacturing, as well as a better
sense of how difficult it is to pro-
duce a product.
Michael Mullally, the Precision
Machining Technology Program
instructor, said that beyond the
value of education, the visit to
the arsenal was also a great op-
portunity for him to recruit for the
future.
“There is unbelievable value taking a student who has
been learning about machining in a classroom out to
a large-scale manufacturing center,” Mullally said.
“These tours truly open up the students’ eyes as to the
variety of opportunities that are available in manufac-
turing and I’m hopeful that the students share some of
this visit’s excitement with their friends and families.”
As the students departed, Day wondered if he was able
to inspire and excite the students toward a career in
manufacturing. Just maybe, Day will find out when one
of these students applies for a job here upon graduation.
In the meantime, Day will host two classes of students
in the next few weeks from a local community college
in an effort to not only tell the arsenal story, but also to
recruit for the future.
Eleventh-grade student Britany Clark is in her first year
of the Sullivan County Precision Machining Technology
program as preparation for future collegiate studies in
Biomedical Engineering.
Photos by John B. Snyder

Salvo Feb. 28, 2017
By Heather Durr
Get SHARP
More than just a hotline: Sexual Assault Victim
Support & Prevention Efforts around the
Capital District.
Although arsenal employees have received information on sexual assault hotlines hosted by each
of the surrounding counties, they may not realize all the services that are out there. In the next few
articles, we will explore services that local organizations offer – starting with the St. Peter’s Health
Partners Sexual Assault and Crime Victims Assistance Program that serves as the Crime Victims
Assistance Program for Rensselaer County.
In existence since 1979, The Sexual Assault and Crime Victims Assistance Program provides
comprehensive, specialized services to victims of sexual violence, victims of stalking, older adults,
homicide survivors, as well as other victims of crime, their family members and friends, or
significant others. The program is committed to reducing the trauma of sexual assault, crime, and
violence, as well as providing community education for its prevention.
Here are some of their services:
• St. Peter’s Health Partners provide specially trained counselors to meet with survivors at a
hospital, clinic, or private physician’s office. They can help victims/survivors with gathering
evidence; obtaining medical services; receiving counseling or therapy; and advocating with
police, courts, and crime victims’ agencies.
• They also can make referrals for services not provided by our program and can teach per-
sons how to avoid re-victimization.
• Their Senior Crime Victims Assistance program helps older victims of crime, including phys-
ical, sexual and emotional abuse, financial exploitation, fraud, neglect, and abandonment.
• As part of their community outreach, The Crime Victims Assistance program features pre-
vention officers that speak to the community on various topics, and provide training for al-
lied professionals. On several occasions, these prevention officers have trained Watervliet
Arsenal Supervisors on the prevention of sexual assault.
• They operate the Sexual Assault 24-hour hotline is (518) 271-3257.
Here are other Capital District County Sexual Assault Hotlines:
Albany County: 447-7716
Schenectady County: 346-2266
Saratoga County: 584-8188

Salvo Feb. 28, 2017
Goals: The Missing Link between
Strategy and Execution
By Joshua O'Leary
Earlier this month, a reminder was sent to my office that it was time to give John Snyder another article for
the Salvo’s Lean Corner. Once again, I’d been given the honor of completing the task. No problem, right?
The problem was, like a dog spotting a squirrel, my attention was soon pulled in eight different paths once
I began to research one of my ideas. One path led me to a video by Donald Sull, a Senior Lecturer at the
MIT Sloan School of Management, https://www.youtube.com/watch?v=yLoBb0XulcQ
Don’s lecture, “Goals- the Missing Link between Strategy and Execution” (available on YouTube,
for anyone with 40 minutes to burn), focuses on how goals influence execution- the linkage between strategy
and results. His research states that goals drive execution through four distinct elements:
Blinders - Goals focus individual/team attention to motivate and drive performance. Goals allow
the workforce to filter out the day-to-day noise and focus on what’s truly important to the business. He
states that goals should be specific and ambitious. While an ambitious, or “stretch”, goal should be difficult
to achieve, he warns that it’s delusional to strive for one without a rigorous process in place to achieve it.
Links – Goals are a mechanism to link strategy to activities and resource allocation decisions at
every level of the organization (strategic alignment). Directorate, division, department and individual goals
should be bottom up, autonomous, and align with the top priorities of the business. In order to be effective,
it requires that unit level leaders understand how their organizations link to the overall business strategy.
Additionally, goals should be transparent and shared for maximum organizational coordination.
Bold Hypotheses – Goals help companies envision how they can break out of the status quo
(complacency). If an organization sets unambitious goals, that organization will search very narrowly
for how to achieve that goal. Ambitious goals trigger broad search. “More of the same,” or incremental
innovations, will not get the organization to its goal. Organizations are instead forced to look for the
creative solutions that drive true innovation.
Signals – Goals transfer critical information across the organization. They allow organizational
leaders to test what they think is going to happen, and course-correct based on feedback. This performance
feedback guides process and operational iteration when effectively managed. To maximize the potential
of goal iteration, Don suggests that leaders revise their goals more than once per year, meet with their
subordinates regularly to discuss progress, constantly analyze variance from goal, and discuss difficult
issues openly and honestly. Organizational leaders must be able to effectively structure and lead
discussions on setting and revising performance goals in an environment their employees feel “safe” to
participate in.
Arsenal employees – Do you feel like you personally share in the responsibility of achieving organizational
goals? Supervisors – Are your subordinates aware of, and unified in pursuing, organizational goals?
How do your daily activities feed your department’s goals? How do your department’s goals feed your
Division’s goals? Division to Directorate? Directorate to our top strategic goals? It’s been said that
knowledge is power, but only when shared.

U.S. Army newsletter from the Watervliet Arsenal

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