The View From Our Customer`s Bridge

700 Washington Street
Bath, ME 04530
PRSRT STD
U.S. POSTAGE PAID
BATH, MAINE
04530
PERMIT NO. 31
NEWS
BIW
January
2005
The View From Our Customer’s Bridge
“
WEDNESDAY, FEBRUARY 2, 2005
A collection in memory of Lynn Poulin
(D50), killed in action while serving with
the Maine Army National Guard’s 133rd
Engineer Battalion in Iraq, will be held
before the start of all shifts at entrances
to BIW facilities. In accordance with the
wishes of Mrs. Jeanne Poulin, proceeds
will be donated to the Company A Family
Support Program to provide assistance for
the families of the men and women of
Company A. Should you wish to make
a donation by check, please make the
check payable to “Company A Family
Support Fund.”
Thank you in advance for your generosity.
his will be a pivotal year for
BIW.” We’ve all heard that
phrase or something similar to it in the past and it applies in
2005 as well. Our customers and
industry remain in a high state of
flux. As a result, each years’ challenges become a bit more difficult,
decisions get a little harder, and
organizations like BIW and the
Supervisor of Shipbuilding
Conversion and Repair, Bath,
Maine (SUPSHIP, Bath) must find
ways to become more flexible,
agile, and adaptable.
CAPT Mike Stanton, USN
became Commanding Officer of
SUPSHIP, Bath in August 2004.
No stranger to BIW he served
at SUPSHIP from 1996 to 1998
initially as DDG/FFG Lifecycle
Planning Officer, then as DDG
Production and Delivery Officer
and finally as the DDG Program
Manager’s Representative (PMR).
A native of Brockton, Massachusetts, he graduated from The U.S.
Naval Academy in 1983. In his
20+ year Navy career he has served
in a variety of operational and
engineering billets aboard ship
and ashore. He holds a Masters
T
INSIDE
From the Helm - 2
Safety Progress - 3
In the Tanks - 3
Retirees - 5
Classifieds - 5
S S G T LY N N R . P O U L I N
SEPTEMBER 16, 1957—DECEMBER 21, 2004
From the Fleet - 6
Service Anniversaries - 7
Unit 235 - 7
In Memory:
SSGT Lynn R.Poulin - 8
in Business Administration from Old
Dominion University and earned
degrees of Naval Construction
Engineer and Master of Science in
Mechanical Engineering from the
Massachusetts Institute of Technology.
He completed the Executive Leadership Program at Harvard Business
School and is also a licensed Professional Engineer in Virginia. Most
recently, he served in the LPD 17
New Construction Program Office,
performing a multitude of program
integration functions in acquisition
coordination, design/engineering,
change/configuration management,
production engineering and control.
At the start of yet another “pivotal
year” for BIW, we asked CAPT
Stanton to share some of his thoughts
about BIW and his own command.
In this article, he responds to several
questions concerning near term opportunities and challenges. Next month
will focus on the future.
Q: How does it feel to be back in Bath?
A: I’d like everyone at SUPSHIP and BIW
to know that I asked to come back here. I’m
sincerely enchanted with Maine, its people,
its culture, its heritage, its lifestyle, its pride,
and with BIW. In my shipbuilding career,
I’ve been associated with over 25 shipyards
of various sizes and none has possessed the
pride, patriotism, leadership and heritage
of BIW. SUPSHIP, Bath and BIW have our
collective ‘warts’ but I’ve always believed
that Mainers aren’t afraid of asking tough
questions of themselves and then adjusting
for the better. We’ll continue to do that as a
team of shipbuilding professionals. But I’m
just thrilled to be back here—my colleagues
in DC threaten to surgically remove my
interminable smile.
CAPT Michael B Stanton, USN is “thrilled
to be back here.” A native New Englander,
he assumed command of SUPSHIP, Bath
in August 2004.
Q: Aside from the physical plant, what
other differences have you noticed since
you were last here?
A: The biggest difference I’ve seen at BIW
is a heightened sense of urgency about
becoming more cost effective versus the
competition. With the DDG Program
beginning to ramp down and DD(X) still
in its early stages, people are becoming
much more aware of the challenges that
will face us in the years ahead. When you
listen to people around the shipyard mull
and cogitate over what “DDG wind-down”
really means and where DD(X) fits in, you
hear people thinking hard and deep about
what they need to do. This sense of urgency
is more important now than ever before.
Continued on pg. 4
December
From the Helm
Service Anniversaries
Dugan Shipway, President, Bath Iron Works
Dept.
Dept.
35 Years
As we finish the first month of 2005, my message remains straightforward and unchanged:
preserve quality shipbuilding manufacturing jobs in
the State of Maine.
SAFETY: In 2004, we reduced the number of Lost Time Injuries
from 445 in 2003 to 338. Similarly, the total number of days people
were unable to come to work because of an injury was reduced by
26% from 2003 levels. In 2005 our goal is to reduce Lost Time Injuries
an additional 25% and Recordable Injuries by 20%. To achieve this
goal each of us must focus on doing things the right way with special
emphasis on protecting our backs, knees, eyes, and hands. Injuries
to these parts of our bodies comprise over 50% of all of our Lost
Time Injuries and a majority of these can be prevented through
proper positioning, compliance with existing work practices and
the appropriate use of personal protection equipment.
—with added pressure from the war in Iraq. Someday, competition
will come and we must now take whatever actions are necessary to be
ready for it. There will continue to be developments in this area as the
President shortly submits his next budget to the Congress and they
deal with it. I will keep you informed.
TREATING EACH OTHER WITH DIGNITY: At the end
HOURS TO BUILD DDGs: In early January I issued a
of December I had the sad honor of representing all 6,000 men and
women of the BIW family at the funeral mass and military service for
SSGT Lynn Poulin. This followed a short memorial service his fellow
workers held in his memory in the Assembly Building just before
Christmas. By the end of this month, up to ten more BIW workers
will be called up for active duty in Iraq. I ask all of you to continue to
remember them in your prayers and thoughts. We cannot forget them
and their families because they are part of our family.
Bulletin addressing the progress we’ve made in building DDGs
for fewer hours than our competition, the uncertainty that faces
us at the start of this New Year and my commitment to you going
forward to do what is necessary to retain quality jobs at BIW into
the next decade.
I mentioned we made progress in our efforts to reduce DDG labor
hours. Throughout 2005, in the face of all the uncertainty, we must
continue to work together and increase the momentum we’ve started
to build. We must stay focused on what we can control—our shipbuilding processes—from administration to tests and trials and we
must continue to drive out inefficiency and insist on first time quality.
As we do these things, we will adapt, we will change and we will
remain a viable source for the Navy’s warships.
In closing, this month’s cover story is the first of a two-part interview with CAPT Mike Stanton, USN, Commanding Officer, SUPSHIP,
Bath. He discusses the Navy’s perception of BIW. If you take nothing
else from this newsletter, take to heart what CAPT Stanton is telling
us. Like the Red Sox, we are facing significant challenges and also like
them we have everything we need to win. We must stay focused each
day and we must do what is necessary to preserve our ability to win
one-on-one against any shipyard in the country. In doing so, we will
ensure quality shipbuilding manufacturing jobs stay in the State of
Maine.
We have the people, the resources, and the facilities. We just need
to do it—together.
In the past few weeks the importance of being ready for a competition sometime in the future has been re-enforced in comments by
the Secretary of the Navy, the Commander of the Naval Sea Systems
Command, and even our potential competitor. The future remains
uncertain primarily because of the complexities of the Navy’s shipbuilding dilemma—they are facing very difficult issues from both
the acquisition and operational perspectives. They are tackling these
issues in an environment of constrained budgets and growing deficits
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2 January 2005 BIW NEWS
Francoeur, Leon Roger
07
10
15
19
32
43
43
50
Lupardo, Michael Paul
Pelletier, Richard Donat
Hinkley, Wayne Merle
Laplante, Richard Raymond
Vigue, Thomas Lyndal
Cooper, Frederick Lee
Tanger III, Leo George
Copp, Frank Nelson
30 Years
• We must continue to do everything in our power to
We will do it within a workplace that continues to drive to be safer,
in a way that will continue to reduce the hours to build DDGs, within
an environment where each of us acts with integrity and is treated
with dignity—and we’ll face challenges using Maine common sense.
10
“TOGETHER WE CAN MAKE A DIFFERENCE”
Dept.
25 Years
19
19
20
25
40
80
80
86
91
91
Musser, Gerald Andrew
Stegna Sr, Lawrence Eugene
Fecteau, Reginald Thomas
Leblanc, Richard James
Garbin, Bruce Richard
Arsenault, David Lee
Kendrick III, Cyrus Maxcy
Caton, Patricia Marie
Barschdorf, Dana Owen
Higgins, Bruce Dennis
20 Years
10
19
Fraser Jr, Daniel William
Briskey, Wayne Eugene
15 Years
86
Smith, Wayne Scott
5 Years
52
97
Mathisen, Laura Ann
Hagan, John
All I Want for Christmas is My 235 Unit
Shell Acceleration Project at
Hardings was underway when
Dugan Shipway got the word and
said he wanted an early Christmas present.
He got his wish when Dave Twist (D10),
Kurt Ingalls, Don Blasingame, Dan
Madore (all D50), Dave Bisson, Gil Rines
(both D43) and the rest of the Hardings
Shells Crew delivered both shells of Unit
235 ahead of schedule and under budget—
complete with a bright red bow and a note.
Supervisors, mechanics and union representatives agreed to focus on Unit 235.
That decision led to an off-site session
where every aspect of the job was examined. With the mechanics’ input, tasks were
sequenced, support requirements were
identified and a determination was made
as to which steps could be done simultaneously and which had to be done in series.
That information was put into a Gantt
chart and work began. When the “presents”
were delivered on December 20 and 22, the
units had been completed in one third of
the time of previous units and three days
ahead of the schedule developed at the offsite session.
Dave Bisson says, “The organization and
planning were key to the success of the
project. Being dedicated to only that job
was also a big help. We weren’t being
moved from job to job throughout the
day.” Dan Madore feels the planning,
support and teamwork of the crew
“. . . made my job easier. I didn’t work as
hard and I got a hell of a lot more done.
When it’s coordinated like that it makes
A
Merry Christmas From the Hardings Shells Crew—(L to R)—Dan Mador, Kirk Ingalls, Tom Sirois,
Ray Burgess, Dick Clark, Aimee Pratt, Jason Woodhouse, Don Blasingame, Rick Holbrook, Jim Groves,
Tait Brown, Steve Giusto, Garry Harriman, Mike Pelletier, Don Swift, Gill Riner, Rick Legar, Ryan Turcotte,
Dave Bisson, Brad Totten, Dan Murphy, Stan Woolford, Dave Twist, Dugan Shipway
it a lot easier on everybody.” Gil Rines
states, “The fitters were phenomenal. To me
when I see that kind of commitment from
the people ahead of me, it pumps you up to
give your 100% too. They went all-out so
now we need to do our part. I think we fed
off each other. Seeing the enthusiasm and
support from upper management really
helped too”. There was overall agreement
within the crew that displaying the Gantt
chart at the work site was also a plus. “You
know where you stand and it gives you a
goal to reach. Have you reached your goal,
are you ahead, behind? It really kept us
motivated.”
After initial start up, crew involvement
picked up and by the time the project ended
the whole area was checking progress, inter-
ested in how the unit was doing, and wondering if Dugan was going to get his
Christmas present on time. Well, he did,
and according to Twist, after the project
was completed someone had written on
his LDMS board, “Together we did make
a difference.” Brad Totten (D10) sums it
up. “It’s all about the mechanics. It’s really
not about the numbers. You can forget the
numbers altogether they work themselves
out. You let the mechanics do the job the
way they feel it needs to be done. You’ve
got to trust in them.”
The Shells Crew extends a hearty thanks
to everyone who had a hand in making this
project a big success.
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BIW NEWS January 2005 7
Safety December 2004
From the Fleet
A Sailor’s Perspective
RECORDABLE INJURIES
LOST-TIME INJURIES
2,000
SCS (SW) Mike Wroten is
quite familiar with BIW and
Bath-Built ships. As a First
Class Petty Officer, he was a member
of the O’KANE (DDG 77) PRECOM
Crew and was O’KANE’s first sailor to
re-enlist. Now part of BAINBRIDGE’s
(DDG 96) PRECOM crew, he became
her first crewmember to re-enlist on
December 31, 2004.
Discussing BIW, Chief Wroten
states, “As a First Class I worked primarily with the electricians so I had a
pretty focused view. Now I’m dealing
with pretty much everyone so I get to
see the bigger picture of both BIW and
G
Customer’s Bridge
as you can with good financial performance
for the company. Of that I am quite certain,
because having two shipyards competing
to build ships affords the Navy the ability
to buy even more ships within a fixed procurement budget.
A good example of how we’re working
together differently is NITZE’s Super Trial.
We really asked people to drop their guard
and emotional baggage about how they did
business, put issues behind them and focus
on what we needed to do to end up with a
fully completed ship. From the test program
to the compartment completion process,
we focused on getting a completed ship
with a single sea trial versus two. We had
meetings that were sometimes painful but
we were able to keep the big picture in
focus. Ultimately, we drove people to think
about how we could conduct a joint inspection and say, “clear these things in a week
and you’ll never read about them again”
instead of going in, writing paper and leaving it to be wrestled with for the next two
months. That approach saves all kinds of
money just in trial card processing and provides immediate feedback to the craftsman.
We attempted to change the intellectual
approach to how we complete a ship and
we ended up with a very strong finish—but
we still have more work to do.
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6 January 2005 BIW NEWS
the Command. Here, the shipbuilders want
to teach you something. They’re attitude is
great and they’re proud of what they build.”
About O’KANE, he says, “I don’t think
there’s a better ship or ever will be a better
ship built by this company. I spent over
4 1/2 years on that ship and . . . it was just
incredible how it held together.”
After 15-years in the Navy, he thinks this
might be his last re-enlistment. “While I
love the Navy, I want to spend more time
with my family.” Mike’s from Texas, his
wife is from California, and his children
were born in Hawaii. They plan to live in
Maine when he retires. Congratulations,
Chief and best of luck!
December ’04 Cum.
RI Actual = 1,848*
2004 Cum. LT Injury Limit-297
2004 Cum. Rec. Injury Limit-1,279
1,000
Navy’s overall perception of BIW today?
A: There are many parts of the Navy—let
me speak of the part of the Navy Enterprise
that has some association with the shipbuilding process and some perceptions
about BIW (which may or may not be
correct). Their view of BIW today basically
revolves around the three classic perceptions that really haven’t changed much
in the recent past. The first perception is
that BIW builds tremendous quality into
its ships—you can tell from structure,
to piping runs, cable runs, foundation
installation, equipment and cabinet alignment—nobody matches your quality.
However, the second perception is that
you’re a higher-cost provider. We all know
that and we’re working on it. One area I
believe holds great promise for reducing
costs is rework. You need to do a better job
of capturing rework costs. Until you can
actually see how much rework is costing
you it’s hard to measure whether or not
you’re improving. You can’t be afraid to
report it—measure the problem first
and then attack it.
Another perception is that you are a relatively safe shipyard and the company is
200
*Note: Reflects
decrease of 70
Recordable
Injuries from 2003
year-end results.
GSCS (SW) Michael L. Wroten—re-enlists in
CCS on BAINBRIDGE (DDG 96).
*Note: Reflects
decrease of 107
Lost Time Injuries
from 2003 yearend results.
In The Tanks
ou don’t often hear about them, but
each day our Tank Crews quietly go
about their job of ensuring all tank
interiors meet Navy specifications. The job
demands great attention to detail and a
total commitment to safety. The job takes
you into some of the largest and smallest
spaces on the ship and it makes you part of
a tight-knit team. It may not be glamorous
but it comes with a relatively high degree
of autonomy and it’s very important to our
customer. Whether it holds fresh water, fuel
oil, lube oil or waste water, if the inside of
the tank is properly prepared, the Navy can
count on many years of problem-free performance. If not, it could turn into a costly
proposition downstream.
Tank work spans the buildings into the
“water” stage of construction. The number
of personnel involved varies, but the ultimate goal is to close all tanks before the
ship hits the water. However, Steve Grant
(D10), states, “With so much work going
on, sometimes it’s not possible.” Steve used
to work in the tanks and describes his experience as having been full of friendly competition. “I was part of a crew that worked
together for four or five years. We knew
each other and everything was ‘I’ll buy you
a coffee or a soda if I had less hits than you’
—we’d always try to out do each other,” he
says. While the competition was fun, the
work was serious and, he notes, “It takes the
right personality to do this kind of work.”
Y
Continued from pg. 4
Q: How would you characterize the
December ’04 Cum.
LT actual=338*
to be commended for taking another turn
to make it even safer. It makes good business sense and it’s a good force multiplier in
terms of morale. No one wants to come to
work at a place where nobody cares about
your health and well-being. At BIW, safety
is heading in the right direction—stay
focused on situational awareness, keep
an eye on your workmate and keep your
head up.
There’s a fourth perception held by some
of the cynics, critics and pundits who have
an association with Navy Shipbuilding that
you may not be aware of. It’s that BIW is
a company with a bleak future. However,
those same cynics and pessimists don’t have
the concept of your heritage, your professional standards, your work ethic and your
commitment to excellence. It is my firm
belief that you will surprise them when you
are standing strong and tall here in 2015.
You’ll likely be a different sized company,
with a different business model and maybe
a different business approach—but BIW has
always been adaptable and I’m confident
you’ll prove the pessimists and the pundits
wrong. That’s why I came back here.
Remember, it looked bleak for the Red
Sox on October 17th, too . . . .
NEWS
BIW
BIW NEWS is published monthly
by the Strategic Planning and
Communications Department
(D53) of Bath Iron Works and
is produced internally in the
BIW Print Shop.
The primary objectives of
BIW NEWS are to recognize
the service, accomplishments,
innovation and contributions
of our employees and to provide
information on matters that are
of interest to our workforce.
Comments and suggestions
are welcome and should be
forwarded to Jim DeMartini at
Mail Stop 1210 or by e-mail at
jim.demartini@biw.com.
Spotless—Robert Murcin vacuums a tank
on FARRAGUT (DDG 99).
Robert Murcin (D27) agrees, “You have
to be a special kind of person to work tanks.
Safety in these spaces is paramount. We’re
a tight organization and have to look out
for and protect each other.” From a work
perspective Rob says, “Every square inch
of these tanks has to be right. It’s a very
detail-oriented job. Not taking anything
away from other trades on the ship but
we’re held to a higher standard by the Navy.
The inspections are very stringent. When
we’re working a tank we’re not just looking
at painting. We have to be inspecting other
aspects of the tank, as well, so we can let the
supervisor know if there are any problems
that require intervention by another trade.”
Andy Bailey (D10), who supervises the tank
crews on first shift, agrees that SUPSHIP
is serious about inspecting tank interiors.
“They look at everything—welding, structure, zincs, tank level indicators, and the
paint system. Depending on the tank, the
inspector can be in there for hours,” he says.
Debra Shaunesey (D27) has worked the
tanks for about 3 years. “The reason I like
working in the tanks is the variety of work.
You’re not just grinding like most people
Continued on pg. 5
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BIW NEWS January 2005 3
Customer’s Bridge
People need to strap on their helmets a little tighter. I sense that’s
beginning to happen.
At SUPSHIP, we’re about 25%
smaller than we used to be and
we’re also working with a heightened sense of urgency for three
reasons. First, we certainly share
what the company feels because
our future is connected to yours.
Additionally, the [Washington]
Navy is asking us very hard questions about what is the value of
the SUPSHIP Community in the
shipbuilding value stream. We’ve
been studying hard across the entire
SUPSHIP Community, with NAVSEA
and with industry partners to understand more definitively what SUPSHIP
brings to the table in the shipbuilding
enterprise. It’s a hard question to
answer because in the complex function of shipbuilding the inputs and
outputs aren’t always directly traceable.
We’ve also become one deep in a
lot of areas which has created some
difficulty for both BIW and our customers. We don’t have the defense in
depth we used to have but that’s just
a fact of life—many shore activities
are getting smaller and it’s going to
continue. As a result, we’re working to
become more efficient and more flexible so we can maintain the same level
of support for our customers and BIW.
Another big difference for SUPSHIP
is that while our footprint in Bath is
getting smaller, our footprint across
the nation is expanding. Today, we not
only have to remain focused on DDGs
in Bath but also on DD(X) and LCS
along the Gulf Coast, T-AKEs on the
West Coast and a ship disposal program we manage on the East Coast.
So we have to manage multiple sites
and that’s forcing us to adopt a different management focus. One of our
challenges for 2005 is going to be
making the cognitive transition from
a single product/customer focus to
multiple products and customers.
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4 January 2005 BIW NEWS
Tanks
Continued from cover
“As far as I’m concerned,
SUPSHIP is very much a
part of that ‘Together We
Can Make a Difference’
collective.”
~ CAPT Mike Stanton, USN
SUPSHIP, Bath
Q: Since Dugan Shipway became BIW’s
President, his credo has been “Together
We Can Make A Difference.” How does
SUPSHIP fit into that and how can
working relationships be enhanced
without compromising SUPSHIP’s
primary oversight role?
A: SUPSHIP is an integral part of that
message and that’s reflected in five priorities
I’ve set for the command. Our number one
priority is Safety and that’s broken down
into 4 sub-priorities—weapons safety,
anti-terrorism/force protection, industrial
safety, and personal health and fitness. Our
second priority is execution of NAVSEA’s
mission—to oversee the design, construction, testing and acceptance of ships. Our
third priority is unequivocally BIW efficiency simply because of large numbers—a 1%
improvement in BIW’s efficiency is a much
bigger gain for the taxpayers and the Navy
than a 10% improvement in SUPSHIP
efficiency. But SUPSHIP must also become
more efficient, and our efficiency is our
fourth priority. Our fifth priority is
refreshing our work force—our average
employee is 51 years old—we need
to figure out how we’re going to reconstitute our expertise over the next
10 years.
But, getting back to Dugan’s
“Together” mantra, we have two roles
at SUPSHIP. One is our ‘black hat
function’—the one everyone thinks of
first—whenever we go forward to test
and accept the product. In that role,
we’ll make sure the Navy gets the best
value for the taxpayer’s dollar. The
other role is what I call our shipbuilder
advocacy role: to help the company achieve
its objectives within the contractual framework. Dugan’s message reinforces that
teamwork is a force multiplier and is really
essential for future survival. Everyone really
has to work together now—management,
labor, shops, supervisors, everyone. As far
as I’m concerned, SUPSHIP is very much
a part of that “Together We Can Make A
Difference” collective. In fact, if you look
at the SUPSHIP Intranet, you’ll see I have
Dugan’s three-point message posted there.
The intent is not to be duplicative of BIW
but to make sure that what we’re doing
at SUPSHIP supports and extends BIW
objectives.
Let me tie together the “advocacy role”
and the “togetherness” concept. On
November 16, I stood down the whole
command for what I called a “BIW
Efficiency Stand Down”. The idea was
to provide a fresh and constructive perspective about what opportunities might
be available to increase efficiency within
your operations. We weren’t looking to
poke a sharp stick in your eye rather we
were interested in looking at things in a
very positive, constructive and productive
manner. About 270 suggestions came forward that we’re now boiling down into
actionable items that BIW can examine to
identify legitimate issues worth tackling.
Everyone here at SUPSHIP understands
it’s our job to facilitate the company’s success. The Navy really wants BIW to be an
effective long-term competitor—building
as many ships as you can as competitively
Continued on pg. 6
Continued from pg. 3
have if they had been the ones to finish the
tank. It’s a pride thing.”
According to Andy Bailey, “We’re starting to move more work back into the buildings. Access is easier, ventilation is easier, its
warmer and your don’t have the weather
conditions you have to deal with on the
Land Level.” That should help make a
tough, important job a little easier and
a little more efficient for everyone.
think. We’re not micro-managed
either. Because you’re working in these
confined spaces you really need to
trust each other and that makes the
crew very close. You have to work
seamlessly with your other team members as well. You may have to pick up
where another crew left off so you
need to know the job and be able to
finish the work as good as they would
Finishing Touches—Debra Shaunesey (D27)
brush paints an area inside a tank on FARRAGUT
(DDG 99).
CLASSIFIEDS
BIW
January 2005
Autos/Trucks
1984 DODGE RAM CARGO VAN Best Offer. Call 633-1077
2002 FORD FOCUS SE - Must sell - moving.
4-Door, 1 owner, 73,000 hwy miles. All power,
std.; Payoff $6,600. Books $7,700. 666-8307 days
or leave message
1985 CHEVY CARGO VAN - $1,500. 633-1077
Rides Wanted/Needed
RIDE NEEDED - From Beedle Road, Richmond
down Middle Road to Bath - First Shift; 729-9761
1996 GMC PICKUP - 4.3 Lt V-6, 5-speed,
Extended Cab, 130K. New Battery, New Sticker.
$4,995 OBRO. 737-8251
December 2004
Retirees
Dept.
15
15
DEPT.
Thomas P. O’Connor
17 Years 1 Month
Welder III
EXT.
One form per ad; 25 words per ad; two ad maximum per issue. No faxed or phone-in ads. Include
item description, price and home telephone.
49
Lynda J. Olson
31 Years 6 Months
Manager
Circle category:
Autos/Trucks
Pets
Roy E. Jones
16 Years 3 Months
Electrician III
43
Motorcycles
Frederick H. Herrmann, Jr.
14 Years 8 Months
Pipefitter III
19
NAME
Appliances
Louis A. Brooks
30 Years 6 Months
Pipefitter III
Abbreviations:
OBO / Or Best Offer; OBRO / Or Best Reasonable Offer
Classified Ad Form
Name
Auto Parts
Boats
Rides Needed/Wanted
Computers
Real Estate/Rentals
Furniture
Misc.
Real Estate/Sales
50
James B. McCusker III
23 Years 5 Months
Shipfitter III
Wanted
66
Raymond C. Hanna, Sr.
22 Years 4 Months
Insulator III
66
Bruce A. Talbot
25 Years 11 Months
Insulator III
Mail to Sally Donahue, BIW Classifieds, MS 1210
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|
BIW NEWS January 2005 5
Customer’s Bridge
People need to strap on their helmets a little tighter. I sense that’s
beginning to happen.
At SUPSHIP, we’re about 25%
smaller than we used to be and
we’re also working with a heightened sense of urgency for three
reasons. First, we certainly share
what the company feels because
our future is connected to yours.
Additionally, the [Washington]
Navy is asking us very hard questions about what is the value of
the SUPSHIP Community in the
shipbuilding value stream. We’ve
been studying hard across the entire
SUPSHIP Community, with NAVSEA
and with industry partners to understand more definitively what SUPSHIP
brings to the table in the shipbuilding
enterprise. It’s a hard question to
answer because in the complex function of shipbuilding the inputs and
outputs aren’t always directly traceable.
We’ve also become one deep in a
lot of areas which has created some
difficulty for both BIW and our customers. We don’t have the defense in
depth we used to have but that’s just
a fact of life—many shore activities
are getting smaller and it’s going to
continue. As a result, we’re working to
become more efficient and more flexible so we can maintain the same level
of support for our customers and BIW.
Another big difference for SUPSHIP
is that while our footprint in Bath is
getting smaller, our footprint across
the nation is expanding. Today, we not
only have to remain focused on DDGs
in Bath but also on DD(X) and LCS
along the Gulf Coast, T-AKEs on the
West Coast and a ship disposal program we manage on the East Coast.
So we have to manage multiple sites
and that’s forcing us to adopt a different management focus. One of our
challenges for 2005 is going to be
making the cognitive transition from
a single product/customer focus to
multiple products and customers.
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4 January 2005 BIW NEWS
Tanks
Continued from cover
“As far as I’m concerned,
SUPSHIP is very much a
part of that ‘Together We
Can Make a Difference’
collective.”
~ CAPT Mike Stanton, USN
SUPSHIP, Bath
Q: Since Dugan Shipway became BIW’s
President, his credo has been “Together
We Can Make A Difference.” How does
SUPSHIP fit into that and how can
working relationships be enhanced
without compromising SUPSHIP’s
primary oversight role?
A: SUPSHIP is an integral part of that
message and that’s reflected in five priorities
I’ve set for the command. Our number one
priority is Safety and that’s broken down
into 4 sub-priorities—weapons safety,
anti-terrorism/force protection, industrial
safety, and personal health and fitness. Our
second priority is execution of NAVSEA’s
mission—to oversee the design, construction, testing and acceptance of ships. Our
third priority is unequivocally BIW efficiency simply because of large numbers—a 1%
improvement in BIW’s efficiency is a much
bigger gain for the taxpayers and the Navy
than a 10% improvement in SUPSHIP
efficiency. But SUPSHIP must also become
more efficient, and our efficiency is our
fourth priority. Our fifth priority is
refreshing our work force—our average
employee is 51 years old—we need
to figure out how we’re going to reconstitute our expertise over the next
10 years.
But, getting back to Dugan’s
“Together” mantra, we have two roles
at SUPSHIP. One is our ‘black hat
function’—the one everyone thinks of
first—whenever we go forward to test
and accept the product. In that role,
we’ll make sure the Navy gets the best
value for the taxpayer’s dollar. The
other role is what I call our shipbuilder
advocacy role: to help the company achieve
its objectives within the contractual framework. Dugan’s message reinforces that
teamwork is a force multiplier and is really
essential for future survival. Everyone really
has to work together now—management,
labor, shops, supervisors, everyone. As far
as I’m concerned, SUPSHIP is very much
a part of that “Together We Can Make A
Difference” collective. In fact, if you look
at the SUPSHIP Intranet, you’ll see I have
Dugan’s three-point message posted there.
The intent is not to be duplicative of BIW
but to make sure that what we’re doing
at SUPSHIP supports and extends BIW
objectives.
Let me tie together the “advocacy role”
and the “togetherness” concept. On
November 16, I stood down the whole
command for what I called a “BIW
Efficiency Stand Down”. The idea was
to provide a fresh and constructive perspective about what opportunities might
be available to increase efficiency within
your operations. We weren’t looking to
poke a sharp stick in your eye rather we
were interested in looking at things in a
very positive, constructive and productive
manner. About 270 suggestions came forward that we’re now boiling down into
actionable items that BIW can examine to
identify legitimate issues worth tackling.
Everyone here at SUPSHIP understands
it’s our job to facilitate the company’s success. The Navy really wants BIW to be an
effective long-term competitor—building
as many ships as you can as competitively
Continued on pg. 6
Continued from pg. 3
have if they had been the ones to finish the
tank. It’s a pride thing.”
According to Andy Bailey, “We’re starting to move more work back into the buildings. Access is easier, ventilation is easier, its
warmer and your don’t have the weather
conditions you have to deal with on the
Land Level.” That should help make a
tough, important job a little easier and
a little more efficient for everyone.
think. We’re not micro-managed
either. Because you’re working in these
confined spaces you really need to
trust each other and that makes the
crew very close. You have to work
seamlessly with your other team members as well. You may have to pick up
where another crew left off so you
need to know the job and be able to
finish the work as good as they would
Finishing Touches—Debra Shaunesey (D27)
brush paints an area inside a tank on FARRAGUT
(DDG 99).
CLASSIFIEDS
BIW
January 2005
Autos/Trucks
1984 DODGE RAM CARGO VAN Best Offer. Call 633-1077
2002 FORD FOCUS SE - Must sell - moving.
4-Door, 1 owner, 73,000 hwy miles. All power,
std.; Payoff $6,600. Books $7,700. 666-8307 days
or leave message
1985 CHEVY CARGO VAN - $1,500. 633-1077
Rides Wanted/Needed
RIDE NEEDED - From Beedle Road, Richmond
down Middle Road to Bath - First Shift; 729-9761
1996 GMC PICKUP - 4.3 Lt V-6, 5-speed,
Extended Cab, 130K. New Battery, New Sticker.
$4,995 OBRO. 737-8251
December 2004
Retirees
Dept.
15
15
DEPT.
Thomas P. O’Connor
17 Years 1 Month
Welder III
EXT.
One form per ad; 25 words per ad; two ad maximum per issue. No faxed or phone-in ads. Include
item description, price and home telephone.
49
Lynda J. Olson
31 Years 6 Months
Manager
Circle category:
Autos/Trucks
Pets
Roy E. Jones
16 Years 3 Months
Electrician III
43
Motorcycles
Frederick H. Herrmann, Jr.
14 Years 8 Months
Pipefitter III
19
NAME
Appliances
Louis A. Brooks
30 Years 6 Months
Pipefitter III
Abbreviations:
OBO / Or Best Offer; OBRO / Or Best Reasonable Offer
Classified Ad Form
Name
Auto Parts
Boats
Rides Needed/Wanted
Computers
Real Estate/Rentals
Furniture
Misc.
Real Estate/Sales
50
James B. McCusker III
23 Years 5 Months
Shipfitter III
Wanted
66
Raymond C. Hanna, Sr.
22 Years 4 Months
Insulator III
66
Bruce A. Talbot
25 Years 11 Months
Insulator III
Mail to Sally Donahue, BIW Classifieds, MS 1210
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|
BIW NEWS January 2005 5
Safety December 2004
From the Fleet
A Sailor’s Perspective
RECORDABLE INJURIES
LOST-TIME INJURIES
2,000
SCS (SW) Mike Wroten is
quite familiar with BIW and
Bath-Built ships. As a First
Class Petty Officer, he was a member
of the O’KANE (DDG 77) PRECOM
Crew and was O’KANE’s first sailor to
re-enlist. Now part of BAINBRIDGE’s
(DDG 96) PRECOM crew, he became
her first crewmember to re-enlist on
December 31, 2004.
Discussing BIW, Chief Wroten
states, “As a First Class I worked primarily with the electricians so I had a
pretty focused view. Now I’m dealing
with pretty much everyone so I get to
see the bigger picture of both BIW and
G
Customer’s Bridge
as you can with good financial performance
for the company. Of that I am quite certain,
because having two shipyards competing
to build ships affords the Navy the ability
to buy even more ships within a fixed procurement budget.
A good example of how we’re working
together differently is NITZE’s Super Trial.
We really asked people to drop their guard
and emotional baggage about how they did
business, put issues behind them and focus
on what we needed to do to end up with a
fully completed ship. From the test program
to the compartment completion process,
we focused on getting a completed ship
with a single sea trial versus two. We had
meetings that were sometimes painful but
we were able to keep the big picture in
focus. Ultimately, we drove people to think
about how we could conduct a joint inspection and say, “clear these things in a week
and you’ll never read about them again”
instead of going in, writing paper and leaving it to be wrestled with for the next two
months. That approach saves all kinds of
money just in trial card processing and provides immediate feedback to the craftsman.
We attempted to change the intellectual
approach to how we complete a ship and
we ended up with a very strong finish—but
we still have more work to do.
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6 January 2005 BIW NEWS
the Command. Here, the shipbuilders want
to teach you something. They’re attitude is
great and they’re proud of what they build.”
About O’KANE, he says, “I don’t think
there’s a better ship or ever will be a better
ship built by this company. I spent over
4 1/2 years on that ship and . . . it was just
incredible how it held together.”
After 15-years in the Navy, he thinks this
might be his last re-enlistment. “While I
love the Navy, I want to spend more time
with my family.” Mike’s from Texas, his
wife is from California, and his children
were born in Hawaii. They plan to live in
Maine when he retires. Congratulations,
Chief and best of luck!
December ’04 Cum.
RI Actual = 1,848*
2004 Cum. LT Injury Limit-297
2004 Cum. Rec. Injury Limit-1,279
1,000
Navy’s overall perception of BIW today?
A: There are many parts of the Navy—let
me speak of the part of the Navy Enterprise
that has some association with the shipbuilding process and some perceptions
about BIW (which may or may not be
correct). Their view of BIW today basically
revolves around the three classic perceptions that really haven’t changed much
in the recent past. The first perception is
that BIW builds tremendous quality into
its ships—you can tell from structure,
to piping runs, cable runs, foundation
installation, equipment and cabinet alignment—nobody matches your quality.
However, the second perception is that
you’re a higher-cost provider. We all know
that and we’re working on it. One area I
believe holds great promise for reducing
costs is rework. You need to do a better job
of capturing rework costs. Until you can
actually see how much rework is costing
you it’s hard to measure whether or not
you’re improving. You can’t be afraid to
report it—measure the problem first
and then attack it.
Another perception is that you are a relatively safe shipyard and the company is
200
*Note: Reflects
decrease of 70
Recordable
Injuries from 2003
year-end results.
GSCS (SW) Michael L. Wroten—re-enlists in
CCS on BAINBRIDGE (DDG 96).
*Note: Reflects
decrease of 107
Lost Time Injuries
from 2003 yearend results.
In The Tanks
ou don’t often hear about them, but
each day our Tank Crews quietly go
about their job of ensuring all tank
interiors meet Navy specifications. The job
demands great attention to detail and a
total commitment to safety. The job takes
you into some of the largest and smallest
spaces on the ship and it makes you part of
a tight-knit team. It may not be glamorous
but it comes with a relatively high degree
of autonomy and it’s very important to our
customer. Whether it holds fresh water, fuel
oil, lube oil or waste water, if the inside of
the tank is properly prepared, the Navy can
count on many years of problem-free performance. If not, it could turn into a costly
proposition downstream.
Tank work spans the buildings into the
“water” stage of construction. The number
of personnel involved varies, but the ultimate goal is to close all tanks before the
ship hits the water. However, Steve Grant
(D10), states, “With so much work going
on, sometimes it’s not possible.” Steve used
to work in the tanks and describes his experience as having been full of friendly competition. “I was part of a crew that worked
together for four or five years. We knew
each other and everything was ‘I’ll buy you
a coffee or a soda if I had less hits than you’
—we’d always try to out do each other,” he
says. While the competition was fun, the
work was serious and, he notes, “It takes the
right personality to do this kind of work.”
Y
Continued from pg. 4
Q: How would you characterize the
December ’04 Cum.
LT actual=338*
to be commended for taking another turn
to make it even safer. It makes good business sense and it’s a good force multiplier in
terms of morale. No one wants to come to
work at a place where nobody cares about
your health and well-being. At BIW, safety
is heading in the right direction—stay
focused on situational awareness, keep
an eye on your workmate and keep your
head up.
There’s a fourth perception held by some
of the cynics, critics and pundits who have
an association with Navy Shipbuilding that
you may not be aware of. It’s that BIW is
a company with a bleak future. However,
those same cynics and pessimists don’t have
the concept of your heritage, your professional standards, your work ethic and your
commitment to excellence. It is my firm
belief that you will surprise them when you
are standing strong and tall here in 2015.
You’ll likely be a different sized company,
with a different business model and maybe
a different business approach—but BIW has
always been adaptable and I’m confident
you’ll prove the pessimists and the pundits
wrong. That’s why I came back here.
Remember, it looked bleak for the Red
Sox on October 17th, too . . . .
NEWS
BIW
BIW NEWS is published monthly
by the Strategic Planning and
Communications Department
(D53) of Bath Iron Works and
is produced internally in the
BIW Print Shop.
The primary objectives of
BIW NEWS are to recognize
the service, accomplishments,
innovation and contributions
of our employees and to provide
information on matters that are
of interest to our workforce.
Comments and suggestions
are welcome and should be
forwarded to Jim DeMartini at
Mail Stop 1210 or by e-mail at
jim.demartini@biw.com.
Spotless—Robert Murcin vacuums a tank
on FARRAGUT (DDG 99).
Robert Murcin (D27) agrees, “You have
to be a special kind of person to work tanks.
Safety in these spaces is paramount. We’re
a tight organization and have to look out
for and protect each other.” From a work
perspective Rob says, “Every square inch
of these tanks has to be right. It’s a very
detail-oriented job. Not taking anything
away from other trades on the ship but
we’re held to a higher standard by the Navy.
The inspections are very stringent. When
we’re working a tank we’re not just looking
at painting. We have to be inspecting other
aspects of the tank, as well, so we can let the
supervisor know if there are any problems
that require intervention by another trade.”
Andy Bailey (D10), who supervises the tank
crews on first shift, agrees that SUPSHIP
is serious about inspecting tank interiors.
“They look at everything—welding, structure, zincs, tank level indicators, and the
paint system. Depending on the tank, the
inspector can be in there for hours,” he says.
Debra Shaunesey (D27) has worked the
tanks for about 3 years. “The reason I like
working in the tanks is the variety of work.
You’re not just grinding like most people
Continued on pg. 5
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BIW NEWS January 2005 3
December
From the Helm
Service Anniversaries
Dugan Shipway, President, Bath Iron Works
Dept.
Dept.
35 Years
As we finish the first month of 2005, my message remains straightforward and unchanged:
preserve quality shipbuilding manufacturing jobs in
the State of Maine.
SAFETY: In 2004, we reduced the number of Lost Time Injuries
from 445 in 2003 to 338. Similarly, the total number of days people
were unable to come to work because of an injury was reduced by
26% from 2003 levels. In 2005 our goal is to reduce Lost Time Injuries
an additional 25% and Recordable Injuries by 20%. To achieve this
goal each of us must focus on doing things the right way with special
emphasis on protecting our backs, knees, eyes, and hands. Injuries
to these parts of our bodies comprise over 50% of all of our Lost
Time Injuries and a majority of these can be prevented through
proper positioning, compliance with existing work practices and
the appropriate use of personal protection equipment.
—with added pressure from the war in Iraq. Someday, competition
will come and we must now take whatever actions are necessary to be
ready for it. There will continue to be developments in this area as the
President shortly submits his next budget to the Congress and they
deal with it. I will keep you informed.
TREATING EACH OTHER WITH DIGNITY: At the end
HOURS TO BUILD DDGs: In early January I issued a
of December I had the sad honor of representing all 6,000 men and
women of the BIW family at the funeral mass and military service for
SSGT Lynn Poulin. This followed a short memorial service his fellow
workers held in his memory in the Assembly Building just before
Christmas. By the end of this month, up to ten more BIW workers
will be called up for active duty in Iraq. I ask all of you to continue to
remember them in your prayers and thoughts. We cannot forget them
and their families because they are part of our family.
Bulletin addressing the progress we’ve made in building DDGs
for fewer hours than our competition, the uncertainty that faces
us at the start of this New Year and my commitment to you going
forward to do what is necessary to retain quality jobs at BIW into
the next decade.
I mentioned we made progress in our efforts to reduce DDG labor
hours. Throughout 2005, in the face of all the uncertainty, we must
continue to work together and increase the momentum we’ve started
to build. We must stay focused on what we can control—our shipbuilding processes—from administration to tests and trials and we
must continue to drive out inefficiency and insist on first time quality.
As we do these things, we will adapt, we will change and we will
remain a viable source for the Navy’s warships.
In closing, this month’s cover story is the first of a two-part interview with CAPT Mike Stanton, USN, Commanding Officer, SUPSHIP,
Bath. He discusses the Navy’s perception of BIW. If you take nothing
else from this newsletter, take to heart what CAPT Stanton is telling
us. Like the Red Sox, we are facing significant challenges and also like
them we have everything we need to win. We must stay focused each
day and we must do what is necessary to preserve our ability to win
one-on-one against any shipyard in the country. In doing so, we will
ensure quality shipbuilding manufacturing jobs stay in the State of
Maine.
We have the people, the resources, and the facilities. We just need
to do it—together.
In the past few weeks the importance of being ready for a competition sometime in the future has been re-enforced in comments by
the Secretary of the Navy, the Commander of the Naval Sea Systems
Command, and even our potential competitor. The future remains
uncertain primarily because of the complexities of the Navy’s shipbuilding dilemma—they are facing very difficult issues from both
the acquisition and operational perspectives. They are tackling these
issues in an environment of constrained budgets and growing deficits
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2 January 2005 BIW NEWS
Francoeur, Leon Roger
07
10
15
19
32
43
43
50
Lupardo, Michael Paul
Pelletier, Richard Donat
Hinkley, Wayne Merle
Laplante, Richard Raymond
Vigue, Thomas Lyndal
Cooper, Frederick Lee
Tanger III, Leo George
Copp, Frank Nelson
30 Years
• We must continue to do everything in our power to
We will do it within a workplace that continues to drive to be safer,
in a way that will continue to reduce the hours to build DDGs, within
an environment where each of us acts with integrity and is treated
with dignity—and we’ll face challenges using Maine common sense.
10
“TOGETHER WE CAN MAKE A DIFFERENCE”
Dept.
25 Years
19
19
20
25
40
80
80
86
91
91
Musser, Gerald Andrew
Stegna Sr, Lawrence Eugene
Fecteau, Reginald Thomas
Leblanc, Richard James
Garbin, Bruce Richard
Arsenault, David Lee
Kendrick III, Cyrus Maxcy
Caton, Patricia Marie
Barschdorf, Dana Owen
Higgins, Bruce Dennis
20 Years
10
19
Fraser Jr, Daniel William
Briskey, Wayne Eugene
15 Years
86
Smith, Wayne Scott
5 Years
52
97
Mathisen, Laura Ann
Hagan, John
All I Want for Christmas is My 235 Unit
Shell Acceleration Project at
Hardings was underway when
Dugan Shipway got the word and
said he wanted an early Christmas present.
He got his wish when Dave Twist (D10),
Kurt Ingalls, Don Blasingame, Dan
Madore (all D50), Dave Bisson, Gil Rines
(both D43) and the rest of the Hardings
Shells Crew delivered both shells of Unit
235 ahead of schedule and under budget—
complete with a bright red bow and a note.
Supervisors, mechanics and union representatives agreed to focus on Unit 235.
That decision led to an off-site session
where every aspect of the job was examined. With the mechanics’ input, tasks were
sequenced, support requirements were
identified and a determination was made
as to which steps could be done simultaneously and which had to be done in series.
That information was put into a Gantt
chart and work began. When the “presents”
were delivered on December 20 and 22, the
units had been completed in one third of
the time of previous units and three days
ahead of the schedule developed at the offsite session.
Dave Bisson says, “The organization and
planning were key to the success of the
project. Being dedicated to only that job
was also a big help. We weren’t being
moved from job to job throughout the
day.” Dan Madore feels the planning,
support and teamwork of the crew
“. . . made my job easier. I didn’t work as
hard and I got a hell of a lot more done.
When it’s coordinated like that it makes
A
Merry Christmas From the Hardings Shells Crew—(L to R)—Dan Mador, Kirk Ingalls, Tom Sirois,
Ray Burgess, Dick Clark, Aimee Pratt, Jason Woodhouse, Don Blasingame, Rick Holbrook, Jim Groves,
Tait Brown, Steve Giusto, Garry Harriman, Mike Pelletier, Don Swift, Gill Riner, Rick Legar, Ryan Turcotte,
Dave Bisson, Brad Totten, Dan Murphy, Stan Woolford, Dave Twist, Dugan Shipway
it a lot easier on everybody.” Gil Rines
states, “The fitters were phenomenal. To me
when I see that kind of commitment from
the people ahead of me, it pumps you up to
give your 100% too. They went all-out so
now we need to do our part. I think we fed
off each other. Seeing the enthusiasm and
support from upper management really
helped too”. There was overall agreement
within the crew that displaying the Gantt
chart at the work site was also a plus. “You
know where you stand and it gives you a
goal to reach. Have you reached your goal,
are you ahead, behind? It really kept us
motivated.”
After initial start up, crew involvement
picked up and by the time the project ended
the whole area was checking progress, inter-
ested in how the unit was doing, and wondering if Dugan was going to get his
Christmas present on time. Well, he did,
and according to Twist, after the project
was completed someone had written on
his LDMS board, “Together we did make
a difference.” Brad Totten (D10) sums it
up. “It’s all about the mechanics. It’s really
not about the numbers. You can forget the
numbers altogether they work themselves
out. You let the mechanics do the job the
way they feel it needs to be done. You’ve
got to trust in them.”
The Shells Crew extends a hearty thanks
to everyone who had a hand in making this
project a big success.
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|
BIW NEWS January 2005 7
700 Washington Street
Bath, ME 04530
PRSRT STD
U.S. POSTAGE PAID
BATH, MAINE
04530
PERMIT NO. 31
NEWS
BIW
January
2005
The View From Our Customer’s Bridge
“
WEDNESDAY, FEBRUARY 2, 2005
A collection in memory of Lynn Poulin
(D50), killed in action while serving with
the Maine Army National Guard’s 133rd
Engineer Battalion in Iraq, will be held
before the start of all shifts at entrances
to BIW facilities. In accordance with the
wishes of Mrs. Jeanne Poulin, proceeds
will be donated to the Company A Family
Support Program to provide assistance for
the families of the men and women of
Company A. Should you wish to make
a donation by check, please make the
check payable to “Company A Family
Support Fund.”
Thank you in advance for your generosity.
his will be a pivotal year for
BIW.” We’ve all heard that
phrase or something similar to it in the past and it applies in
2005 as well. Our customers and
industry remain in a high state of
flux. As a result, each years’ challenges become a bit more difficult,
decisions get a little harder, and
organizations like BIW and the
Supervisor of Shipbuilding
Conversion and Repair, Bath,
Maine (SUPSHIP, Bath) must find
ways to become more flexible,
agile, and adaptable.
CAPT Mike Stanton, USN
became Commanding Officer of
SUPSHIP, Bath in August 2004.
No stranger to BIW he served
at SUPSHIP from 1996 to 1998
initially as DDG/FFG Lifecycle
Planning Officer, then as DDG
Production and Delivery Officer
and finally as the DDG Program
Manager’s Representative (PMR).
A native of Brockton, Massachusetts, he graduated from The U.S.
Naval Academy in 1983. In his
20+ year Navy career he has served
in a variety of operational and
engineering billets aboard ship
and ashore. He holds a Masters
T
INSIDE
From the Helm - 2
Safety Progress - 3
In the Tanks - 3
Retirees - 5
Classifieds - 5
S S G T LY N N R . P O U L I N
SEPTEMBER 16, 1957—DECEMBER 21, 2004
From the Fleet - 6
Service Anniversaries - 7
Unit 235 - 7
In Memory:
SSGT Lynn R.Poulin - 8
in Business Administration from Old
Dominion University and earned
degrees of Naval Construction
Engineer and Master of Science in
Mechanical Engineering from the
Massachusetts Institute of Technology.
He completed the Executive Leadership Program at Harvard Business
School and is also a licensed Professional Engineer in Virginia. Most
recently, he served in the LPD 17
New Construction Program Office,
performing a multitude of program
integration functions in acquisition
coordination, design/engineering,
change/configuration management,
production engineering and control.
At the start of yet another “pivotal
year” for BIW, we asked CAPT
Stanton to share some of his thoughts
about BIW and his own command.
In this article, he responds to several
questions concerning near term opportunities and challenges. Next month
will focus on the future.
Q: How does it feel to be back in Bath?
A: I’d like everyone at SUPSHIP and BIW
to know that I asked to come back here. I’m
sincerely enchanted with Maine, its people,
its culture, its heritage, its lifestyle, its pride,
and with BIW. In my shipbuilding career,
I’ve been associated with over 25 shipyards
of various sizes and none has possessed the
pride, patriotism, leadership and heritage
of BIW. SUPSHIP, Bath and BIW have our
collective ‘warts’ but I’ve always believed
that Mainers aren’t afraid of asking tough
questions of themselves and then adjusting
for the better. We’ll continue to do that as a
team of shipbuilding professionals. But I’m
just thrilled to be back here—my colleagues
in DC threaten to surgically remove my
interminable smile.
CAPT Michael B Stanton, USN is “thrilled
to be back here.” A native New Englander,
he assumed command of SUPSHIP, Bath
in August 2004.
Q: Aside from the physical plant, what
other differences have you noticed since
you were last here?
A: The biggest difference I’ve seen at BIW
is a heightened sense of urgency about
becoming more cost effective versus the
competition. With the DDG Program
beginning to ramp down and DD(X) still
in its early stages, people are becoming
much more aware of the challenges that
will face us in the years ahead. When you
listen to people around the shipyard mull
and cogitate over what “DDG wind-down”
really means and where DD(X) fits in, you
hear people thinking hard and deep about
what they need to do. This sense of urgency
is more important now than ever before.
Continued on pg. 4