Shipyard Log Oct 2012

SHIPYARD LOG
Pearl Harbor Naval Shipyard News and Information Since 1943
Four
submarines
finish in
One
month
October 2012
[Commander’s Corner]
SHIPYARD LOG
Increasing O.U.R. productive capacity
October 2012
Volume 65, Number 8
www.navsea.navy.mil/shipyards/pearl
By Capt. Brian Osgood, Shipyard Commander
October marks the start of Fiscal Year (FY) 2013
and, as I shared with you in last month’s column,
Pearl Harbor Naval Shipyard and Intermediate
Maintenance Facility (PHNSY & IMF) is facing
a high workload similar in size
and composition to that of FY
2012.
We also remain in a constrained fiscal environment. As
Vice Adm. Kevin McCoy said,
these are “austere times where
we must take a hard look at
what we’re spending and make
appropriate adjustments.”
Over the past few years we
have increased our productive capacity, and we must
continue to do so as we move
forward. Our workload is primarily based on the size of the
Navy’s homeported fleet here in
Pearl Harbor, and last fiscal year we executed the
equivalent of 700,000 man-days with a DLI of just
under 58 percent. DLI is the direct labor index and
is a measure of our effectiveness. Increasing our
productive capacity makes us more attractive to
our fleet customers who also must operate forward
with shrinking budgets.
I just signed our latest Shipyard Operations
Plan, which is available on the command intranet.
Although the document describes assumptions
and execution parameters through FY 2019, it
describes our efforts to maximize efficiency and
reduce cost in the near term.
Over the next few years we will focus on improving performance of complex mechanical, electrical, structural, and nuclear work. Too often we
have been forced to contract touch labor or borrow
mechanics from our sister shipyards, because our
skill mix isn’t right for the work we have.
This work also represents work that is unique
to Navy ships and submarines, work where we
should be world-class. Rightsizing the skill mix
and reducing dependency on off-island labor will
reduce cost.
For FY 2013, we have a target DLI of 58.4
percent. To reach our target, we have developed
budgets for both direct work and indirect work
by cost class. Cost class champions have been
assigned to ensure we do the
right amount of indirect work
as efficiently as possible.
We also have targeted actions to ensure we expend
overtime only when necessary. When we exceed our
overtime budget, the money
has to come from other Shipyard budgets programmed for
equipment, tooling, quality
of life initiatives and other
discretionary accounts.
Modernizing our facilities
will also reduce our operating
costs, and we have embarked
on an ambitious plan to modernize our facilities.
The latest projects nearing completion are the
new production services support building at the
head of Dry Dock 1 and the central utilities plant
at the head of Dry Dock 2. As we modernize the
Shipyard infrastructure, we must look for opportunities to consolidate and reduce our footprint.
Good shipyards stay busy, and this month we’ll
undock USS Tucson (SSN 770) and USS Columbia (SSN 771). Shortly after, we’ll undock USS
Hopper (DDG 70) and start the USS Louisville
(SSN 724) Docking Selected Restricted Availability (DSRA).
I’ll close with a reminder that October is also
when the Combined Federal Campaign (CFC)
gets underway. Fixing ships is a tough business,
but as Shipyard employees in Hawaii, we have
much to be thankful for. When you receive your
pledge form, I encourage you to count your blessings and consider supporting the many worthwhile organizations and causes to assist those
who are less fortunate and need a helping hand.
And, as always, thanks for your continued
service in keeping O.U.R. (Ownership, Urgency,
Results) ships Fit to Fight!
Commander
Capt. Brian Osgood
Deputy Commander
Capt. Lawrence A. Scruggs
Public Affairs Officer
Ms. Jensin W. Sommer
Editor
Mr. Marshall Fukuki
Commander’s Comment Line
474-4729
Fraud, Waste & Abuse
Hotlines
PHNSY Hotline
471-0555
NAVSEA Hotline
(800) 356-8464
Navy Hotline
(800) 522-3451
DoD Hotline
(800) 424-9098
Safety Hotline
471-8349
SHIPYARD LOG: This DoD newspaper is an authorized publication for
members of the Department of Defense. Contents of the Shipyard Log
are not necessarily the official views
of, or endorsed by, the U.S. Government, the Department of Defense, or
Pearl Harbor Naval Shipyard. ISSN
1073-8258.
PUBLICATION DATES: The Shipyard Log is published monthly. Major
articles are due the 10th of each
month. Send material to editor via
e-mail or, if hard copy (typed, upper/
lower case) or on CD via interoffice
mail to Code 1160 Shipyard Log. All
material is subject to editing.
MAILING ADDRESS:
Commander
Pearl Harbor Naval Shipyard and
IMF (Code 1160)
667 Safeguard St Ste 100
JBPHH, HI 96860-5033
CONTACT INFO:
Telephone: (808) 473-8000 ext. 2580
Fax: (808) 474-0269
E-mail: marshall.fukuki@navy.mil
ON THE COVER:
The forward end of Dry Dock 2 is
flooded in preparation for the undocking of USS Santa Fe (SSN 763)
June 22. USS Houston (SSN 713)
undocked from the aft end of Dry
Dock 2 the previous day. U.S. Navy
photo by Danielle Jones.
Leader of the Quarter
Shop 38 supervisor Kahana first recipient of superintendents’ award
By S
Sarah
ah Fry,
F Pe
Pearll Harb
Harbor Naval
N al Shipyard
Shi
d Public
P blic Affairs
The Pearl Harbor Chapter
of the National Association of
Superintendents (NAS) recognized Shop 38 supervisor Alan
Kahana as the first recipient
of its “NAS Leader of the
Quarter” award Aug. 7.
The award recognizes leaders of Pearl Harbor Naval
Shipyard and Intermediate
Maintenance Facility who
are positive role models, live
the disciplines of a Learning
Organization (LO), further the
Shipyard mission, and exemplify NAS values.
Kahana’s expert supervision of his crew helped USS
Santa Fe (SSN 763) undock
four days early. His team
repaired six major valves, and
completed restoration on two
additional valves started by
another gang. He completed
his work earlier than expected
and well under budget.
“Our team could not have
reached the goals we did without the entire project team’s
support, dedication, and hard
work,” said Kahana.
“I am very thankful for and
extremely proud of our team’s
professionalism, sense of
urgency, and overall dedication to the success of not
only Shop 38 and the projects
but the Shipyard as a whole.
They exemplified every LO
principle throughout the avail,
and this award validates their
remarkable achievements.”
U.S. Navy photo by Carolyn Brewster
Shop 38 supervisor Alan Kahana, left, receives the National Association of
Superintendents (NAS) “Leader of the Quarter” award from NAS Pearl Harbor
Chapter President Clement Lopez at the expanded staff meeting Aug. 7.
Ask the Comptroller
By Comptroller Office
Question: I have taken several teams to
Guam recently to accomplish battery work,
and have seen major differences in what
team members receive for compensatory
time for travel. I usually have two teams
that leave and return together so the difference shouldn’t be very much between those
teams. Can you explain how compensatory
time travel hours are calculated? – Tommy
Miguel, Shop 51
Answer: Many factors go into the calculation of Compensatory Time Travel
(CTT). First, the employee completes and
submits the “Travel Time Compensation
Claim” (PH-SYD IMF 12610 2 (Rev.
12/1/10) to the Payroll Office. The form
is available on the Code 600 intranet site
under the “Forms” tab.
Eligible categories for compensatory
time off for travel include travel time between official and temporary duty stations
or between two temporary duty stations,
and “usual waiting time” before or during
travel (e.g., waiting at an airport prior to
departure.)
Other considerations that can impact
travel compensation time calculation include:
• Normal travel from home-to-work
commuting is deducted from travel time;
• Meal periods – 0.5 hours is deducted
as a bona fide meal period for every 8.5
hours of creditable CTT claimed, unless
the employee is continually traveling in a
conveyance (aircraft, train, automobile);
• Whether the employee is traveling during his/her regular tour of duty;
• Whether the employee took annual
leave in conjunction with an official TDY;
• Airport/hotel arrival/departure times.
As a final note, CTT has no cash value.
The law prohibits payment for unused
compensatory time off for travel under any
circumstances.
CTT is forfeited if not used within 26
pay periods, if the employee transfers out
of the agency (i.e., Navy to Army, etc.), or
separates from federal service. If you don’t
use it, you lose it!
For additional information, please visit
the following Defense Civilian Personnel
Advisory Service (DCPAS) links:
(1) Memo on travel compensation time
at www.cpms.osd.mil/ASSETS/9380B6A
EA43944A1922657ECECC0A7B3/CompTimePolicy.pdf
(2) Reference guide on travel hours of work
for FLSA non-exempt employees at www.
cpms.osd.mil/ASSETS/AB44358ADB60452EA829CF562FFB8E49/801_
rg.pdf
If you have a question for the comptroller, email it to Deputy Comptroller Mary
Garcia at mary.c.garcia@navy.mil, with
“ASK THE COMPTROLLER” in the
subject line.
A second option is to guardmail a hard
copy addressed to “Code 600 Attn: M.
Garcia.”
• Shipyard Log • October 2012 • 3
Four submarine projects finish in August
By Pearl Harbor Naval Shipyard Public Affairs
Pearl Harbor Naval Shipyard and Intermediate
Maintenance Facility completed four Chief of
Naval Operations (CNO) submarine availabilities in August.
“Great job to all the project teams and various
codes in the Shipyard that supported this monumental effort,” said Operations Officer Capt.
Michael Temme. “The entire Shipyard deserves
a hearty well done!”
Returned to the fleet were USS Santa Fe (SSN
763), USS Key West (SSN 722), USS Houston
(SSN 713) and USS City of Corpus Christi
(SSN 705).
USS Key West (SSN 722) undocks in December 2011.
U.S. Navy photo by Marshall Fukuki
Santa Fe
The Shipyard started the
month on a high note when the
Santa Fe project team delivered
its boat on time and within
budget Aug. 5. About 63,500
man-days of work were accomplished during the six-month
Docking Selected Restricted
Availability (DSRA). Project
Superintendent Scott Sandin
thanked the entire project team
for “working so hard to get
this victory for the Shipyard.”
(See the September issue of the
Shipyard Log for more on the
Santa Fe DSRA.)
Key West
Next to finish was the Engineered Overhaul (EOH) of
Key West on Aug. 14. In spite
of constrained resources, the
project team completed more
than 259,000 man-days of work
under budget and one month
faster than the previous EOH.
This substantial improvement was made possible by
developing and executing an
integrated schedule of propulsion plant and combat systems
test programs that included all
Shipyard and ship’s force work
and test requirements.
The team also exceeded its
safety goals during the 24-anda-half-month EOH.
“We were doing more with
less,” said Project Superintendent Nathan Lorenzo. “I definitely thank all the management
team, the workforce and the rest
of the Shipyard for rallying to
keep us in the game. … Everybody performed as professionals and hung in there. I’m proud
to be their leader.”
Houston
The maintenance period on
Houston finished Aug. 24 with
62,000 man-days of work accomplished within budget. The
project spanned six and a half
months due to completing 5,000
more man-days of new work
than budgeted.
“The ability of our workforce to absorb and execute
this amount of new work is
indicative of a great maintenance team,” said Project Superintendent Michael Carreiro.
“Engineering, production and
support personnel performed
superbly!”
Houston was previously assigned to Guam for nine years
before changing homeports to
Pearl Harbor in January.
4 • Shipyard Log • October 2012 •
“Guam boats are challenging
in that boats which are forward
deployed are run very hard
(and) their operating tempo is
high,” said Carreiro.
In addition, “planning (a project) ‘long distance’ is difficult
as the ship is just not available,
opportunities for shipchecks
are rare and involve travel, and
communication is difficult,” he
explained.
In spite of those factors,
Houston’s “officers and crew
were very easy to work with,”
Carreiro said. “They adapted
very quickly to a new maintenance environment and fully
supported the Shipyard team,
sharing the same vision of getting the warship back to the
fight.”
City of Corpus Christi
City of Corpus Christi closed
out her 14-and-a-half-month
maintenance period Aug. 31.
The project team performed
125,000 man-days of work,
including new work that was
nearly double the allotted budget of 6,000 man-days.
Similar to Houston, City of
Corpus Christi was forward
deployed in Guam for nine
years prior to being homeported
at Pearl Harbor. The ship spent
most of her time at sea, limiting opportunities for in-port
maintenance, noted Project Superintendent Joseph Mendonsa.
Both submarines are also
nearing the end of their service
lives. “City of Corpus Christi
is 29 years old,” he said. The
amount of new work required
created “a lot of churn … that
made it difficult to stay on pace
with the schedule.”
The ship’s commanding officer, Cmdr. Christopher Buziak,
and his crew were very helpful
and supportive, Mendonsa said.
“During the end game, they
worked many long nights to get
through critical path evolutions.
Coupled with the effort the project team put forth, the Shipyard
completed six major key events
in a two-month period to close
out the availability.”
Completing four CNO submarine availabilities in a fourweek period “heavily tasked
the men and women in our
Shipyard,” Mendonsa said.
“This was an amazing feat and
a job well done to the entire
Shipyard. Meeting challenges
like these is what makes Pearl
Harbor Naval Shipyard and
IMF the no ka oi Shipyard.”
U.S. Pacific Fleet
commander tours
Shipyard
Deputy Project Superintendent Brian
Yim briefs Adm. Cecil D. Haney, left,
commander of the U.S. Pacific Fleet,
on the status of the USS Texas (SSN
775) Extended Dry-docking Selected
Restricted Availability.
Accompanying the admiral are
Shipyard Commander Capt. Brian
Osgood, behind Haney and Yim, and
Naval Reactors Representative Dave
Warner, far right.
Haney visited Pearl Harbor Naval
Shipyard and Intermediate Maintenance
Facility Sept. 5 to meet Shipyard leaders,
assigned Navy personnel and civilian
workers, and to learn more about
the Navy’s largest ship repair facility
between the U.S. West Coast and the
Far East.
U.S. Navy photo by Marshall Fukuki
‘Lunch and Learn’ program teaches about mental models
By Joy Koverman-Machado, Coatings and Services Shop
A “Lunch and Learn” program Sept. 7
involved attendees in a variety of activities
that increased their awareness of how their
internal pictures of the world shape their
decisions and actions.
The Pearl Harbor Learning Organization
(PHLO) Team hosted the event to educate
Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility employees
about the “Mental Models” discipline of a
Learning Organization.
The team performed a skit but stopped
midway for an interactive discussion that
allowed audience members to act out what
they presumed would happen next.
The compelling question was, “Based on
the scenario, what are your mental models?
How do those mental models influence how
we interpret the world?” The team then
concluded the skit.
The team also featured a YouTube video
of a rap song about mental models. It provided a creative way to explain how people
make sense of things and how decisionmaking is affected by that process.
In another segment of the program, the
PHLO team displayed various pictures to
the audience to demonstrate the different
perspectives people form when presented
with the same image or information.
For example, a drawing of a female figure
wearing a white cloth over her head was
perceived by some viewers as a young lady
while others saw an elderly woman.
At the conclusion of the program, audience members were asked to fill out evaluation forms to provide feedback on what
Perception exercise: Which woman do you see?
they had learned and what constituted their
takeaways from the program.
The comments reflected the effectiveness
of the Lunch and Learn event. Audience
members said they were reminded that
mental models do impact decision-making
and that they are often unaware of the
influence their assumptions have on their
behavior.
What mental models could be
holding you back from seeing things
from others’ perspectives? What assumptions do you have that impact
your behavior towards others?
Your mental models can influence
your behavior and actions. We know
that it takes two to tango, but we
can only be responsible for our own
actions.
The PHLO Team is comprised of 13
apprentices and mechanics, all volunteers,
who have a two-part vision – making a
positive impact within the Shipyard as well
as in their daily lives, and encouraging the
workforce to “Go with the PHLO.”
The team brings forth a different type
of teaching, with apprentices teaching
apprentices, and peers teaching peers. For
each session, PHLO Team members create
a nontraditional classroom setting with
games, skits, music, discussion, fun, and
an understanding of the important role our
behaviors play in the work we produce.
Team PHLO will perform two more
Lunch and Learn events. All Shipyard
employees are encouraged to attend and
be inspired! Go with the PHLO and see
what transpires.
For more information, call Joy Koverman-Machado at 473-8000 ext. 3230 or
email joy.koverman-machado@navy.mil.
• Shipyard Log • October 2012 • 5
U.S. Navy photo by Marshall Fukuki
Two facilities projects nearing completion
By Paul Shigeta, Production Facility and Equipment Management Division
Two Military Construction
(MILCON) projects within
Pearl Harbor Naval Shipyard
and Intermediate Maintenance
Facility’s Controlled Industrial Area are due to be completed within the next couple
of months.
The projects are:
• MILCON P-302 (Dry
Docks 1 and 2 Ship Support
Services) at the head of Dry
Dock 2. A $26.2 million project
awarded in 2008, the completion date is Dec. 21.
• MILCON P-307 (Production Services Support Building) at the head of Dry Dock
1. A $15.85 million project
awarded in 2010, the expected
completion date is late November.
The P-302 project will provide piped services from a central utility plant for chilled water, high-pressure compressed
air, and gaseous nitrogen.
It will eliminate the inefficiencies that occur from
generating chilled water and
high-pressure air using multiple temporary rigs. With the
completion of the project, these
utilities will be generated at a
permanent central plant and be
piped directly to the dry docks.
P-302’s nitrogen system will
eliminate crane lifts of nitrogen
bottle racks to platforms adjacent to the submarine in dry
dock, and also the connection
to these racks of bottles.
With the completion of
P-302, a large tank of nitrogen
will provide a continuous supply of this gas directly to the
submarine in dry dock.
The completed P-307 project
will house many functions, primarily Structural Shop personnel with light shop capability
immediately adjacent to Dry
Dock 1.
The building includes spaces
for Structural Engineering
(Code 250) personnel, a tool
room (Shop 06), ripout storage, Computer Helpdesk (Code
1230), and Moonshine personnel. The project will also
include a lunchroom on the
second deck.
Funding for additional Shipyard facility projects may be
increasing due to Fiscal Year
2012 National Defense Appro-
6 • Shipyard Log • October 2012 •
priation Act language. The act
requires the Navy to “submit
to the congressional defense
committees a plan to address
the facilities and infrastructure
requirements at each public
shipyard.”
Strong congressional interest
in improving the facilities at
the four public naval shipyards
was indicated in 2008 with the
Government Accounting Office (GAO) study of Shipyard
facilities.
The next planned steps for
modernizing the Shipyard are
MILCONs P-320 (Submarine
Production and Training Facility) and P-270 (Dry Dock 2
Starboard Waterfront Facility.)
MILCON P-320 would consolidate the facility footprint
by significantly recapitalizing
and converting an existing
historic building to centrally
house several functions currently located in 11 separate
buildings (e.g., production,
engineering, radiation health,
etc.) into Building 9A.
Completion of the project
would increase worker productivity with a centrally located,
properly configured and modern facility at the core of the
Shipyard.
MILCON P-270 would construct a project team facility
between dry docks 2 and 3.
The first floor would provide
project team space for shop
workers, with built-in light
shop work capabilities. The
second floor would provide
office spaces for the project
management team and engineering support.
This new facility would
move our workforce out of the
temporary vision towers at the
head of Dry Dock 3 and into
a permanent facility designed
for both shop and management
personnel.
Efforts continue to repair
and maintain existing Shipyard
buildings not slated for MILCON modernization.
Focus areas currently include
structural and window repairs
on existing buildings, as well
as repair and maintenance of
existing facilities to ensure our
Shipyard’s continued certification to dock U.S. Navy vessels
in our dry docks.
Leadership Engineer April Mills
Key to change: I ‘get to’ vs. I ‘have to’
By Sarah Fry, Pearl Harbor Naval Shipyard Public Affairs
Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY &
IMF) has many teams of employees working
on improving processes and behaviors to
enhance everything from production to quality of life. April Mills, a Puget Sound Naval
Shipyard and Intermediate Maintenance
Facility (PSNS & IMF) leadership engineer,
was here in August to share ideas on how to
make our efforts more productive.
“We want to partner what we’re doing (at
Puget Sound) that is working for our teams
with (Pearl Harbor’s) passionate people
to see if it would help Pearl be even more
successful,” Mills explained.
Mills’ message resonated with Pearl
Harbor Shipyarders, many of whom had
attended the “Finding Your Strengths”
classes offered here in recent months.
“The message,” Mills said, “is that if
you (the individual) drive change – which
is choose a change for yourself and clear
the obstacles for others to choose it, too –
you’ll be more successful than if you try to
do it the old way, which is drive people and
order them to change through coercion or
threats. ... We replace that with ‘I choose
to change and I’m going to create a solution you want to change to, too’. It’s ‘get
to’ versus ‘have to,’ or ‘driving change’
versus ‘driving people.’”
Mills explained that the “Guiding Coalition” at Puget Sound is an organization
of volunteers within the command that is
based, along with its related team-building
strategies, on John Kotter’s “Leading
Change” model.
“At Puget,” Mills said, “our group of
volunteers gets together to make commandwide change. So our purpose statement
says, ‘We transform the command. We get
to make it better together.’
“First, you build teams of volunteers,
not people who are assigned to the team,
because people who volunteer for the
task have more passion around it (than)
those who are ordered in by their boss.)
Then, you set concrete goals, so you know
whether you’ve been successful and others in the command know whether you’ve
accomplished your outcome. We measure
U.S. Navy photo by Marshall Fukuki
Puget Sound NSY & IMF Leadership Engineer April Mills discusses organizational change with Fabric
Worker Joy Koverman-Machado after one of the classes Mills presented at PHNSY & IMF in early August.
success by outcomes, not by hours invested
in people.”
When asked how difficult such measurement is, Mills replied, “It’s easily
observable in our command that folks are
using their strengths. They have their five
strengths on their email tagline so they
share it with people daily. Their strengths
are posted in their cubicles and come up
within team conversations, meetings or
work groups.
“Comments I’ve heard at Puget include
‘I’m using that strength to make sure we all
get going on this effort’ or ‘I’m a learner, so
I found a new book I think all of us could
benefit from.’ So it has infiltrated the language we use, and you can tell it’s making
a difference.”
Guiding Coalition members select their
initiatives during an annual day-long offsite with their senior leadership. They use
an established process to come up with
what they are going to work on during the
following fiscal year, then form teams to
work together to make those initiatives
happen.
“We’ve been doing this now for seven
years,” Mills emphasized, “so we’re pretty
practiced at it. We had 35 people last year,
and we have selected 50 (out of 80 volunteers) to be members of Puget’s Guiding
Coalition for this ... fiscal year. The volunteers, Mills emphasized, are from all ranks
in the organization.
Mills’ classes at PHNSY & IMF were
filled to capacity. “It was nice to see full
rooms of people, interested in the message. That shows there’s an interest and a
passion at Pearl to make a difference and
... do something important.”
Mills’ “Path to Success” presentation
shared how Puget Sound created its Guiding Coalition. Her “Essentials of Driving
Change” class discussed how we can use
those behaviors to make change efforts
more effective. Two other Mills’ classes
focused on individual improvement as
command citizens.
Each of us needs to close the gap between
what we say and what we do, Mills said.
“Knowledge needs to be actionable to be
useful. Stop waiting for someone to bring
you the learning you need. Seek it. Then
turn that knowledge into action. Choose
to be better because you want to be better,
not because someone is forcing you to be
better. People like change that moves them
to changes they like.”
• Shipyard Log • October 2012 • 7
By Gail Shon, Environmental Division
In order to perform the Pearl
Harbor Naval Shipyard and
Intermediate Maintenance Facility mission of keeping the
fleet “fit to fight,” we need to be
a command committed to high
standards for environmental
protection. How do we work
towards achieving this goal?
Environmental Management
System (EMS) will help us to
comply with environmental
requirements in our day-to-day
operations by highlighting our
high-risk areas.
The first step is for everyone
to be familiar with our command’s Environmental Policy.
In our policy, we (employees,
ship’s force, and contractors)
commit to working as a team
to comply with environmental laws, prevent pollution,
conserve resources, and focus
on continual improvement to
maintain operational readiness.
To meet these commitments,
we need to be aware of how our
work practices can impact air,
water, and land and what we
can do to minimize potential
negative effects.
For example, if you are
pumping oily bilgewater from
a ship to a pierside tank, you
could cause a spill by overflowing the tank or using a faulty
hose. You need to ensure you
have been trained on the use
of the tank and transfer operations. You also need to inspect
the hoses, fittings and connections, and the tank prior to
starting the operations.
In addition, liquid transfers
from ship to shore require
a tank watch stander with a
means of communication from
the source to the discharge
tank. A spill kit shall also be
staged on site.
Many shops and projects
have End User Storage Locations (hazardous material storage containers) where hazardous materials such as paints,
thinners, oils, and greases are
stored. If we fail to cover them
securely or store them properly, we could release harmful
vapors into the atmosphere,
thereby creating safety, health
and environmental hazards.
Our top five environmental concerns (environmental
aspects) are hazardous waste
generation, air emissions,
hazardous material storage,
energy consumption, and nonResource Conservation and
Recovery Act (Non-RCRA)
waste generation.
Armed with this knowledge,
we can work together to ensure
we have a well-trained workforce dedicated to realizing our
goal of becoming a world-class
ship maintenance facility.
The next time you think about the environment,
think “PROTECT.” The acronym PROTECT is designed
to remind us of our commitment to our mission and
the environment.
P - Prevent Pollution
R - Resource Conservation
O - Operational Readiness
T - Teamwork
E - Environmental Compliance
C - Continual Improvement
T - Total Commitment
Remember, this is O.U.R. Shipyard!
Can you answer these questions?
A Naval Sea Systems Command
(NAVSEA) team will be conducting
an Environmental Management System (EMS) audit Oct. 22-26.
As part of the inspection, the team
will go around the Shipyard and ask
workers, ship’s force personnel and
contractors about environmentally
related subjects.
Here are some sample questions
you might be asked. Are you able to
answer them? How do your answers
compare with the answers provided?
Q: Can you identify commitments in the
command’s environmental policy?
A: Examples of commitments are complying with environmental laws, preventing pollution, conserving resources, and
continual improvement.
8 • Shipyard Log • October 2012 •
Q: How do your work practices affect
the environment? What kind of controls
do you have in place to ensure you don’t
negatively impact the environment?
A. Identify the type of work that you do
and explain how your work could impact
the environment.
Q. What do you do in the event of a fire
or a spill?
A. For a fire, notify your coworkers by
yelling, “Fire! Fire! Fire!” Then call 911,
activate the alarm, and evacuate to the
designated muster area.
For a spill, contain it and clean it up if
you can safely do so. Then call the Regional
Dispatch Center (RDC) to notify them of
the spill.
If you do not know how to contain the
spill or the spill is too large for you to
safely contain, notify your coworkers, call
the RDC and evacuate the area.
Q. Is there an emergency evacuation map
posted in your work area that also identifies
the muster area?
A. Check your worksite for the map.
Ensure “You are here” and the Muster
Area are designated on the map. Use street
names and/or adjacent buildings to provide
additional reference.
U.S. Navy photo by Danielle Jones
Chad Nakamoto, left, Terry Quapaw, Devin Paiva, Michael Oasay, Melissa Lamerson, and Paul Debibar display their certificates of completion for graduating
from the Executive Development Program.
Executive Development Program expands horizons
By ET3(SS/DV) Rory H. Teehan, Pearl Harbor Naval Shipyard Public Affairs
Six Pearl Harbor Naval Shipyard and
Intermediate Maintenance Facility employees received their diplomas Sept. 4
after completing a program that took them
across the nation to study the Navy’s ship
maintenance organization.
Chad Nakamoto, Terry Quapaw, Devin
Paiva, Michael Oasay, Melissa Lamerson,
and Paul Debibar graduated from the
Executive Development Program (EDP),
a 26-week course designed to increase
participants’ knowledge and understanding
of the functions and responsibilities of the
Shipyard’s many components.
Participants are assigned to a variety of
Shipyard codes and departments as well as
to tours of duty at other naval shipyards,
Naval Sea Systems Command (NAVSEA)
headquarters, and some off-station sites.
The EDP experience was “literally a
once-in-a-lifetime opportunity I will never
regret taking,” said Quapaw.
To apply for the program, qualified personnel must be GS-12 (or equivalent) or
above and have first/second-level supervisory experience in the Shipyard. Applicants
submit a résumé and undergo interviews
before being considered for selection.
Candidate evaluation factors include individual awards, demonstrated leadership,
communication skills, community and
work involvement in formal organizations
Keep your personnel records
up to date on DoD MyBiz
MyBiz allows Department of Defense (DoD) personnel
to access and manage their individual personnel records.
It’s a good idea to periodically log into your MyBiz account
and update your records.
MyBiz is part of the Defense Civilian Personnel Data
System (DCPDS) and is only accessible from official government workstations. The DoD MyBiz is separate from
and not associated with any private or other enterprise using
the word “MyBiz” in whole or in part as a title or logo.
MyBiz enables DoD employees to view information from
their official personnel records, including appointment,
position, personal, salary, benefits, awards and bonuses,
performance and personnel actions.
In addition, employees can update their work telephone
number, email address, handicap codes, ethnicity and race
identification, foreign language proficiency, and emergency
contact information.
and groups, and the candidate’s reason(s)
for interest in the EDP.
Program selectees commit to six months
of training to gain a better understanding
of corporate operations, command relationships, and communication between the
four naval shipyards and other associated
communities.
The six-month EDP commitment begins
in January and ends in June with an oral
board and graduation ceremony.
Announcements on how and when to
apply for EDP selection will be sent out
via broadcast mail.
For more information about EDP, contact
Sarah Liborio at sarah.liborio@navy.mil.
For returning MyBiz users:
1. Go to https://compo.dcpds.
cpms.osd.mil/.
2. Select “OK” on the DoD Notice and Consent Banner.
3. Select “Login” under Smart
Card Access.
4. Select Non-Email Certificate
then “OK.”
5. Select “Navy Region” – A
new window will open.
6. Select “MyBiz” then “Update
My Information.”
7. Select “Accept” and the
browser will redirect to the Profile tab of the MyBiz account.
8. Select a tab – “Disability,”
“Language,” “Ethnicity and
Race,” etc. – to view and update
information.
For new MyBiz users:
1. Go to https://compo.dcpds.cpms.osd.mil/.
2. Select “OK” on the DoD
Notice and Consent Banner.
3. Select “Register” under
Smart Card Access.
4. Select Non-Email Certificate then “OK.”
5. Enter Social Security
Number and select “Register.”
6. Continue with steps 3-8
for returning MyBiz users.
• Shipyard Log • October 2012 • 9
Combined Federal Campaign: Make a difference
By Brendan Cravalho, CFC Project Officer
The 2012 Combined Federal Campaign (CFC) fund
drive for the Hawaii-Pacific Area will be conducted Oct. 1- Nov. 16. United States Army Pacific
(USARPAC) is the lead agency for this year’s campaign with Lt. Gen. Francis Wiercinski, commander,
USARPAC, serving as the chair for this year’s drive..
This year’s theme is “One Team: Making A Diffference.” What an appropriate theme for us here
re
ate
at Pearl Harbor Naval Shipyard and Intermediate
Maintenance Facility as we work together to support
port and care
for one another and perpetuate the spirit of ohana and aloha for
which our Shipyard is so well known.
The CFC was first started in 1961 by executive order of
President John F. Kennedy. It consolidated numerous charitable
campaigns, allowing for a single campaign to be conducted once
a year in all federal and military work places. Over the years, the
CFC has become a very effective and meaningful way for federal
workers to voluntarily reach out to touch the lives of people who
really need our help.
Th CFC provides all of us an opThe
port
portunity
to help someone in need.
Thi
This year’s CFC brochure lists more
tha
than 2,500 national, international and
lo
local charities. Each of us has likely
bbeen – or knows someone who has
bbeen – the beneficiary of help and
assis
assistance from these organizations
sometime during oour lives.
It might have been Boy or G
Girl Scouts, Boys or Girls Clubs,
YMCA/YWCA
Ind
YMCA/YWCA, Goodwill Industries,
United Way, medical research organizations, the Salvation Army or the Red Cross – to
name just a few. Without the past donations of federal workers,
these organizations would not have been able to support the community at large and, by extension, each of us, as well as they have.
Last year, the Shipyard raised $715,471 for CFC. This money
went a long way to help others in need. With 51 percent of the
workforce contributing to last year’s campaign, we have a tremendous opportunity this year to continue in the spirit of giving and
share our good fortune with those who are less fortunate.
FCPOA burger sales support worthy causes
By Marshall Fukuki, Pearl Harbor Naval Shipyard Public Affairs
Members of the First Class Petty Officer Association (FCPOA) not only fed
hungry Shipyard workers at an Aug. 24
burger burn outside Building 2 – they
also raised $350 for the Feds Feed
Families program. Feds Feed Families is
a federal-wide food drive for families in
need.
Gas Turbine System Technician (Mechanical) 1st Class Robert Geissinger,
FCPOA president, said proceeds from the
association’s monthly grilled hamburger
and hot dog sales are donated to various
command functions, such as the keiki
Christmas party, and charities.
Blood drives collect 100 pints of ‘gift of life’ for service members, families
By Sarah Fry, Pearl Harbor Naval Shipyard Public Affairs
Two blood drives hosted by
Pearl Harbor Naval Shipyard
and Intermediate Maintenance
Facility Aug. 24 and Sept. 11
collected a total of 100 pints
of blood for the U.S. military
blood program.
Both civilians and Sailors
donated blood in support of
the Armed Services Blood
Program (ASBP).
ASBP is a joint service operation that provides blood
products worldwide to armed
forces personnel and their family members.
Shipments of blood go out
weekly from Tripler Army
Medical Center for military
members at overseas locations,
but shortages often occur during the summer months and
over holiday periods.
“The key to remember,”
explained Gas Turbine System
Technician (Mechanical) 1st
Class Michael Budomo, Shipyard blood drive coordinator,
“is that each donor has what it
takes to save three lives with a
single donation.
“By giving a little of yourself, your donation gives sick
MM1 Michael Trevino prepares to
donate blood during the Sept. 11
blood drive. “I’m a regular blood
donor,” he said. “It’s who I am.”
10 • Shipyard Log • October 2012 •
U.S. Navy photo by Danielle Jones
or injured troops and their
families a second chance at
life. It’s so easy to save lives!”
he exclaimed. “All you have
to do is commit to donating at
least once a season, and you
help ensure blood is available
when it is needed most.”
of
o
f the
the month
m
shop 11
The Shipfitter Shop, Shop 11, won the Safe Shop of the Month award for July.
Shipyard Commander Capt. Brian Osgood, far right, presented the award plaque
Aug. 16 and addressed shop employees. Holding the plaque are Chief Hull
Technician Ryan Cooper, representing the Sailors in the shop, and Shipfitter
Apprentice Brian Maiwela, representing the new blood that is the future of the shop.
U.S. Navy photo by Danielle Jones
Kissinger first to be certified as project resource manager
Program Analyst Emily Kissinger
became the first Pearl Harbor Naval
Shipyard and Intermediate Maintenance Facility employee to complete
a Code 900R certification program for
project resource managers.
Emily Kissinger receives her project
resource manager certification from Shipyard
Commander Capt. Brian Osgood at the
expanded staff meeting June 5.
The five-element qualification
program consists of independent
study, classroom and on-the-jobtraining, and written and oral board
exams.
Kissinger is presently serving as
the project resource manager for
the USS Texas (SSN 775) Extended
Dry-docking Selected Restricted
Availability (EDSRA.)
U.S. Navy photo by ET3 (SS/DV) Rory Teehan
LENGTH OF SERVICE AWARDS
U.S. Navy photo by MCS3Casey H. Kyhl
55 years
on the job
Edward Uyema, a
Shop 51 shipboard
electrical systems
tester, celebrated 55
years of service at
the Shipyard in July.
Uyema, who
began his Shipyard
career in 1957, enjoys coming to work
every day.
“It helps me stay
sane and is good for
my health,” he said.
He plans on retiring within the next
one to two years.
JULY JULY JULY
55 years
Edward Uyema
45 years
Eleanor Shimogaki
40 years
John Apio
Melvyn Carino
Charles Hao
Lawrence Kamisato
Daniel Makakoa
Virgilio Mateo
Frederick White Jr.
35 years
Robert Corpuz
Charlene Fukushima
Richard Kaneshiro
Guy Lee
Charlotte Mukai
Mark Ortogero
Ernest Pereira Jr.
Michael Raymond
David Ward
30 years
Warren Dang
Newton Inao
Elaine Ma
Steven Nakamura
25 years
Marbert Acojido
Christopher Byas
Julie Iguchi
Audrey Mikami
20 years
Jeff Franco
Patrick Hokoana
Des Matsuno
Bryan Wong
10 years
Kristie Aipoalani
Darrell Ayonon
Darren Costales
Michael Febenito
James Fong
Eric Imasaka
Robert Jervis
Todd Kaneshiro
Janalyn Kawato
Melissa Nakatani
Michael Preston
Ikaika Upchurch
Kelly Yamashita
• Shipyard Log • October 2012 • 11
[Nuts ‘n
‘n Bolts]
Bolts]
[Nuts
Aloha to retirees
Fair winds and following seas to the following Shipyarders who retired in August.
• Raymond Ables
• Michael Bannan
• Thomas Dolan
• Debra Hiramatsu
• Karl Katto
• Jayson Nagamoto
• Marianne Say
• Robert Vasconcellos
Qualified for leave transfer
The following Shipyarders are eligible
for donations of annual leave:
• Laura Baldauf, Code 900T
• Jack Bishaw Jr., Shop 56
• Michelle Caravalho, Shop 38
• Joseph Grogan, Code 200
• Sandra Lindell, Code 200
• Lauren Onishi, Shop 31
If you have any questions concerning
leave transfer, call 473-8000 ext. 2543.
a.m. through 7:30 p.m. EST, Monday
through Friday, and is staffed with benefit
counselors to assist employees.
Pray for their safety
Welcome back to Engineman 1st Class
Brian Scribner, who returned to Hawaii
Sept. 7 after completing individual augmentee (IA) duty in Afghanistan.
Four Shipyard Sailors are serving as IAs
― two in Afghanistan and one each in Iraq
and Florida. Fourteen civilian Shipyard
employees are on active duty.
Code 2300 relocates
The Nuclear Engineering Department
(NED), Code 2300, has vacated Building
9 so renovations can begin. The relocated
NED offices and their temporary sites are:
2300 – Building 44
2300I – Building 167, fifth floor, Room
5086
EBIS domain changes
2301.1, 2301.2 – Building 167, second
floor, Room 2099
2301.3 – Building 44
2301.5 – Building 2, second floor, Room
219
2301.6 – Building 67A, Room AM-19
2305.3 – Building 167, third floor, main
office
2309 – Building 44
2320 – Vision towers between buildings
5 and 9A
2340 – Building 1 (Diamond Head end),
basement, first and second floors
2350 – Building 11, second floor
2380 – Building 167, fourth floor (former Virginia-class planning office)
Pure Water Facility – Building 155, front
compound
Code 139 – Building 1456, second floor,
Room 204
Happy Navy birthday
The U.S. Navy celebrates its
237th birthday on Oct. 13. The
Continental Congress established
the Continental Navy on Oct. 13,
1775, by authorizing the procurement, fitting out, manning, and
dispatch of two armed vessels
to cruise in search of munitions
ships supplying the British Army
Painting by Anton Otto Fisher
in America. All together, the ConUSS Constitution, known as “Old Ironsides,” battles the British
tinental Navy numbered some 50
frigate HMS Guerriere during the War of 1812.
ships over the course of the war,
with about 20 warships active at its maxi25 years
mum strength.
Theresa Benito
After the American War for IndepenMichael Carnes
LENGTH OF SERVICE AWARDS
dence,
Congress sold the surviving ships of
Mikela McKeown
the
Continental
Navy and released the seaCathy
Pahukoa-Malia
30 years
40 years
Kathleen Zane
Robin Auyong
Allyn Lai
men and officers. The Constitution of the
Ryan Heewai
Larry Wilson
United States, ratified in 1789, empowered
20 years
Mark Higuchi
Congress “to provide and maintain a navy.”
Abel Texeira III
Dale Kuroda
40 years
Acting on this authority, Congress orLaura McMillan
Walter Miske Jr.
dered
the construction and manning of six
10 years
Louis Oliveira Jr.
frigates
in 1794. One of these ships was
Dana DeSilva
Toma Penitusi
35 years
Todd
Dumlao
USS Constitution, launched in October
Gareth Tanaka
James Flynn
Michael Hirakami
Sandra Tichy
Mark Gorski
1797. The War Department administered
Aaron Ito
Thomas Tyler
George Kaiwi
naval affairs until Congress established the
Myles Matsumoto
Colin Wright
Cheryl Kamihara
Department of the Navy April 30, 1798.
Sharilyn Nakayama
Miles Yamabe
Dean Reghi
In 1972, Chief of Naval Operations
Ryan Suganuma
Brian Yim
James Sposato III
Adm.
Elmo Zumwalt authorized recogniGary Sutherlin
tion of Oct. 13 as the Navy’s birthday.
The Employee Benefits Information
System (EBIS) website changed to a “.mil”
domain Oct. 1. As a result, employees will
now need to use a government computer
and a Common Access Card (CAC) to access EBIS. The CAC allows easier access
to the application by eliminating a user
name and password.
Employees will still be able to access
their benefit information on the Benefits
Line. The Benefits Line is open from 7:30
AUGUST
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