NEWS
BIW
January
2007
Ship Design from a Sailor’s Point of View
John Hagan (D97) joined BIW in
1999 after a highly successful Navy
career and has led the DDG 1000
Human Systems Integration (HSI)
detail design effort. Based in
Washington, he retains his DDG
1000 responsibilities and recently
assumed oversight of HSI-related
activities across all BIW programs.
The following describes some of
where he’s been and where he sees
the new organization going.
Q: What is your Navy background?
A: I was a radar and communications electronics technician prior to
being a Command Master Chief,
both afloat and ashore. I was promoted to Force Master Chief (Navy
Training) and then Master Chief of
the Navy (note: senior enlisted person in the Navy). Having been a
sailor makes one initially skeptical
of HSI but my Navy background
also makes the work much more
interesting. I’ve been what I would
call a fairly slow learner because
INSIDE
From the Helm - 2
Performance - 3
Energy Use Trending Down - 3
Ultra Hall Construction - 4
Y-Yes - 4
From the Fleet - 6
GRIDLEY Sailaway - 6
Service Anniversaries - 7
Retirees -7
Procurement Excellence - 7
Rosie the Riveter Luncheon - 8
John Hagan talking with Captain Edward Boorda, who will assume command of the DDG Classron,*
in the GD booth at the recent Surface Navy Association trade show in Washington. (*Note: The Navy
recently established eight class squadron [Classrons] implementation teams, one per ship class, to
ensure the right level of combat readiness of each ship.)
after seven years on the job, I believe I finally understand the system engineering
process we are working within and the
challenges.
I was fortunate to serve in the Navy for
33 years, the last 6 as Master Chief of the
Navy where I worked for three Chiefs of
Naval Operations (CNOs), Admirals Kelso,
Boorda and Johnson. I stayed as long as
they would let me but retirement was
mandatory after my last job. As the Master
Chief of the Navy, I served at the pleasure of
the CNO, one of whom, when asked, “why
are you keeping Hagan around so long?”
would reply, “I’m keeping him until he gets
it right.”
was neither challenging nor very satisfying
and I found that job satisfaction was much
more important than I thought. When I
next went looking, the design activities at
BIW appeared like they might be more suited. Now I’m on the other side where I’ve
got all the challenge and job satisfaction that
I need and then some.
Also, when I was in the Navy, if I was on
an airplane and someone asked me what I
did, I would say that I was in the Navy and
I was very pleased to be able to talk about
that. I didn’t feel that way about my first
post-Navy job, as good a job as it was, but
I do feel that way at BIW. I’m very proud
to be associated with BIW and the ships
built here.
Q: What brought you to BIW?
A: When I first left the Navy, I was looking
for something different, easier, to be honest.
I’d had enough of challenges for awhile so I
took a job in insurance underwriting. It
Q: Human Systems Integration (HSI)
is a relatively new term in shipbuilding.
How would you describe HSI and its
growing impact?
(Continued on pg. 5)
From the Helm
Dugan Shipway, President, Bath Iron Works
s I write this in late January, we’re off to a very fast
start in 2007 and the year ahead is shaping up to be as
exciting as 2006. Much is happening in shipbuilding
and a key “Dugan objective” is to ensure that key decision
makers continue to understand the great things that are going
on in our shipyard.
Just before the holidays, I met with Governor Baldacci.
We discussed the progress we’ve made in building ships for
fewer hours, how your performance and innovations have
paved the way for us to pursue strategic improvements such
as mega and ultra units and how performance, in both ship
design and construction, will be the key to future opportunities. We also talked about the importance of becoming more
agile and thinking differently about how we build ships as we
wind down the DDG 51 program and approach the end of
building long runs and large numbers of ships—like 24 FFG
and 34 DDG 51 Class ships. The DDG 1000 Class will be far
fewer. Looking ahead to new programs, including DDG 1000
and the Littoral Combat Ship, we exchanged views on how
the company and state government will more effectively work
together to achieve common goals. To bring the same message
to our state legislators, a BIW information booth was positioned in the Hall of Flags at the State House in Augusta on
January 25, 2007 to provide them an opportunity to talk with
us about what’s happening at BIW.
Earlier this month I traveled to Washington and met individually with our two representatives, Tom Allen and Mike
Michaud, and our senators, Olympia Snowe and Susan Collins.
We covered many of the same topics I shared with the
Governor. I thanked each of them for their unwavering support of BIW shipbuilders and each pledged their continuing
support. I also met with Admirals and senior decision makers
in the Pentagon to pass on what you are doing here in Bath.
When the President submits his 2008 budget to Congress, the
debates will be intense as our lawmakers attempt to balance
many difficult issues. Our congressional delegation in
Washington is well informed on what we are doing at BIW
and we will be well represented throughout those discussions.
With increasing attention being paid to the Navy’s shipbuilding programs, our need to maintain—and continuously
improve—our cost and schedule performance on all of our
programs has never been greater. Once again, it all boils down
to “performance = opportunity.” Continuing our record of
excellent performance over the last several years gives our
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2 January 2007 BIW NEWS
customer and our politicians the ammunition they need to
advocate for a strong 313 ship Navy fleet and to obtain the
funds necessary to buy them. It also provides the best assurance
we will play a major role in building that fleet and capturing
new opportunities beyond traditional Navy work.
My final thought on performance relates to safety. I was not
satisfied with our safety performance throughout 2006 (we were
about as good as 2005 but not better) and it is my hope that
each of you shares that dissatisfaction. It’s time to renew our
commitment to send everyone home at the end of the shift in
the same condition in which they arrived. Safety begins, and
usually ends, with the individual. Make it your business to be
safe every day, watch out for your fellow worker, and adhere to
safety practices. I need each of you—we can’t do what we must
do if you are not here because you are injured. It’s pretty
straightforward: “performance, including safety, equals opportunity.” It takes an entire team to build a ship—be safe and
make sure you are here to do your part.
“TOGETHER WE CAN MAKE A DIFFERENCE”
NEWS
BIW
Performance December 2006
Number of Injuries—Total Company
Cumulative Through December 2006
1400
1326
1200
1000
998
800
600
400
200
0
Improvement
Target
Actual
LOST-TIME INJURIES
Cumulative Through December 2006
Number of Injuries—Total Company
RECORDABLE INJURIES
350
304
300
250
200
200
150
100
50
0
Improvement
Target
Actual
BIW NEWS is published monthly
by the Communications
Department (D94) 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 Dixie Stedman at
Mail Stop 1210 or by e-mail at
dixie.stedman@biw.com.
Environmental
Year to date (YTD) progress toward achieving
our environmental performance goals under
the Maine DEP STEP UP and other environmental programs is displayed as follows:
Equal to or better than YTD goal
Above YTD goal, improved
from prior year
Above YTD goal, not improved
from prior year
Cumulative Through December 2006
Solid Waste
Hazardous Waste
Energy Costs
Paper Reduction
Facility/Shift
Information Call Line
Toll free information on facility status,
work shift delays, and cancellations
1-866-630-BATH
(1-866-630-2284)
Energy Usage Trending Down
arly in 2006, we projected a significant increase in energy costs due to
increased electrical rates and cost of
fuel. An Energy Steering Committee was
formed to address the component of energy
costs where we can exert some control—
that of energy consumption. A member of
the committee, Vince Dickinson (D1310)
said, “We challenged ourselves to reduce our
energy consumption by 8% (compared to
2003) and we actually achieved an 8.1%
reduction.”
That was accomplished by better managing our steam systems and reducing electrical use in a number of ways. Vince continued, “We revisited some of the things that
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are relatively easy and found that reminding
people to turn off electrical equipment
when not required or when leaving the area
proved to be very beneficial.” Jim Favreau
(D10) stated that Manufacturing consumes
the largest portion of electricity and led the
way on powering down unneeded equipment. “Within Manufacturing, the Hardings facility was especially successful in
reducing usage and CROF was a leader
in the non-production area,” per Jim. “In
the end,” said Vince, “some facility upgrades
contributed to savings, but no question that
employee effort played a big part in achieving our goal.” The work of this group will
continue because, like at home, the cost of
utilities can be expected to rise. Being
mindful of energy use helps us build great,
affordable ships for the U.S. Navy and also
makes us better stewards of important,
limited resources.
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BIW NEWS January 2007 3
Ultra Hall Construction Beginning
nitial construction of the Ultra Hall
facility to take greater advantage of
mega hull and ultra hull concepts
began in early 2007. During the shutdown period, a fence was built to isolate
the area impacted by Ultra Hall construction and divert foot traffic. In
January, a demising wall was erected
east-west and to the ceiling in the PO-2
Building. Excavation and clean-up
activities are underway in preparation
for demolition of the far south end of
PO-2 in early February to permit new
construction.
Pizzagalli Construction of South
Portland is the prime contractor for
the job and their project manager,
Brian Holmes, is familiar with BIW
after serving as the Land Level Project
Manager (working for a different prime
contractor) several years ago. Major
subcontractors are mostly Maine firms
and all are from New England. Trucks
and workers will enter the construction
area through a gate monitored by BIW
Security.
The approximately 14–16 month
project which will complete in April
2008 began to take shape nearly two
years ago. As the Mega Unit concept
was being planned and there were
indicators of significant reductions
in labor hours by working inside the
building and pulling work forward in
the schedule, some groups started talking about joining larger units—the ultra
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Ultra Hall Construction. An indication of things to come.
hull concept. Eyes turned upward to the
ceiling of PO-2—one of the limiting structural aspects—and Facilities began formulating the answer to what it would take to
raise the roof of PO-2. Based in no small
part on the positive cost gains which we
have achieved to date with mega unit construction, General Dynamics agreed to
invest in the $40M capital improvement and
authorized construction in December 2006.
Throughout the construction period,
Facilities will work to minimize disruption
to other areas and maintain safety in and
around the construction site. Construction
offices are located in the Telephone Building
on the west side of Washington Street opposite the South Gate, which reduced the
impact inside the gate, saved about 30 parking spaces and maintained shipyard egress
at the 70 foot gate.
Key team members include Fred
Bragdon (D2001), the BIW Project
Manager; Bob Herman (D20), in charge
of permits and certifications; Don Bernier
(D10), who will interface with Manufacturing; Kevin Flanagan (D20), serving as
Clerk of the Works; and Lisa Miller (D24),
the procurement representative.
As for the challenges the project will face,
Don Bernier said, “Weather is always a factor in construction and this project will
span all seasons.” He continued, “Having
the right material on time is important so
as to not impact schedule. On this job, the
prime is responsible for most material, but
we are also buying some key items.” Kevin
Flanagan mentioned that construction in
the midst of a production environment is
in itself challenging. “The prime describes
this job as similar to working in a big city
environment where nearby structures,
pedestrians and traffic are part of the picture and you have to work very carefully
to ensure everyone’s safety.”
passes which let you investigate the wide
range of Y offerings in your area and find
out if one or more exercise or wellness
options fits your needs.
“We’re really excited about this,” said
Phyllis Wolfe. “It’s a great incentive to help
people get active and fit in the new year.
People should look for an announcement in
their mailboxes in mid-February. All you
have to do is sign up by returning the reply
postcard and BHW will mail you the guest
passes.”
The passes will be good during March
and April 2007 at any participating area Y.
As more information becomes available,
it will be posted on the Building Healthy
Ways web site www.gdbiw.com/bhw
(ID: bhw, password: healthy).
Y-Yes
f the new year is causing you to
think about new beginnings and if
that includes trying to get in better
shape for 2007 (the number one New
Year’s resolution, according to many
news reports this month), BIW’s
Building Healthy Ways committee may
have something of interest to you.
In February, BHW will launch a new
program called “Y-Not” in partnership
with regional Y’s up and down the
coast, as well as in the Lewiston/Auburn
area. All employees who register to participate will receive four free adult guest
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4 January 2007 BIW NEWS
A Sailor’s View
(Continued from cover)
A: About five years ago, the Navy deemed
HSI to be so important that NAVSEA set up
an HSI Directorate which decomposed HSI
into seven technical areas, with the traditional Human Factors Engineering area
being one. The others were manpower, the
crew of one ship; personnel, the number
and kind needed for a class of ship; training;
safety; survivability and damage control;
and quality of life. All of these contribute to
crew design.
The overarching priority is the design of
the crew, or what kind of sailor is required,
and how does the Navy deploy the fewest
number of people that can effectively operate the ship. After a great deal of roll-upthe-sleeves kind of brainstorming, because
it had never been done before, the DDG
1000 group compiled a comprehensive task
list that covers every task performed by a
sailor that is required to operate the ship.
Unique to DDG 1000, a series of documents, or specifications, were developed
which link to each other and to other design
documents as part of the systems engineering process. In other words, the crew design
is traceable to the hardware and software
requirements because it was developed with
it. That traceability provides a level of confidence that no one had before that the crew
size is correct and it also supports development of the training pipeline within the
Navy system. It translates to the smallest
number of sailors that can safely conduct
a mission.
Q: HSI seems to be a modern day science
rather than an aspect of engineering
(human factors). What is the reason for
this surge in importance and prestige?
A: That’s due to the Navy’s desire to reduce
the number of sailors required to operate
ships. The cost of the crew relative to the
cost of hardware and software has become
more important and is, quite simply, almost
the entire reason for the Navy’s focus on
optimal manning. Fortunately there are
many other benefits.
Q: What direction does BIW intend regarding HSI and how will we implement the
Navy’s direction?
A: First, if you take a program management
view, you see that some, but not all, programs include HSI, but the level will vary.
BIW needs an efficient way to leverage
resources across programs.
Second, processes developed to resolve
challenges in one program, generally
speaking, are not leveraged across other
programs. It is, in fact, difficult to export
processes unless you have some level of
integration between the programs. It is
essential that we gain efficiency of our
personnel resources, some reuse of processes, and access to the products. We
can do those things better.
Q: How do you think the Navy regards
HSI?
A: The Navy views HSI as having a lot to
contribute, but there are two, rather different sides of the Navy when talking HSI.
I think the acquisition side, which is
NAVSEA, wants all the good HSI they can
get. There are aspects of HSI that are sometimes referred to as a science fair or academic voodoo. BIW, I think, has proven
that we understand the difference between
science fairs and solid system engineering,
which produces products that can be
assessed for quality.
There’s also the user community, or the
fleet sailor, where we’ve seen a noticeable
shift to acceptance of human systems integration and human factors engineering in
the seven years that I’ve been interfacing
with them. We got lots of skepticism in our
earlier fleet events in response to some of
our solutions. That skepticism and pushback is now much reduced.
Q: HSI has a big role in new construction—
is it present in other types of contracts?
A: HSI is going to be a piece of DDG
Modernization or any modernization
activity going forward. Today, HSI is a part
of anything we do that has any significant
scope. One of the primary objectives of
DDG Modernization is to achieve optimal
manning, so good HSI is required.
Q: Is there synergy within General
Dynamics that benefits BIW in this area?
A: One of my challenges is to find
out. Many GD companies work with a
number of human factors components.
I need to establish contacts and facilitate
at least the consideration of sharing
personnel resources and successful
processes. For example, BIW HSI made
a significant contribution to a recent
winning proposal by another GD company for a Common Display System. At
the very least, we need to explore how to
network so people know who to call.
Q: What are the other challenges?
A: I need to provide value to the program
managers, technical directors and product item team leaders across various programs. One challenge in working HSI
across the company is that HSI personnel
may have different skills depending on
their backgrounds, which may mean
some level of training and certification.
We need to be more proficient in hiring
so that we don’t hire for one program
when we already have somebody with
capacity and the required skills working
in another area.
Another challenge is to understand
and prioritize what the customer wants.
The Navy wants all the HSI it can get, yet
they have a limited budget. The Navy
Acquisition world is more receptive to
HSI products now than ever before.
There’s a challenge while the sponsor, the
customer and the stakeholder all get
onboard with just how much HSI they
want and what kind of fidelity they want
in the crew design or the manning concept.
Q: How would you like to close?
A: BIW has established a reputation as
the DDG 1000 HSI leader. Our BIW HSI
personnel, though few in number, have
received excellent reviews from the Navy
and the stakeholder, SEA 03, consistently
compliments the work done by the BIW
HSI team. Our challenge is to maintain
that hard earned reputation, expand it
across other programs and leverage it for
future opportunities. I think continued
development of HSI at BIW as a GD core
competency is a win-win solution for us
and for our customer.
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BIW NEWS January 2007 5
From the Fleet
USS NITZE Emergent Drydocking
n late 2006, the BIW PSA Team
planned and managed an emergent
drydocking of USS NITZE (DDG
94), which included repairs to the port
Controllable Pitch Propeller (CPP) and
Main Propulsion Shaft which helped
the ship deploy on schedule. Walt
Ogden (D38), Fleet Services Engineer,
led an on-site team that provided four
straight weeks of 24/7 coverage and
included Dave Greely (D38), Marty
Foley and Fred Muesse (both D86).
Also, Anthony Morin and Derrick
Leopin (both D09) flew to Norfolk
to flush the CPP system.
This job developed over a six month
period after the ship initially reported
shaft problems. Several meetings were
held with the Navy, the vendor and
BIW to determine the probable cause
and a course of action, as well as contingency plans should the problem
prove more serious during drydocking.
Colin Martin (D40) traveled to the
ship to help the Navy and Rolls Royce
Naval Marine, the CPP vendor, diagnose the problem.
During the first week in dock, the
Team used a robotic camera to inspect
the shaft bore and it was determined
that the propeller and stern tube shafts
would need to be changed. In the face
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of emergent vendor issues and a weekend
when the vendor’s production force was
normally shut down, Kathy Stupinski (D24)
and Dan Tarpley (D40) flew to Erie Forge,
the shaft vendor, in Erie, Pennsylvania, and
worked with them to meet the ship’s
requirements. Erie Forge and Jack White
(D91) scrambled to secure shipping and
resolve issues of permits and daylight driving restrictions en route. The replacement
shafts arrived in Norfolk in time to support
an acceleration of the installation schedule.
Drydocking completed four days early and
pier-side testing indicated good results.
Post-repair sea trails on December 21, 2006
confirmed that the problem was corrected
and the ship was cleared to deploy on
January 5, 2007.
In January, the team received a number
of kudos from key individuals, including:
• CDR Tom Anderson, PEO Ships DDG
Post Delivery Manager: “Only through
the dedication and hard work of the
numerous individuals involved is USS
NITZE now able to meet her upcoming
operational commitments with confidence.”
• CDR Robert N. Hein, CO of DDG 94:
“Your personal attention and dedication
made the difference.”
GRIDLEY Sails to Sea
magnificent
sight rewarded those on
lookout as GRIDLEY
(DDG 101), the 50th
ship of the DDG 51
Class to go to sea,
departed BIW on
January 18, 2007,
en route to its homeport in Mayport, Florida. Formal
commissioning ceremonies will take place in Miami, the
hometown of GRIDLEY’s PCO, CDR Steve Shinego, on
February 10, 2007.
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6 January 2007 BIW NEWS
Leaving BIW. NITZE (DDG 94) off the port side
of BAINBRIDGE (DDG 96) prior to sailaway in
February 2005.
• CAPT Dean Krestos, SUPSHIP Bath:
“Your team’s perseverance and persistence
is extremely noteworthy…but to be
honest, I’d expect nothing less from the
PSA TEAM!”
• CAPT John Ingram, DDG 51 Program
Manager, PMS 400D: “I am very proud
of all the people who have supported
NITZE…Nobody does it better!”
• RADM Derwood Curtis, COMNAVSURFLANT: “I wish to extend a sincere
BRAVO ZULU and well done to the
USS NITZE [DDG 94] Repair Team
for efficient execution of recent emergent docking and associated shafting
repairs…. Hard work and dedication
in restoring capability to NITZE in
time to meet operational tasking is
greatly appreciated.”
December 2006
December 2006
Retirees
Service Anniversaries
Dept. Name
35 Years
20 Bechard, Reginald Richard 02
20
84
30 Years
84
10 Robbins, Clinton Josep
91
20 Hills Sr, William Fre
29 Black, Leslie Hervey
32 Thayer, Colby Arthur
81 Phillips, Carolyn Anne
17
27
Dept.
Dept. Name
Dept. Name
25 Years
Levesque, James Dixon
Larkin, Edrick John
Guliani, Lance Orest
Witmer, Karl Richard
Westlake Jr, Robert
Nicholas
20 Years
Cullivan Jr, William Hugh
Labbe, Laurie Lee
27
27
43
43
43
Pare, Mark Anthony
Westfall, Robert Charles
Keene, Donald Harold
Peaslee, Patrick Stephen
Reid, Michael James
0700
Thomas E. Weiblen
24 Years 6 Months
Machinist III
1500
Robert A. Squillace
17 Years 8 Months
Pipefitter III
15 Years
49 Roet, Daniel Isaac
86 Goodspeed, Kimberly Ann
86 Kelsey, Paul Gordon
Name
6600
Leo F. Smith
27 Years 10 Months
Insulator III
BIW Procurement Excellence Recognized
he General Dynamics Supply Chain
Management Council (SCMC) is
comprised of over 100 people
throughout General Dynamics who participate in SCMC-related activities to leverage
the purchasing power of General Dynamics
for cost savings and efficiencies in the supply chain. In late 2006, four BIW people
received SCMC Excellence Awards presented
at the annual meeting by John Rank, VP of
Supply Chain Management for GD Land
Systems and Chair of the SCMC. The
awards recognized outstanding cost saving
initiatives of some of its members.
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Lynn Wasilewski, Brad Walfield (both
D24) and Chris Teel (D77) were honored
for establishing the methodology, processes
and documents to successfully collaborate
with NGSS and establish purchase order
agreements for major DDG 1000 Class
equipment. Using these tools and the
GD online purchasing system, BIW is on
schedule in placing its share of purchase
orders and procurement of vendor furnished information to support detail design.
DDG 1000 Procurement. Steve Adams, second from left, was on hand to
congratulate Brad Walfield, third from left, and Lynn Wasilewski, second
from right, at the SCMC Awards ceremony in Falls Church. Also present,
Larry Burleson, SCMC, far left, Tommy Augustsson, GD VP, IT and
Compensation and John Rank, SCMC (between Brad and Lynn); and
Nicholas Chabraja, GD Chairman and CEO, far right. Absent from the
photo: Chris Teel who is on assignment to the BIW AWD Project in
Australia.
Jack White (91) is a member of the
Corporate Freight Committee, which
initiated a major business approach to
managing domestic and international
transportation costs. Jack’s efforts were
primarily in the area of partnering with a
core group of freight carriers to establish
long-term agreements which will generate
significant savings and improve overall
business unit performance over the next
several years.
Congratulations!
Corporate Freight Committee. Jack White, second from left, received
the SCMC Excellence Award along with fellow team members. Shown
left to right, Larry Burleson, SCMC; Jack White; Michael Jackson, C4
Systems; Brenda Greenway, Gulfstream; John Rank, SCMC; Don Davis,
C4 Systems; Jim Brown, Land Systems; Larry Oeltze, Gulfstream; Tommy
Augustsson, GD; Nicholas Chabraja, GD Chairman and CEO; and Brad
Laberge, C4 Systems.
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BIW NEWS January 2007 7
PRSRT STD
U.S. POSTAGE PAID
BATH, MAINE
04530
PERMIT NO. 31
700 Washington Street
Bath, ME 04530
Annual Rosie the Riveter Event Draws a Crowd
he annual “Rosie the Riveter” luncheon was the brainstorm of Ulrike
Kemberling (D27) who started
working at BIW in 1979. In that time, she’s
worked on a lot of ships and known a lot
of people, some of whom were pioneers in
terms of getting involved in predominately
male professions. Ulrike thought it would
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be a good idea to get together once a year in
tribute to the fact that today, men and
women accept each other in the work place
in a professional manner. She said, “It’s a
tribute to everyone that we can concentrate
on the important stuff at work—getting our
jobs done and looking out for each other on
the job.”
The tie-in with the famous Rosie the
Riveter icon is a reminder that women
stepped up to manufacturing jobs in WWII
because they were called to serve as a matter
of patriotism. That they did it so well
opened the doors to a lot of women in the
decades to come.