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SHIPYARD LOG SHIPYARD LOG Pearl Harbor Naval Shipyard News and Information Since 1943 October 2012Pearl Harbor Naval Shipyard News and Information Since 1943 October 2012

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[Commander’s Corner]SHIPYARD LOG

SHIPYARD LOG: This DoD news-paper is an authorized publication for members of the Department of De-fense. Contents of the Shipyard Log are not necessarily the offi cial views of, or endorsed by, the U.S. Govern-ment, the Department of Defense, or Pearl Harbor Naval Shipyard. ISSN 1073-8258. PUBLICATION DATES: The Ship-yard 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 interoffi ce mail to Code 1160 Shipyard Log. All material is subject to editing. MAILING ADDRESS: CommanderPearl Harbor Naval Shipyard and IMF (Code 1160)667 Safeguard St Ste 100 JBPHH, HI 96860-5033 CONTACT INFO:Telephone: (808) 473-8000 ext. 2580Fax: (808) 474-0269E-mail: [email protected] ON THE COVER:The forward end of Dry Dock 2 is fl ooded in preparation for the un-docking 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.

CommanderCapt. Brian Osgood

Deputy CommanderCapt. Lawrence A. Scruggs

Public Affairs Offi cerMs. Jensin W. Sommer

EditorMr. Marshall Fukuki

www.navsea.navy.mil/shipyards/pearl

October 2012

Fraud, Waste & AbuseHotlines

Volume 65, Number 8

PHNSY Hotline471-0555

NAVSEA Hotline(800) 356-8464

Navy Hotline(800) 522-3451

DoD Hotline(800) 424-9098

Commander’s Comment Line474-4729

Safety Hotline471-8349

By Capt. Brian Osgood, Shipyard Commander

Increasing O.U.R. productive capacityOctober 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 con-strained fi scal 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 produc-tive capacity, and we must continue to do so as we move forward. Our workload is pri-marily based on the size of the Navy’s homeported fl eet here in Pearl Harbor, and last fi scal 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 fl eet 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 effi ciency and reduce cost in the near term.

Over the next few years we will focus on im-proving performance of complex mechanical, elec-trical, 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 effi ciently as possible.

We also have targeted ac-tions to ensure we expend overtime only when neces-sary. When we exceed our overtime budget, the money has to come from other Ship-yard 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 mod-

ernize 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 oppor-tunities to consolidate and reduce our footprint.

Good shipyards stay busy, and this month we’ll undock USS Tucson (SSN 770) and USS Colum-bia (SSN 771). Shortly after, we’ll undock USS Hopper (DDG 70) and start the USS Louisville (SSN 724) Docking Selected Restricted Avail-ability (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 bless-ings and consider supporting the many worth-while 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!

• Shipyard Log • October 2012 • 3

Leader of the QuarterBy Sarah Fry, Pearl Harbor Naval Shipyard Public Affairs

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.

The Pearl Harbor Chapter of the National Association of Superintendents (NAS) recog-nized Shop 38 supervisor Alan Kahana as the fi rst recipient of its “NAS Leader of the Quarter” award Aug. 7.

The award recognizes lead-ers 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 exem-plify NAS values.

Kahana’s expert supervi-sion 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 with-out 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 dedica-tion to the success of not only Shop 38 and the projects but the Shipyard as a whole. They exemplifi ed every LO principle throughout the avail, and this award validates their remarkable achievements.”

By Comptroller Offi ce

S ah F Pe l Harb N al Shi d P blic Affairs

Shop 38 supervisor Kahana fi rst recipient of superintendents’ award

Ask the ComptrollerQuestion: 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 differ-ence 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 cal-culation 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 Offi ce. 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 be-tween offi cial 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 in-clude:

• Normal travel from home-to-work commuting is deducted from travel time;

• Meal periods – 0.5 hours is deducted as a bona fi de 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 dur-ing his/her regular tour of duty;

• Whether the employee took annual leave in conjunction with an offi cial TDY;

• Airport/hotel arrival/departure times. As a fi nal 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/9380B6AEA43944A1922657ECECC0A7B3/Comp-TimePolicy.pdf

(2) Reference guide on travel hours of work for FLSA non-exempt employees at www.cpms.osd.mil/ASSETS/AB44358AD-B60452EA829CF562FFB8E49/801_rg.pdf

If you have a question for the comptrol-ler, email it to Deputy Comptroller Mary Garcia at [email protected], with “ASK THE COMPTROLLER” in the subject line.

A second option is to guardmail a hard copy addressed to “Code 600 Attn: M. Garcia.”

Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility completed four Chief of Naval Operations (CNO) submarine availabili-ties in August.

“Great job to all the project teams and various codes in the Shipyard that supported this monu-mental effort,” said Operations Offi cer Capt. Michael Temme. “The entire Shipyard deserves a hearty well done!”

Returned to the fl eet were USS Santa Fe (SSN 763), USS Key West (SSN 722), USS Houston (SSN 713) and USS City of Corpus Christi (SSN 705).

By Pearl Harbor Naval Shipyard Public Affairs

4 • Shipyard Log • October 2012 •

Santa FeThe 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 accom-plished 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 WestNext to fi nish was the En-

gineered 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 improve-ment was made possible by developing and executing an integrated schedule of propul-sion 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-and-a-half-month EOH.

“We were doing more with less,” said Project Superinten-dent Nathan Lorenzo. “I defi -nitely thank all the management team, the workforce and the rest of the Shipyard for rallying to keep us in the game. … Every-body performed as profession-als and hung in there. I’m proud to be their leader.”

HoustonThe maintenance period on

Houston fi nished Aug. 24 with 62,000 man-days of work ac-complished 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 work-force to absorb and execute this amount of new work is indicative of a great mainte-nance team,” said Project Su-perintendent Michael Carreiro. “Engineering, production and support personnel performed superbly!”

Houston was previously as-signed to Guam for nine years before changing homeports to Pearl Harbor in January.

“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 proj-ect) ‘long distance’ is diffi cult as the ship is just not available, opportunities for shipchecks are rare and involve travel, and communication is diffi cult,” he explained.

In spite of those factors, Houston’s “offi cers and crew were very easy to work with,” Carreiro said. “They adapted very quickly to a new mainte-nance environment and fully supported the Shipyard team, sharing the same vision of get-ting the warship back to the fi ght.”

City of Corpus ChristiCity 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 bud-get 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, limit-ing opportunities for in-port maintenance, noted Project Su-perintendent Joseph Mendonsa.

Both submarines are also nearing the end of their service lives. “City of Corpus Christiis 29 years old,” he said. The amount of new work required created “a lot of churn … that made it diffi cult to stay on pace with the schedule.”

The ship’s commanding offi -cer, 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 proj-ect team put forth, the Shipyard completed six major key events in a two-month period to close out the availability.”

Completing four CNO sub-marine availabilities in a four-week 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.”

Four submarine projects fi nish in August

USS Key West (SSN 722) undocks in December 2011. U.S. Navy photo by Marshall Fukuki


Deputy Project Superintendent Brian Yim briefs Adm. Cecil D. Haney, left, commander of the U.S. Pacifi c 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. Pacifi c Fleet commander tours

Shipyard

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 Inter-mediate 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 infl uence 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 pro-vided a creative way to explain how people make sense of things and how decision-making 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 fi gure 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, audi-ence members were asked to fi ll out evalu-ation forms to provide feedback on what

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 Kover-man-Machado at 473-8000 ext. 3230 or email [email protected].

‘Lunch and Learn’ program teaches about mental modelsBy Joy Koverman-Machado, Coatings and Services Shop

they had learned and what constituted their takeaways from the program.

The comments refl ected 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 infl uence their assumptions have on their behavior.

Perception exercise: Which woman do you see?

U.S. Navy photo by Marshall Fukuki

What mental models could be holding you back from seeing things from others’ perspectives? What as-sumptions do you have that impact your behavior towards others?

Your mental models can infl uence your behavior and actions. We know that it takes two to tango, but we can only be responsible for our own actions.


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Two Military Construction (MILCON) projects within Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility’s Controlled Indus-trial Area are due to be com-pleted 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 comple-tion date is Dec. 21.

• MILCON P-307 (Produc-tion Services Support Build-ing) at the head of Dry Dock 1. A $15.85 million project awarded in 2010, the expected completion date is late No-vember.

The P-302 project will pro-vide piped services from a cen-tral utility plant for chilled wa-ter, high-pressure compressed air, and gaseous nitrogen.

It will eliminate the inef-ficiencies that occur from generating chilled water and high-pressure air using mul-tiple temporary rigs. With the completion of the project, these

By Paul Shigeta, Production Facility and Equipment Management Division

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 adja-cent 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 sup-ply of this gas directly to the submarine in dry dock.

The completed P-307 project will house many functions, pri-marily Structural Shop person-nel 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 stor-age, Computer Helpdesk (Code 1230), and Moonshine per-sonnel. The project will also include a lunchroom on the second deck.

Funding for additional Ship-yard facility projects may be increasing due to Fiscal Year 2012 National Defense Appro-

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 Of-fi ce (GAO) study of Shipyard facilities.

The next planned steps for modernizing the Shipyard are MILCONs P-320 (Submarine Production and Training Fa-cility) and P-270 (Dry Dock 2 Starboard Waterfront Facility.)

MILCON P-320 would con-solidate the facility footprint by signifi cantly recapitalizing and converting an existing historic building to centrally house several functions cur-rently located in 11 separate buildings (e.g., production, engineering, radiation health, etc.) into Building 9A.

Completion of the project would increase worker produc-tivity with a centrally located,

properly confi gured and mod-ern facility at the core of the Shipyard.

MILCON P-270 would con-struct a project team facility between dry docks 2 and 3. The fi rst fl oor would provide project team space for shop workers, with built-in light shop work capabilities. The second floor would provide offi ce spaces for the project management team and engi-neering 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 MIL-CON 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 certifi ca-tion to dock U.S. Navy vessels in our dry docks.

Two facilities projects nearing completion


By Sarah Fry, Pearl Harbor Naval Shipyard Public Affairs

Pearl Harbor Naval Shipyard and Inter-mediate Maintenance Facility (PHNSY & IMF) has many teams of employees working on improving processes and behaviors to enhance everything from production to qual-ity 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 solu-tion you want to change to, too’. It’s ‘get to’ versus ‘have to,’ or ‘driving change’ versus ‘driving people.’”

Mills explained that the “Guiding Co-alition” 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 command-wide 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 oth-ers in the command know whether you’ve accomplished your outcome. We measure

success by outcomes, not by hours invested in people.”

When asked how difficult such mea-surement is, Mills replied, “It’s easily observable in our command that folks are using their strengths. They have their fi ve 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 benefi t from.’ So it has infi ltrated the lan-guage we use, and you can tell it’s making a difference.”

Guiding Coalition members select their initiatives during an annual day-long off-site with their senior leadership. They use an established process to come up with what they are going to work on during the following fi scal 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 volun-teers) to be members of Puget’s Guiding Coalition for this ... fi scal year. The volun-teers, Mills emphasized, are from all ranks in the organization.

Mills’ classes at PHNSY & IMF were fi lled to capacity. “It was nice to see full rooms of people, interested in the mes-sage. 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 Guid-ing 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.”

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.

Leadership Engineer April Mills

Key to change: I ‘get to’ vs. I ‘have to’

U.S. Navy photo by Marshall Fukuki


By Gail Shon, Environmental Division

In order to perform the Pearl Harbor Naval Shipyard and Intermediate Maintenance Fa-cility mission of keeping the fl eet “fi t to fi ght,” 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 fi rst step is for everyone to be familiar with our com-mand’s Environmental Policy. In our policy, we (employees, ship’s force, and contractors) commit to working as a team to comply with environmen-tal 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 overfl ow-ing the tank or using a faulty hose. You need to ensure you have been trained on the use of the tank and transfer opera-tions. You also need to inspect the hoses, fittings and con-nections, 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 Loca-tions (hazardous material stor-age containers) where hazard-ous materials such as paints,

Q: Can you identify commitments in the command’s environmental policy?

A: Examples of commitments are com-plying with environmental laws, prevent-ing pollution, conserving resources, and continual improvement.

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 fi re or a spill?

A. For a fi re, 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 identifi es 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.

Can you answer these questions?

The next ti me 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 Polluti on R - Resource Conservati on O - Operati onal Readiness T - Teamwork E - Environmental Compliance C - Conti nual Improvement T - Total Commitment

Remember, this is O.U.R. Shipyard!

thinners, oils, and greases are stored. If we fail to cover them securely or store them prop-erly, we could release harmful vapors into the atmosphere, thereby creating safety, health and environmental hazards.

Our top five environmen-tal concerns (environmental aspects) are hazardous waste generation, air emissions,

hazardous material storage, energy consumption, and non-Resource Conservation and Recovery Act (Non-RCRA) waste generation.

Armed with this knowledge, we can work together to ensure we have a well-trained work-force dedicated to realizing our goal of becoming a world-class ship maintenance facility.

A Naval Sea Systems Command (NAVSEA) team will be conducting an Environmental Management Sys-tem (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?


Executive Development Program expands horizons

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 offi cial gov-ernment 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 offi cial personnel records, including appointment, position, personal, salary, benefi ts, awards and bonuses, performance and personnel actions.

In addition, employees can update their work telephone number, email address, handicap codes, ethnicity and race identifi cation, foreign language profi ciency, and emergency contact information.

For new MyBiz users:1. Go to https://compo.dcp-ds.cpms.osd.mil/.2. Select “OK” on the DoD Notice and Consent Banner.3. Select “Register” under Smart Card Access.4. Select Non-Email Certifi -cate then “OK.”5. Enter Social Security Number and select “Reg-ister.”6. Continue with steps 3-8 for returning MyBiz users.

Keep your personnel records up to date on DoD MyBiz

Six Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility em-ployees 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

By ET3(SS/DV) Rory H. Teehan, Pearl Harbor Naval Shipyard Public Affairs

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, qualifi ed per-sonnel must be GS-12 (or equivalent) or above and have fi rst/second-level supervi-sory experience in the Shipyard. Applicants submit a résumé and undergo interviews before being considered for selection.

Candidate evaluation factors include in-dividual awards, demonstrated leadership, communication skills, community and work involvement in formal organizations

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 relation-ships, 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 [email protected].

For returning MyBiz users:1. Go to https://compo.dcpds.cpms.osd.mil/.2. Select “OK” on the DoD No-tice and Consent Banner.3. Select “Login” under Smart Card Access.4. Select Non-Email Certifi cate 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 Pro-fi le tab of the MyBiz account.8. Select a tab – “Disability,” “Language,” “Ethnicity and Race,” etc. – to view and update information.

Chad Nakamoto, left, Terry Quapaw, Devin Paiva, Michael Oasay, Melissa Lamerson, and Paul Debibar display their certifi cates of completion for graduating from the Executive Development Program.

U.S. Navy photo by Danielle Jones


By Brendan Cravalho, CFC Project Offi cer

Members of the First Class Petty Of-fi cer 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

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 op-eration that provides blood products worldwide to armed forces personnel and their fam-ily members.

Shipments of blood go out weekly from Tripler Army Medical Center for military

Blood drives collect 100 pints of ‘gift of life’ for service members, families

The 2012 Combined Federal Campaign (CFC) fund drive for the Hawaii-Pacifi c Area will be con-ducted Oct. 1- Nov. 16. United States Army Pacifi c (USARPAC) is the lead agency for this year’s cam-paign 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 Dif-ference.” What an appropriate theme for us here at Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility as we work together to support 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.

The CFC provides all of us an op-portunity to help someone in need. This year’s CFC brochure lists more than 2,500 national, international and local charities. Each of us has likely been – or knows someone who has been – the benefi ciary of help and

assistance from these organizations sometime during our lives.

It might have been Boy or Girl Scouts, Boys or Girls Clubs, YMCA/YWCA, Goodwill Industries, United Way, medical re-search 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 com-munity 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 tremen-dous opportunity this year to continue in the spirit of giving and share our good fortune with those who are less fortunate.

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.

members at overseas locations, but shortages often occur dur-ing the summer months and over holiday periods.

“The key to remember,” explained Gas Turbine System Technician (Mechanical) 1st Class Michael Budomo, Ship-yard blood drive coordinator, “is that each donor has what it takes to save three lives with a single donation.

“By giving a little of your-self, your donation gives sick

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.”

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.”

By Sarah Fry, Pearl Harbor Naval Shipyard Public Affairs

Families program. Feds Feed Families is a federal-wide food drive for families in need.

Gas Turbine System Technician (Me-chanical) 1st Class Robert Geissinger,


By Marshall Fukuki, Pearl Harbor Naval Shipyard Public Affairs

FCPOA burger sales support worthy causesFCPOA burger sales support worthy causes

Combined Federal Campaign: Make a difference

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The Shipfi tter 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 Shipfi tter Apprentice Brian Maiwela, representing the new blood that is the future of the shop.


Emi ly Kissinger receives her project resource manager certifi cation from Shipyard Commander Capt. Brian Osgood at the expanded staff meeting June 5.

Program Analyst Emily Kissinger became the fi rst Pearl Harbor Naval Shipyard and Intermediate Mainte-nance Facility employee to complete a Code 900R certifi cation program for project resource managers.

Kissinger fi rst to be certifi ed as project resource manager The fi ve-element qualifi cation

program consists of independent study, classroom and on-the-job-training, 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.)

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, en-joys coming to work every day.

“It helps me stay sane and is good for my health,” he said.

He plans on retir-ing within the next one to two years.

55 years on the job

10 yearsKristie AipoalaniDarrell AyononDarren CostalesMichael FebenitoJames FongEric ImasakaRobert JervisTodd KaneshiroJanalyn KawatoMelissa NakataniMichael PrestonIkaika UpchurchKelly Yamashita

25 yearsMarbert AcojidoChristopher ByasJulie IguchiAudrey Mikami

20 yearsJeff FrancoPatrick HokoanaDes MatsunoBryan Wong

LENGTH OF SERVICE AWARDSLENGTH OF SERVICE AWARDS

JULY JULY JULY JULY JULY JULY

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U.S. Navy photo by ET3 (SS/DV) Rory Teehan

55 years Edward Uyema

45 years Eleanor Shimogaki

40 yearsJohn ApioMelvyn CarinoCharles HaoLawrence KamisatoDaniel MakakoaVirgilio MateoFrederick White Jr.

35 yearsRobert CorpuzCharlene FukushimaRichard KaneshiroGuy LeeCharlotte MukaiMark OrtogeroErnest Pereira Jr.Michael RaymondDavid Ward

30 yearsWarren DangNewton InaoElaine MaSteven Nakamura

[Nuts ‘n Bolts][Nuts ‘n Bolts]

Connect with the Shipyard on Facebook: http://www.facebook.com/PearlHarborNavalShipyard

Aloha to retireesFair winds and following seas to the fol-

lowing Shipyarders who retired in August.• Raymond Ables• Michael Bannan• Thomas Dolan• Debra Hiramatsu• Karl Katto• Jayson Nagamoto• Marianne Say• Robert Vasconcellos

Qualifi ed for leave transferThe 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 31If you have any questions concerning

leave transfer, call 473-8000 ext. 2543.EBIS domain changes

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 ac-cess EBIS. The CAC allows easier access to the application by eliminating a user name and password.

Employees will still be able to access their benefi t information on the Benefi ts Line. The Benefi ts Line is open from 7:30

a.m. through 7:30 p.m. EST, Monday through Friday, and is staffed with benefi t counselors to assist employees.

Pray for their safetyWelcome back to Engineman 1st Class

Brian Scribner, who returned to Hawaii Sept. 7 after completing individual aug-mentee (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 offi ces and their temporary sites are:

2300 – Building 442300I – Building 167, fi fth fl oor, Room

5086

40 yearsAllyn LaiLarry Wilson

40 yearsWalter Miske Jr.

35 yearsJames FlynnMark GorskiGeorge KaiwiCheryl KamiharaDean ReghiJames Sposato III

30 yearsRobin AuyongRyan HeewaiMark HiguchiDale KurodaLaura McMillanLouis Oliveira Jr.Toma PenitusiGareth TanakaSandra TichyThomas TylerColin WrightMiles YamabeBrian Yim

25 yearsTheresa BenitoMichael CarnesMikela McKeownCathy Pahukoa-MaliaKathleen Zane

20 yearsAbel Texeira III

10 yearsDana DeSilvaTodd DumlaoMichael HirakamiAaron ItoMyles MatsumotoSharilyn NakayamaRyan SuganumaGary Sutherlin

AUGUSTLENGTH OF SERVICE AWARDS

2301.1, 2301.2 – Building 167, second fl oor, Room 2099

2301.3 – Building 442301.5 – Building 2, second fl oor, Room

2192301.6 – Building 67A, Room AM-192305.3 – Building 167, third fl oor, main

offi ce2309 – Building 442320 – Vision towers between buildings

5 and 9A2340 – Building 1 (Diamond Head end),

basement, fi rst and second fl oors2350 – Building 11, second fl oor2380 – Building 167, fourth fl oor (for-

mer Virginia-class planning offi ce)Pure Water Facility – Building 155, front

compound Code 139 – Building 1456, second fl oor,

Room 204

USS Constitution, known as “Old Ironsides,” battles the British frigate HMS Guerriere during the War of 1812.

Painting by Anton Otto Fisher

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 procure-ment, fitting out, manning, and dispatch of two armed vessels to cruise in search of munitions ships supplying the British Army in America. All together, the Con-tinental Navy numbered some 50 ships over the course of the war,

with about 20 warships active at its maxi-mum strength.

After the American War for Indepen-dence, Congress sold the surviving ships of the Continental Navy and released the sea-men and offi cers. The Constitution of the United States, ratifi ed in 1789, empowered Congress “to provide and maintain a navy.”

Acting on this authority, Congress or-dered the construction and manning of six frigates in 1794. One of these ships was USS Constitution, launched in October 1797. The War Department administered naval affairs until Congress established the Department of the Navy April 30, 1798.

In 1972, Chief of Naval Operations Adm. Elmo Zumwalt authorized recogni-tion of Oct. 13 as the Navy’s birthday.

Happy Navy birthday

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