volume 31, number 20188 may 18, 2017 qao audits ... tracks articles/tr051817.pdffacturing...

In 2016, the Directorate of Engineering and Quality split into two entities, the Director-ate of Production Engineering, which was profiled in the April 6 issue of TRACKS, and the Qual-ity Assurance Office.

The QAO was formed from the former Quality Assurance Di-vision. The organization has nu-merous functions which assist in ensuring Anniston Army Depot’s products meet or exceed custom-er specifications, including:

• Inspection of end items• Performing final inspec-

tions• Auditing processes• Customer service visits to

units• Maintaining ISO 9001 pro-

gram• Reviewing defect trends by

analyzing inspections• Reporting top defects and

defect trends to shopsInspections

“Our main function is to in-spect end items on the line and perform final inspections,” said Jenny Grasser, chief of the QAO.

The office’s four branches are named for the production areas they inspect – Manufac-turing, Cleaning and Finishing; Weapons and Components; Pow-ertrain; and Tracked Systems.

Since quality issues in one area can often show up in anoth-er, they work closely to track and find solutions for defects.

“When we receive subassem-blies or parts and perform a re-ceipt inspection, we relay defects

back to the other branches to let them know if there is a trend,” said Keith Rainwater of the Tracked Systems Branch.

Since inspections are built into every production process, inspectors do not inspect 100 percent of items overhauled or repaired on the installation. In-stead, using historical quality data and instructions from pro-gram managers, they test a per-centage of items produced.

“We do have mandatory in-spection points where we in-spect 100 percent,” said Shelly Goodman of the Manufacturing, Cleaning and Finishing Branch.

“The first time we program a machine, we will perform a first article inspection.”

The inspections performed by production employees in each shop are important, as are inspec-tions performed upon receipt by the next shop. Those often can stop work on a particular part un-til quality issues are corrected.

“Defective parts should not be introduced into the process,” said Donna Waldrop of the Pow-ertrain Branch. “It is a waste of time and money to both the depot and the customer.”

Sometimes, the defects found are caused by parts provided by

external suppliers.In that situation, a Product

Quality Deficiency Report is written to determine the cause and track a solution.

There are two forms of PQ-DRs, internal and external. In-ternal PQDRs are written by the installation when parts or com-ponents received from a supplier contain defects. External PQDRS are sent to the depot by units who receive products and find defects.

“We do a failure report anal-ysis on everything that comes back to the depot as a result of a PQDR,” said Grasser.Audits

Product and process verifica-tions are conducted in the various shops throughout the installation to ensure employees are follow-ing the proper depot maintenance work requirements and national maintenance work requirements.

These audits are required for ISO 9001 certification and ensure the work is performed to standard and in the same way each time, ensuring quality of all products.

If deviations are found dur-ing an audit, Corrective Action Requests are sent to the cost cen-ter’s supervisor. If defects are found during a quality inspec-tion, they are noted in the quality tracking system.

Currently, the EMIDAS sys-tem is used to track quality, but the Complex Assembly Manu-facturing Solution’s quality com-ponent is scheduled to go live later this year.Information

“We use quality bulletins for some issues, which go out to all e-mail users on the installation,” said Grasser.

If a particular type of defect becomes prevalent in a process, the Quality Assurance Office may issue an all-users bulletin about it, informing the workforce to watch for situations in which that type of defect may arise and take steps to ensure the quality of products produced.

To mediate defect trends, the office also holds corrective action team meetings, bringing together employees from QAO, production and engineering areas to ensure the proper processes, equipment and inspections are in place.

Tracks, the newspaper for Anniston Army Depot

Volume 31, Number 20188 May 18, 2017

U.S. Postage PaidPresort Standard

Anniston, AL 36201Permit No. 326

Address ServiceRequested

QAO audits, inspects for depot quality

Photo by Jennifer Bacchus

Quality inspectors Marc Williams, left, and Sharon Gray check the installation of items in a Stryker vehicle during a final inspection.

by Jennifer BacchusANAD PAO

NOTE: ANNISTON ARMY DEPOT’S MEMORIAL DAY CEREMONY WILL BE HELD MAY 25 AT 10 A.M. AT THE MCCLELLAN CEMETERY

This newspaper is an authorized publication for members of the U.S. Army. Contents of TRACKS are not necessarily official views of, or endorsed by, the U.S. Government, Department of Defense, Depart-

ment of the Army, or Anniston Army Depot. TRACKS is published biweekly using desktop

publishing on recycled paper and on the Internet by the Commander, Anniston Army Depot.

The editorial office is located in the Abrams Building, Room 358, telephone 256-235-6281 (DSN prefix 571) or FAX 256-235-4695. TRACKS invites

comments and contributions from its readers. Ad-dress e-mail to: [email protected] and mail to: Editor, TRACKS, TAAN-SCO, 7 Frankford Avenue, Anniston, AL 36201-4199. DEADLINE days are Thursdays pre-ceding date of publication. Circulation: 5,900.

Postmaster: Send address changes to TRACKS,

PO Box 2285, Anniston, AL 36202.

Commanding Officer......................Col. Martine KiddPublic Affairs Officer...........................Clester BurdellEditor..............................................Jennifer BacchusPhotographers...................................Mark Cleghorn

Ben Williams

TRACKS2 May 18, 2017

The Federal government of-fers a wide range of leave options to assist an employee who needs to be away from the workplace. Some of these leave options in-clude annual leave, sick leave and leave without pay.

Employee requests for leave are made on OPM Form 71, Re-quest for Leave or Approved Ab-sence.Annual Leave

An employee may request and, subject to supervisory ap-proval, use annual leave for such things as vacations, personal busi-ness and emergencies.

Employees are responsible for making timely requests for annual leave as far in advance as possi-ble, in order for the supervisor to ensure the agency’s mission and their employees’ needs are met.

Supervisors may ask employ-ees how they will use the request-ed annual leave in order to make informed decisions about meeting workload requirements.

Employees are not required to provide the supervisor with specific information, but should understand that if the information is not provided, their request for annual leave may be denied based on meeting those workload re-quirements.

Although annual leave is a benefit to which employees are entitled, it is the supervisor’s re-sponsibility to control leave us-age in a way that minimizes the adverse effect of an employee’s absence on the work of the orga-nization.Sick Leave

Absent fraud and subterfuge, an employee is entitled to use sick leave for personal medical needs,

care of a family member, care of a family member with a serious health condition, adoption-related purposes and bereavement.

The sick leave usage limits per each leave year are: 13 days (104 hours) of sick leave for gen-eral family care and bereavement and 12 weeks (480 hours) of sick leave to care for a family member with a serious health condition.

Note: An employee is not en-titled to more than the combined total of 12 weeks of sick leave each leave year for all family care purposes. Furthermore, there is no limit for an employee’s own per-sonal medical needs.

The right of the employee to take sick leave for nonemergency medical, dental or optical exami-nation is subject to the require-

ment that sick leave be requested as much in advance as possible and the supervisor’s authority to approve or disapprove the leave based on the need for the employ-ee’s services.

A routine medical appoint-ment will usually not require a complete work day; except in unusual circumstances. An em-ployee may, in certain cases, want to charge part of a day’s absence to sick leave and the remainder of the day’s absence to annual leave or other appropriate leave category.

Employees not reporting for work because of illness or injury are required to notify their super-visor, as soon as possible; normal-ly not later than two hours after the beginning of their scheduled

work shift.Certain factors in sick leave

records frequently suggest im-proper use of sick leave. In cases where it is suspected that sick leave usage is being abused by an employee, immediate corrective measures, which may include ap-propriate disciplinary action, may be taken.

A medical certificate is nor-mally required to support an employee’s absence in excess of three consecutive workdays. A medical certificate may also be required for an absence of less than three days if there is evidence of suspected sick leave abuse, contagious disease or the impact of outpatient treatment on an employee’s ability to return to work.Leave Without Pay

The granting of leave without pay is discretionary on the part of the supervisor, except under cer-tain circumstances.

The granting of LWOP is mandatory:

• For a disabled veteran who needs medical treatment for their disabling condition

• To a reservist or National Guardsman/Guardswoman for military training duties when his/her military leave is exhausted and he/she does not have or does not wish to use annual leave

• Under the Family Medical Leave Act an employee is entitled to up to 12 weeks (480 hours) of LWOP during any 12-month pe-riod to provide care for certain family and medical needs

• To an employee receiving workers’ compensation payments from the Department of Labor

In accordance with ANADR 690-28, request for LWOP in ex-cess of 30 days must be made in writing.

In the event of an emergency situation, whereby the employee is unable to come to work, the employee may telephone their su-pervisor with a verbal request and follow-up with a written request when he/she returns to work.

The employee must also sub-mit their request for LWOP us-ing OPM Form 71, Request for Leave or Approved Absence.

In accordance with ANADR 690-28, as a basic condition for approval of an extended period of LWOP, there must be a reason-able expectation that the employ-ee will return to duty in an active, productive capacity at the end of the period of absence.

LWOP for a period of 31 cal-endar days or more must be sup-ported by a Request for Personnel Action and SIOAN Form 690-2.

The employee completes the employee block on SIOAN Form 690-2 and submits it to their im-mediate supervisor. SIOAN Form 690-2 must contain a complete statement of justification as why extended LWOP is needed and must include a written assurance of return to duty at the end of pe-riod of absence.

LWOP affects entitlements or eligibility for certain federal ben-efits, such as, but not restricted to: career tenure, probationary pe-riod, within-grade increases, ser-vice computation date for annual and sick leave accruals, reduction in force, retirement benefits and health and life insurance benefits.

The employee’s immediate supervisor is the leave-approving authority. An employee who is absent from duty and not in an approved leave status is absent without leave and may be subject to disciplinary action, up to and including removal from federal service.

Employees should request leave appropriatelyfrom Staff Reports

Anniston CPAC Office

Courtesy graphic

All forms of leave, whether for vacation, illness or a family emergency must be approved by the employee’s supervisor.

TRACKS 3May 18, 2017

Often, we hear the term “safety is our top priority” when our actual mindset and mantra should be “safety is one of our values.”

Too often, priorities change or are rearranged in the hierarchy of daily activities according to situations.

Values are important and lasting beliefs, or ideals, shared by the members of a culture about what is desir-able or undesirable.

Values are seldom changed, rearranged or compro-mised.

Anniston Army Depot’s Safety Office is committed to creating a culture where management and employees understand and uncompromisingly reduce and manage the hazards in work environments.

This involves not only our commitment to safety as a value, but our commitment to factors integrating that value into the depot culture.

There’s no question, effective safety management provides a competitive business advantage and it all starts with a personal commitment to safety.

While no prescriptive approach to safety excellence exists, there are four essential characteristics to consider: management leadership, employee involvement, mea-surement systems and a continuous safety improvement process.

The success of our safety program is dependent on the entire workforce driving a proactive and disciplined culture.

Several key pieces contribute to the creation of that culture, but it all has to start with leadership. Organiza-tions need leaders, at all levels, demonstrating support and commitment by regularly engaging the workforce on the most critical safety behaviors and values.

The International Maritime Organization defines safety culture as “an organization that gives the appro-priate priority to safety and realizes that safety has to be managed like other areas of the business.”

Safety culture is more than just avoiding accidents or even reducing the number of accidents; although these are good measures of success.

Management systems and their associated policies and procedures depend upon the actions of individuals for their successful implementation.

For example, a work procedure or regulation may properly reflect the desired intent and be adequately detailed in its instructions. However, the successful ex-ecution of the procedure or adherence to a regulation requires the actions of properly trained individuals who understand the importance of the underlying intent, who accept their responsibility for the task and who appre-ciate that taking a simplifying, but potentially unsafe, shortcut would be wrong.

It has been suggested that the only thing of real im-portance leaders do is create and manage culture.

The leadership of an organization is responsible

to identify the need for culture change, fostering that change and sustaining a sound safety culture, once it is established.

Building a safety culture in an organization does not happen overnight. At the root of a safety culture change is behavior and changing human behavior requires edu-cation.

Changes occur on two levels: getting the individual to stop doing some things and getting the individual to start doing other things.

In the past, improvement in workplace safety or in the control of workplace risks has come about through the provision of safer machinery or processes, the bet-ter training of employees and the introduction of formal safety management systems.

Consequently, in a workplace benefiting from these improvements, many residual workplace accidents result from operator error – one or more operators doing a job differently from the safe way they were trained to and/or zero hazard awareness training for the injured employ-ees.

Typically, focus areas such as targets, deadlines, bud-gets, performance criteria and profitability drive busi-ness. None of these will ever go away.

The question is, if safety is a value, do we integrate its importance during these key conversations?

Here at ANAD, six-minute huddles, or toolbox talks, focus on detailing the critical tasks for the day. A casual “be safe” is thrown in, so the supervisor can say safety was covered.

But, what does “be safe” mean?It is too vague, too general and has no connection to

the work.It is only when supervisors at all levels take the time

to discuss and explain how each task must be approached, in order for it to be safely executed, that the necessary change toward safety as a value occurs.

Safety cannot be an optional accessory, only applied as a reactionary response.

It will only become a value when we give it promi-nence by integrating it into discussions regarding the execution of daily planning, production targets, strategy, human resources and budgets.

Our goal should be for our whole workforce to the have the mindset of “safety is our highest value and we collectively embrace a proactive command culture of risk identification and management to achieve our mission with zero preventable mishaps.”

Safety should be a top value at ANADby Don Winningham

ANAD Safety Office


Antwone Allen, a safety monitor for the disassembly area of the Turbine Engine Value Stream, walks onto the shop floor in preparation for the work day. Wearing proper personal protective equipment from the moment employees enter a work area shows commitment to a positive safety culture.


Flouzetta J. Hill, director for Ammunition Operations, Anniston Munitions Center, was recognized as part of the U.S. Army Materiel Command’s Top Employee of the Quarter Program, and was selected as this year’s Joint Munitions Com-mand 1st Quarter 2017 awardee.

The AMC Employee of the Quarter recognizes outstanding ac-complishments that significantly contributed to AMC’s mission and overarching goals and objectives. Each quarter, AMC selects a civil-ian employee which meets the es-tablished criteria and stands out as model employee.

Hill has served as Anniston Mu-nition’s Center Director for Ammu-nition Operations since November 2015. She has served more than 35 years with the federal government and JMC. She manages the mis-sions and functions of the ANMC by directing and providing execu-tive leadership to subordinate di-vision chiefs, to ensure that work planning, production planning, quality control standards and ob-servance of regulations are accom-plished on a daily basis.

Hill was nominated for recog-nition by Lt. Col. Craig McIlwain, commander, Anniston Munitions Center, for her exceptional contri-butions and support to the center’s ammunition mission.

“I am humbled to receive this recognition from our higher head-quarters, the Army Materiel Com-mand,” said Hill. “I believe my ac-complishments are reflected in the ‘teamwork’ of the munitions center staff here. I proudly acknowledge this award for the great efforts we all do together.”

As an example, Hill has pro-vided exceptional leadership and oversight of ANMC’s new Mul-tiple Launch Rocket System Re-cycle Center and the associated site acceptance testing. ANMC has performed required live operations with the MLRS M77 grenade Ther-mal Treatment Closed Disposal Process. Approximately 37,000

M77 grenades were successfully and safely processed during the ac-ceptance test. Hill’s uncanny lead-ership style at the executive level, helped inspire her team to embrace her vision in the execution of com-plex processes and required coordi-nation with multiple military, state, and civilian agencies. The MLRS Recycle Center is scheduled for full production in March 2017.

“This new MLRS Recycle Cen-ter facility adds a new capability to the Organic Industrial Base,” said McIlwain, “that ensures Anniston Munitions Center remains effective and efficient in support of our coun-try’s National Security Strategy.”

“Flo is one of our most excep-tional personnel at the Anniston Munitions Center,” added McIl-wain. “You will not find an Army civilian employee or director in any organization that is totally dedicated as her to the Army and the support of our Soldiers. Flo is a top employee who demonstrates selfless service, professionalism, and a dedication to the overall mis-sion. Because of her efforts, Flo has

earned the respect and gratitude of those she serves with daily.”

The Anniston Munitions Center provides timely and accurate re-ceipt, storage, issue, maintenance, inspection, demilitarization, and re-cycling of ammunition and missiles in support of the Joint Warfighter. The ANMC has a government staff of approximately 108 civilians. ANMC is a tenant on Anniston Army Depot and is under the com-mand and control of Blue Grass Army Depot. It is one of 14 indus-trial base installations managed by the Joint Munitions Command, Headquartered at the Rock Island Arsenal, Rock Island, Illinois.

Joint Munitions Commands produces small-, medium-, and large-caliber ammunition items for the Department of Defense. It is the logistics integrator for life-cycle management of ammunition from cradle to grave. The primary mission of JMC is to manage the production, storage, issue, and de-militarization of conventional am-munition for all U.S. Military Ser-vices.

Hill recognized as one of AMC’s finestby Tony Lopez

JMC Public Affairs


Flouzetta Hill, director for Ammunition Operations at the Anniston Munitions Center, center, accepts a Commander’s Award for Civilian Service from Col. Nor-bert Fochs, commander of Blue Grass Army Depot. To the left is ANMC Com-mander Lt. Col. Craig McIlwain.

New Beginnings is a collaborative labor-management effort to improve human resources practices and policies in the Department of Defense.

A major initiative under New Beginnings is the imple-mentation of the enterprise-wide Defense Performance Management and Appraisal Program, which will help foster a cultural change that encourages employee engagement, communication, ongoing employee recognition and ac-countability.

In April 2016, DOD began the phased implementation of DPMAP, which will continue through 2018.

This new performance management program establishes a fair, credible and transparent performance appraisal pro-cess for all DOD civilian employees managed through the use of an automated tool.

The program links organizational mission and goals to individual performance plans and provides opportunities for ongoing feedback and recognition throughout the appraisal cycle.

Over 49,000 civilians in the U.S. Army Materiel Com-mand will transition to DPMAP beginning in April 2017 through June 2018.

Once we have fully transitioned, employees covered by DPMAP will be on one performance cycle (April 1-March 31).

To prepare for the implementation, commands and ac-tivities will communicate their transition plans to the work-force, collaborate with our union partners to fulfill any labor relations obligations and train the workforce on the new system.

In accordance with HQDA EXORD 039-17, DPMAP training is a mandatory readiness requirement for all cov-ered employees and supervisors of covered employees.

The two-day training sessions will raise awareness and understanding of DPMAP program requirements and pro-mote the intended cultural changes.

DPMAP will improve our performance management process and ensure continuous supervisor and employee en-gagement.

I expect our senior leaders, managers and supervisors to embrace the new performance management program and facilitate an atmosphere of positive employee engagement.

Supervisors and employees, when effectively collabo-rating, will greatly impact our organizational effectiveness.

The DPMAP implementation dates for the General Schedule and Federal Wage System civilian employees in the U.S. Army Materiel Command will be:

• April 2017 - All Civilian Employees at West Point, NY• July 2017 - GS-13, GS-14, GS-15• November 2017 - GS-12 and below, FWS Supervi-

sors, FWS Leaders• June 2018 - Wage Grade EmployeesFor more information on DPMAP visit the AMC web-

site at: https://hqamc.aep.army.mil/sites/nb/.

AMC working toward New Beginnings

by Gen. Gus PernaAMC Commander


People, places and things - those are the security priorities Bob Reaves, a physical security specialist for Anniston Army De-pot, sees on the installation.

“Everybody has a part,” said Reaves. “Not just the security guard, but the technical employ-ees who keep the electronic sys-tems operating and the employ-ees on the shop floor who secure their toolboxes.”

While everyone has part of the security responsibility, the faces of the security measures in place here are the men and wom-en of the Directorate of Emer-gency Services’ Special Reaction Team and the Security and Physi-cal Security divisions.

Security and Physical Secu-rity organizations are the primary guardians of the installation – safeguarding installation access, protecting various building and secure area entry points, perform-ing roving patrols throughout the depot and providing traffic and parking control.

“We check identification and Common Access Cards to ensure entry only to those who are sup-posed to be here,” said Shannon Noel, supervisory security guard for the Directorate of Emergency Services. “It keeps the depot as a hard target, so terrorists don’t try to infiltrate us.”

Part of ensuring the depot is a hard target is conducting random searches of vehicles entering and exiting the installation through-out the day.

The security force also pro-tects certain restricted areas and buildings on the installation to en-sure equipment is protected. Rov-ing patrols also sweep through all areas of the depot daily.

“We check every inch of the depot’s fence line to ensure it is intact,” said Noel.

And, while a parking ticket on your vehicle may seem like an inconvenience, even it is a form of protection provided by the guards.

“It is possible an insurance company will not pay a damage claim if your vehicle is illegally parked,” said Noel.

The parking areas are desig-nated not only to ensure there is ample room for combat vehicles and other equipment to maneuver on depot, they also maintain an anti-terrorism perimeter around buildings, another way the depot becomes a hard target.

At night, security doesn’t pause. Entry and exit points re-main guarded, roving patrols continue and secured buildings and areas are maintained. Ad-ditionally, the guard force takes control of the Emergency Opera-tions Center.

The policies and procedures for all security operations are im-plemented by the Physical Secu-rity Division with the assistance of the other DES organizations.

“DES has interwoven require-ments and supporting regulatory guidance,” said Reaves. “The threats from terrorism or crime are similar and impacts are virtu-ally the same - the loss of life, loss of property and the loss of con-fidence in our ability to protect them. All of ANAD must work together for it to work right.”

The Special Reaction Team also carries out a security mis-sion, one that is focused on indi-vidual buildings on the installa-tion and employee security.

“A presence and show of force ensures a safe working en-vironment,” said Tad Carter, a supervisory security guard for the SRT.

Their presence can be seen at the gates many mornings, per-forming random vehicle checks, and occasionally aided by mili-tary working dogs.

“The security checks we per-form ensure unpermitted items don’t enter the depot,” said Cart-er.

As with the security guards, the SRT performs traffic stops and issues parking violations to ensure employees are following state and federal regulations.

And, you may see them in

your building as they perform walk-throughs to check panic alarms, ensure security of sensi-tive areas and implement month-ly intrusion detection tests.

Training for members of the SRT includes weapons and tactics drills. This training keeps SRT members up-to-date and ready for any situation which may arise on the depot to ensure security of the installation and employees.

When things go wrong - when a rock is hit by a weedeater and goes through a window or an em-ployee takes tools or equipment home which belong to the depot

- DES’ investigators step up.“If a complaint is made or

something is not above board, we investigate,” said Wil Nesbitt, an investigator for ANAD.

Investigations may involve simple things, such as accidental damage to government property, or criminal incidents, such as theft, sexual harassment or work-man’s compensation fraud.

Every member of the DES se-curity force’s ultimate goal - from guards to SRT and investigations - is the security and protection of the people, places and things at ANAD.

Maintaining depot, employee securityMAY 14-20 IS NATIONAL POLICE WEEK


Fred Moore, a desk control officer for the Directorate of Emergency Ser-vices monitors information and video footage from throughout the instal-lation.

A member of the depot’s Special Reaction Team checks for unauthorized items in a vehicle during a random security check.

Photos by Jennifer Bacchus

Kevin Gabrus, a security guard with the Directorate of Emergency Services, checks a badge at one of the depot’s gates.


Mentors are someone students count on

Sierra Mims met her mentor in the fourth grade. It’s a day etched deeply in her memory.

She recalls being summoned to a room in her school and having a woman call her name.

“She said my name and I didn’t know her,” said Mims, adding that she quickly learned how friendly her new mentor was.

Over the next eight years, Addie Kirksey became like a second mother to Mims, sharing in her joys and sorrows, giving advice and praying for her when she had a test to take.

“She helped me to read when I was struggling,” said Mims, who will gradu-ate from high school this month and hopes to one day become a pediatric nurse.

For Mims, Kirksey has been someone she could talk to about anything, some-one she could pray with and someone she knew would be there every week.

Anniston Army Depot’s mentors give an hour of their time each week for stu-dents in local school systems, but that hour can mean so much to students who don’t have many people in their lives they can depend on.

“It gives the kids another person,” said Brenda Hill, a counselor for Annis-ton High School and Randolph Park El-ementary. “It’s someone from the outside who is showing them love and concern. Sometimes, they will tell the mentor things they won’t tell us.”

For some students, they need an in-dividual in their life who will check on them.

That’s what Kennie Miller has been for Andrew Raether.

“Every time I see him, he asks how I’m doing in school,” Raether said.

Because he knows Miller cares, it’s encouraged Raether to work hard in school and to ask Miller for advice on is-sues he faces.

“I’ve watched him grow and mature over the years,” said Miller. “As a men-tor, you try to give them an optimistic point of view.”

Both Kirksey and Miller have been mentors for about eight years. Thoughts of their own children encouraged them to

give their time.“I found out there were students who

needed to be encouraged and who needed someone to be there,” said Kirksey.

Sondra Leatherwood, a counselor for Saks High School, said the mentors often inspire children to stay in school.

She mentioned one student in the program who, in a few years, will be the first in his family to earn a high school diploma.

Ally Sammons and her mentor have been together since Sammons was in the fifth grade.

Charlene Stallings was so dedicated to the mentorship program that, after she retired from ANAD, she continued to mentor Sammons through the school system.

“When I was in middle school, I was quiet. I used to never talk,” said Sam-mons. “When she became my mentor, I started opening up. She’s my rock.”

Having someone to talk with and ask advice from helped Sammons learn to handle things in her home life, which en-abled her to be a more productive student.

She is now preparing to enter college at Jacksonville State University and plans to major in criminal justice.

Col. Martine Kidd, ANAD’s com-mander, recognized the seniors in the mentorship program and their mentors May 11, during a luncheon.

“Mentorship and having someone you are helping guide through their life is so important,” she said. “Growing up is a challenge and it takes a lot of people to help you on the way.”

Currently, ANAD’s Mentoring Program partners with Anniston City Schools, Oxford City Schools and Cal-houn County Schools.

ANAD’s mentoring is a one-on-one relationship through which an adult will foster the development of character and competence in a young person.

ANAD initiated its mentoring pro-gram in Calhoun County in 1996 to as-sist students in local school systems who have been identified as at risk.

Being at-risk often simply means these students need a friend with some normalcy in their life.

The Mentoring Program currently has 22 volunteers who help make a differ-ence in a child’s life. If you would like to learn more about the depot’s Mentoring Program, contact Marilyn Futrell at 256-741-5266.



Mentor Addie Kirksey, far left, stands beside her mentee, Sierra Mims. Center is Ally Sam-monds. To her left is Andrew Raether beside his mentor, Kennie Miller. Mims, Sammonds and Raether are all graduating seniors who have been in the mentorship program since they were in fourth, fifth and sixth grades, respectively.

WANT TO KNOW WHAT IT’S LIKE TO BE A MENTOR? CALL 256-741-5266

Most heat-related health problems can be prevented, or the risk of developing them can be reduced.

The best way to prevent heat-related illness is to make the work environment cooler. A variety of engineering controls can reduce workers’ exposure to heat:

• Air conditioning (such as air-con-ditioned crane or construction equipment cabs, air conditioning in break rooms)

• Increased general ventilation• Cooling fans• Local exhaust ventilation at points

of high heat production or moisture (such as exhaust hoods in laundry rooms)

• Reflective shields to redirect radiant heat

• Insulation of hot surfaces (such as furnace walls)

• Elimination of steam leaksEmployers should have an emergency

plan in place that specifies what to do if a worker has signs of heat-related illness, and ensures that medical services are available if needed.

Employers should take steps that help workers become acclimatized (gradu-ally build up exposure to heat), especially workers who are new to working in the heat or have been away from work for a week or more. Gradually increase work-loads and allow more frequent breaks dur-ing the first week of work.

Workers must have adequate, potable (safe for drinking) water close to the work area and should drink small amounts fre-quently.

Rather than being exposed to heat for extended periods of time, workers should, wherever possible, be permitted to dis-tribute the workload evenly over the day and incorporate work/rest cycles.

If possible, physical demands should be reduced during hot weather, or heavier work scheduled for cooler times of the day.

Rotating job functions among workers can help minimize overexertion and heat exposure.

Workers should watch out for each other for symptoms of heat-related illness and administer appropriate first aid to anyone who is developing a heat-related illness.

In some situations, employers may need to conduct physiological monitoring of workers.

Prevent heat illnessfrom Staff Reports

OSHA.gov


Pathways graduates 20 electronics, diesel mechanics in Class of 2017

Twenty high school seniors received their certificates denoting completion of the High School Pathways program at Anniston Army De-pot during a May 15 ceremony.

The students were reminded to continue mak-ing good choices to ensure their future remains bright by various speakers at the event, including the installation’s commander, Col. Martine Kidd.

“Every day, work hard to be part of the so-lution,” she told the students as she admonished them to believe in themselves, think positive and dream big.

“You have acquired the skills for a bright and rewarding future at Anniston Army Depot,” said Tommy Carlisle, the depot’s deputy director of Production.

The students now have to make a choice - continue to the second phase of the Pathways internship in hopes of one day securing a perma-nent position at ANAD or taking another educa-tional or career path.

One student, Kali Atkisson, who will gradu-ate seventh in her class at Pleasant Valley High School, told the crowd at the ceremony she plans to continue with Pathways - attending Gadsden State Community College for its technical edu-cation program.

Photo by Ben Williams

Fifteen diesel mechanics and five electronics repairers completed Anniston Army Depot’s High School Pathways Program for 2017.


Is your work area ready? Environmental audits begin May 23

1. Respond with short “yes” or “no” answers. Don’t elaborate unless asked to.

2. Refer to your operational procedures (Red Book, DPCP’s, SOP’s, etc.) if asked about them. Don’t try to discuss them from memory.

3. If you don’t know, say you don’t and direct the auditor to your supervisor. Do not make anything up or give an answer that you are unsure of.

4. When asked about EMS or Environmental training, say “Yes”. You should have had it and if you think that you haven’t then call DRK at Ext. 6350.

5. When asked if you are aware of the EMS pol-icy or what it entails, take him or her to the nearest EMS poster, refer them to the intranet, or show them the back of your EMS badge.

6. Know to contact your supervisor if you have any questions or if anything outside of normal opera-tion occurs.

7. Know where you can get environmental infor-mation or assistance – your supervisor, an environ-mental inspector, call DRK Ext. 6700.

8. Know what building you should go to if you are told to relocate, in the event of severe weather, or other emergency. Designated inclement weather buildings:

a. East Side: 100, 106, 107, 111, 113, 115, 128, 129, 130, 133, 143, 144, 145, 410, 411, 414, 412, 428, 433, 501 and 502

b. West Side: 1, 2, 7, 16, 35, 362, and 3639. Remember to practice R-A-C-E in the event

of a spill. Report – call 911 / Assist – help victims if safe to do so / Contain – if safe to do so / Evacu-ate – if needed.

10. Know that the Depot’s OVERALL biggest environmental issues are air pollution, wastewater quality, and hazardous waste.

11. Know what the biggest environmental issues are with YOUR job (this can range from producing abrasive blast to generating waste paper in an office).

12. Know the function with in your job that prevents environmental issues from occurring (e.g. closing a vat lid or recycling used paper).

13. Be courteous to them and most importantly RELAX. Answer everything honestly and to the best of your ability.

How to survive an audit:

• Have the most current copy of the Red Book and/or de-pot process control procedures.

• Have an Environmental Management System poster in your shop or break room.

• All chemicals in your area should have a current safety data sheet on file and accessible to all employees at all times.

• Store all flammables in a flammable locker only - not tool boxes or personal lockers.

• Keep hazardous waste drums and aerosol containers completely closed when not adding or removing waste.

• Place recyclables in the appropriate container. No trash should be placed in recycle bins.

• Hazardous and non-hazardous waste should be properly labeled. Hazardous waste should never be placed in a trash can or roll-off box.

• Know to call 911 for an emergency or spill.• Never put anything down outdoor storm drains except

rainwater. If you see something else going down the storm drains, call DRK immediately at Ext. 6350.

A few things to check:


notes from around the Track

Anniston Army Depot’s Directorate of Family and Morale, Welfare and Recreation will host Applied Suicide Intervention Skill Train-ing, better known as ASIST, Aug. 23-24.

Anyone interested in acquiring the skills needed to identify and assist coworkers and fam-ily members at risk for suicide should attend this training.

Each class has a maximum of 20 slots avail-able.

Interested employees should register in the Total Employee Development system for ANAD ASIST Applied Suicide Intervention Skills Training or contact Sabra Mosley at Ext. 3379.

ASIST course scheduled Don’t steal from recycling binsTaking items from recycling bins is

considered theft of government property.

Material placed in the bins belongs to the government and carries a penalty if re-moved illegally.

May 19Snack line only

May 22Salisbury steakMash potatoes and gravyGreen peasFried okraYeast roll

May 23Fried pork chopPotatoes au gratin Steamed broccoliFried squashYeast roll

May 24Chicken or beef soft tacoSpanish riceMexican cornRefried beansTaco salad bowl

May 25Ribeye steaksBaked PotatoCorn on the CobYeast Roll

May 30Snack line only

May 31Chicken WingsFries or Onion RingsColeslawGrilled Texas Toast

Menu items for June will be in the next issue of TRACKS, to be published June 1.

Cafeteria menus

Several of Tonika Cun-ningham’s coworkers within the Directorate of Produc-tion Management as well as family and friends teamed up, literally, to show support for her in her battle against breast cancer as they created a Relay for Life team.

Cunningham, who was diagnosed with cancer in

January 2015, celebrated a year and eight months being cancer-free during the Cal-houn County Relay for Life event May 5 at Oxford High School.

She sent her thanks to those who have supporter her along her journey, thanking them for being there for her and her family.

Coworkers show support through Relay for Life

HALERitchie Hale died May 4.A heavy mobile equip-

ment mechanic with the Di-rectorate of Production, he had more than 10 years of civilian service at Anniston Army Depot.

JOHNSONJames T. Johnson died

May 6.An electromotive equip-

ment mechanic with the Di-

rectorate of Public Works, he had more than 40 years of civilian service at Anniston Army Depot.

With sadness, we report ANAD has lost two members of the team.

Congratulations to Aniya Danyelle Ma-haffey on receiving an athletic scholarship to play soccer at Newberry College in South Caro-lina.

Aniya played varsity soccer for six years at Oxford High School. She was named Defensive MVP and Calhoun County Soccer First Team four times. She was an Alabama State Cup Run-ner-up and an Alabama High School Athletic Association Soccer All-Star Representative.

In addition to her athletic accomplishments, Aniya received three merit scholarships - New-berry Merit Scholarship, Anniston Community Foundation Scholarship and State Farm Good Neighbor Scholarship - and will graduate with honors from OHS later this month.

She is the daughter of David and Quatrina (DOIM) Mahaffey.

Mahaffey graduates with honors

volume 31, number 20188 may 18, 2017 qao audits ... tracks articles/tr051817.pdffacturing...

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