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▶THE SHIPBUILDER

Manager of Public and Government Relations: Dennis DuBardSenior Communications Specialist: Staci IgnellCommunications Specialist: Xenon AlidagContent Layout: Jacqueline RuizPublished by General Dynamics NASSCO Communications Department, P.O. Box 85278, San Diego, CA 92186-5278. Spring 2016.Direct comments to Dennis DuBard at Dennis.DuBard@nassco.com or Staci Ignell at Staci.Ignell@nassco.com

Contributors: Nydia Ortiz-Avendano, Greyson Bailey, Hugo Bermudez, Lila Casora, Keith Cobb, Allyson Darroch, Lary Duby, Sandi Dunkel, Sherry Eberling, Larry Ehmer, Valerie Fusco, Dave Hastings, Samantha Huerta, Anthony Jemison, Beth Korkuch, Mark Lendy, Bob Liddell, Keith Londot, Megan McLaughlin, Zach McWaters, Tony Muniz, Steve Murray, Petia Pavlova, Allison Pierson, James Pope, Lisa Root, Bryan Ruiz, John Russell, Steve Severs, Zach Sharpe, Clint Spivey, Katie Urbas, Duke Vuong, Mike Wagoner.

The Shipbuilder

Contents04Messages FromThe Helm

18EMPLOYEECORNER

08NASSCONEWSBRIEFS

28NASSCO In The community

10PDP PROFILES

30SHIPYARD VISITORS

12PERFORMEVERY DAY

32NASSCO-NORFOLKNEWS

16CONTINUOUSLY IMPROVE

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CONNECT WITH NASSCO

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COVERNASSCO SHIPBUILDERS INSTALL NON-SKID ABOARD THE USS AMERICA

▶THE SHIPBUILDER

Message From The PresidentFrederick J. Harris

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Message From The General managerKevin M. Graney

MESSAGES FROM THE HELM

In February, the Navy’s Chief of Naval Operations, Admiral John Richardson, stopped by our shipyard in San Diego to learn more about our current work in both new construction and repair. We also enjoyed a visit from Admiral Scott Swift, commander of the U.S. Pacific Fleet. Visits like these are so critical; they serve as an opportunity for us as shipbuilders and designers to showcase the extraordinary concepts and capabilities of the ships we proudly build for the Navy.

In 2015 our new construction side of the business made headlines and history. We successfully delivered the world’s first containership to be powered by liquefied natural gas – and we delivered two other lead ships: the Lone Star State (ECO 1) and the USNS Lewis B. Puller (T-ESB-3).

Equally important to the new construction we perform for commercial and government customers is our repair side of the business.

With four locations on both coasts of the United States, our repair operation is currently working 26 ships in 12 locations in four ports, including the USS Pearl Harbor, USS America, USS New York, and USS Gunston Hall. Other key availabilities include work on the USS Lake Champlain, USS Cape Saint George, USS Milius, USS Nimitz, USS Freedom, USS Fort Worth, USS Mitscher, USS Coronado, USS Whidbey Island, USS Boxer, and the USS Essex.

For 2016, it’s the ‘Drive to Five’ – meaning let’s get our safety incident rate down to 5.0. The goals we have established for 2016 are aggressive yet achievable and this year our Safety Department will be focusing on our Safety Roadmap that leads to a Total Safety Culture, including our commitment to get ‘Back to Basics.’ Each employee maintains the responsibility of themselves—and their coworkers—so let’s all make it our number one priority to work safely every single day.

Our communications team is working hard to keep everyone informed of shipyard happenings, upcoming events and initiatives. In addition to the quarterly editions of The Shipbuilder, information is readily available via our social media portals (Facebook, Twitter, Instagram, LinkedIn, and Vimeo) and our website, www.nassco.com. Just recently, we launched the NASSCO Message Center, a text notification system for very important messages. For more information, see page 31.

Work safely,

Fred Harris

Our workload has largely stabilized following the historic delivery of three lead ships, and for 2016, we are focused on getting back to basics when it comes to safety, quality, schedule, and cost.

2015 was a busy year for us. Demand for ships was sparked from the significant increase in the transportation of crude, the

blossoming of the shale oil industry, and the deadline for meeting Tier 2 EPA emissions requirements. As a result, our backlog of ships to build has grown and we are now challenged to fulfill our nation’s maritime transportation needs – a task we are well-equipped to meet. But, we cannot be satisfied with good enough.

As we “spring” into 2016, allow me to provide you with some insight into what our “must have’s” are for the year:

SafetyI will never stop talking about the importance of working safely. We can never be satisfied in this area because people’s lives and their livelihood are at risk.

All of us come to work to support our families and ourselves. This year alone, we have already seen people taking unnecessary risks to perform their job. In one case, a NASSCO employee was moving a 900 pound piece of equipment by himself and without the aid of a lifting device. The result: an injury to his foot and a damaged piece of equipment. In this case, the person was working alone with no one around him. Imagine if he had taken that same risk with others in the area. We could have had multiple people seriously injured. We must always think about our actions, and the actions of those around us. If you see people taking risks with their own safety, then guess what? They are taking risks with YOUR safety. Don’t let it happen!

This year we are reinvesting in our Total Safety Culture (TSC). The leadership team and our ASIG groups are being proactive in making sure everyone relearns the behaviors that have made us one of the safest shipyards in the country. We are taking the time to re-train ourselves on Levels 1 and 2 of the TSC Roadmap and we are already seeing improved performance over last year. Remember, we still have many people who are new to our business that need to be taught about our commitment to safety and to each other. Our safety mantra for this year is “Drive to 5.” This represents a safety incident rate that is 15 percent better than what we saw in 2015.

QualityIn 2015, while we were working hard to deliver three lead ships, our quality suffered. While the finished product we delivered to our customer was consistent with our reputation as a high-quality yard, it simply took too much time, effort and money to make it that way. This year, we are making quality a key part of our performance measures and have established a goal of cutting rework, our measure of quality – in half on the ECO program. This goal requires each of us to think about the product we deliver to our customers. If you work in Steel, then your customer is the Outfitting and Steel Erection teams. If you work in Engineering, then your customer is the Planning and Production teams.

I am pleased to see that quality is improving. At least weekly, I review the metrics in Steel and Outfit. We are experiencing better inspection performance, with fewer defects per inspection. Our weld quality is steadily improving and we are seeing improved levels of completion on each of the blocks and ships we are building. We are also making hard decisions about when to send a product, like a block, from one stage of construction to the next. If it is not complete, we are going to take the time to get it right. In our every day work, we must ask ourselves “Am I proud of the product I just made? Is it complete?” If the answer is “no,” then we must do better.

We must work together to improve the quality of our work, and to do so as efficiently as possible. In my view, quality is all about pride. When we deliver our ships to our customers we want to let them know that when we say this ship is proudly NASSCO made, that this reflects the high level of workmanship and skill that only you and NASSCO can provide.

ScheduleThis year we will remain focused on the performance of our ECO program. We have learned a great deal from our lead ships, and sometimes the best lessons learned come from challenges that are the hardest to overcome. Today, as I write this, the yard is on schedule. We are starting to see a dramatic shift in performance as a result. While Hulls 552 and 553 will continue to challenge us, the real opportunity we have is on Hulls 554 through 558 – the back half of the ECO program. This opportunity will come easily if we stick to the plan and execute to the schedule.

I am particularly energized about recent developments in thesteel organization where we have implemented a new approach to planning and executing our work. SOC 1, 2 and 3

(Continued on page 7)

▶THE SHIPBUILDER

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March 2016: Shipbuilders from SOC 3 outfitting and SOCs 4 & 5 celebrated the completion of the last block for the Garden State (Hull 554) on a rare foggy day in san diego.

(Continued from page 5)

are performing more efficiently than they have ever performed on the ECO program, and this new approach represents a fundamental shift in the way we control our work. We have implemented a process where the production supervisors apply their expertise to plan how each block will be attacked, the timeline for each activity, and the work assigned to the individual welder and fitter. While this sounds simple, it has not been easy to implement. That team is roughly two weeks ahead of schedule and is seeing improvements in quality, safety, and cost.

Now that we have made these improvements, our mission is simple – There will be “No Retreat” back to the old way of doing business. We must ensure that every welder, fitter and production supervisor lives and breathes this new approach. It will make a difference – it already is – but, we must stay disciplined to it.

We will look for opportunities to implement similar processes across the yard in each of the trade organizations.

CostFinances are important to any business and any individual. Dollars are not given, they are earned, and with the dollars that we have we must learn to use and invest them responsibly for our future. The points I discussed regarding safety, quality, and schedule all

relate to cost. The less importance we give to each of them, the more cost we incur.

Safety, quality, schedule, and cost all fall within our strategic goals – especially continuous improvement. The goals for 2016 are out, and hopefully now you have a better understanding of our focus for continuous improvement. This year everyone will be required to submit at least two Process Improvement Ideas (PIIs) by the end of this year. Focus on ideas that will improve the quality of our work product, allow for you to be personally more efficient, reduce waste and allow us to work safer.

I will close with this: At NASSCO, I am proud of our role as stewards of the environment. This Spring, we have opportunities to get involved with efforts that benefit the local community, including the ‘Creek to Bay Clean-Up’ in April and our annual ‘NASSCO Community Clean-Up’ in June. To find a full list of events, visit www.nassco.com and click on ‘Upcoming Events.’

Thank you all for your continued hard work.

Work safe,

Kevin Graney

▶THE SHIPBUILDER

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NASSCO NEWS BRIEFS

On January 22, NASSCO shipbuilders delivered the world’s second containership to be operated by liquefied natural gas (LNG), the Perla Del Caribe. The ship was delivered two months ahead of schedule and is the sister ship of the world’s first LNG-powered containership, the Isla Bella, also built by NASSCO for TOTE Maritime.

As part of a two-ship contract signed in December 2012 with TOTE, the 764-foot long Marlin Class containerships are the largest dry cargo ships powered by LNG, making them the cleanest cargo-carrying ships anywhere in the world. This groundbreaking green ship technology dramatically decreases emissions and increases fuel efficiency when compared to conventionally-powered ships, the equivalent of removing nearly 16,000 automobiles from the road.

These Jones Act-qualified ships will operate between Jacksonville, Florida, and San Juan, Puerto Rico.

“It has been a pleasure working with the men and women of NASSCO over the last three years to bring the Marlin Class from concept to reality. The Isla Bella is already serving the people and communities of Puerto Rico and we are excited to introduce the Perla Del Caribe into the trade.”

- Anthony Chiarello, president and CEO of TOTE

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“The Perla Del Caribe and the Isla Bella exemplify world-leading, innovative technologies being used to build ocean-going ships that are cost-effective, friendly to the environment and offer a competitive edge. NASSCO shipbuilders are proud to have successfully built the world’s very first LNG-powered containerships.”

- Kevin Graney, vice president and general manager at General Dynamics NASSCO

Perla Del Caribe Delivery

Secretary of the Navy Names ESB 4Secretary of the Navy Ray Mabus recently announced the Navy’s newest Expeditionary Sea Base (ESB) ship, T-ESB 4, will be named USNS Hershel “Woody” Williams.

Hershel “Woody” Williams, the ship’s namesake, was born in West Virginia and joined the Marine Corps following the attack on Pearl Harbor.

In 1944, after serving in Guadalcanal and Guam, he joined the campaign in Iwo Jima. Two days after arriving on the island, Williams picked up a 70-pound flamethrower and walked ahead of his infantry’s tanks for four hours clearing their path of enemy machine gun fire. President Harry S.

Truman awarded him the Medal of Honor two years later for his actions.

Williams served during the Battle of Iwo Jima until he was wounded in March of 1945. He returned to the United States, was awarded a Purple Heart and released from active duty. Later, he served in the Marine Corps Reserves for 17 years.

Williams is the last surviving Medal of Honor recipient from the Battle of Iwo Jima. USNS Hershel “Woody” Williams is currently under construction at NASSCO.

▶THE SHIPBUILDER

PDP Profile: Zach M. Sharpe When did you start at NASSCO?June 2015.

What brought you to NASSCO?I have always been intrigued by the shipping industry. When NASSCO came to Maine Maritime Academy to recruit, I was immediately interested in what they had to offer. I spoke with several individuals who had completed internships with NASSCO and came to the conclusion that I would like to be a part of the team. In addition to my desire to take part in a globally connecting business, it was in my best interest to escape Maine prior to the winter snowfall.

What were your previous jobs prior to NASSCO?Prior to NASSCO I had worked several jobs in logistics, sales, customer service, and mechanical work. I spent a majority of my focus working within the internet and technologies field while also studying at Maine Maritime Academy. While attending college I had the opportunity to work for Wal-Mart logistics and distribution in Lewiston Maine, a 1,000,000-square foot distribution center that supplied grocery items to all Wal-Mart stores along the East Coast of the United States.

What rotations have you had as a PDP?While participating in the PDP program I have completed rotations in Program Management, Safety, SOCs 1, 2, 3, 5 & 6 (steel & onboard management), OPC/SPC, Rigging, and Supply Chain Management. I began my rotation in Planning come the end of February.

What have you learned as a PDP?As time progresses and I gain more experience at NASSCO One truth that can be applied no matter what department you’re currently working in. Through my rotations I have created relationships with individuals who make my ability

to complete jobs successfully possible. Without those connections I would imagine it to be a much more difficult process getting things completed.

What degree do you have and where did you go to school?I attended Maine Maritime Academy in Castine, Maine. I graduated in the class of 2015 with a Bachelor of Science degree in International Business and Logistics.

PDP Profile: Mark Lendy

When did you start at NASSCO?November 2006.

What brought you to NASSCO?Being a native San Diegan, NASSCO has always been known as a leader of industry. I saw an opportunity for growth by becoming part of the NASSCO team.

What were your previous jobs prior to becoming a PDP?I started at NASSCO as an Electrical Trainee. I obtained my Journeyman status and was employed as a Working Foreman before starting the PDP Program.

What rotations have you had as a PDP?I have rotated through Safety, SOC 3, Engineering, SOC 6, Cost Engineering, Repair Estimating and Supply Chain Management. I am currently in SOC 5.

What have you learned as a PDP?During the PDP Program, I have learned the importance of

maintaining a positive attitude despite setbacks, the ability to be comfortable adapting to continuous change, and the value of developing a strong network throughout NASSCO’s dynamic environment.

What degree do you have & where did you go to school?After completing my Journeyman courses through NASSCO, I continued my education at National University and obtained a Bachelor of Science in Accounting.

PDP Profile: Megan A. McLaughlin

When did you start at NASSCO?June 2015.

What brought you to NASSCO?Going to a maritime school and obtaining my license, I had originally intended on shipping out. However, after talking to a former NASSCO employee I discovered that shipbuilding would allow me to utilize my business skills as well as my ship knowledge to its full potential.

What were your previous jobs prior to NASSCO?While enrolled in school I assisted in implementing, as well as worked as the Lead Tutor for students with learning disabilities, which proved to be both challenging and rewarding. In addition, I publicly tutored Celestial, Terrestrial, and Electrical Navigation, Rules of the Road, Collision Avoidance and Business of Shipping.

What rotations have you had as a PDP?I have already rotated through; Rigging, SOC 1&2, SOC 3, Safety, SOC 5&6 Steel, OPC, SOC 6 Onboard, Cost Engineering and Contracts, Supply Chain Management and, by the time this is printed, I will be rotating through Test and Trials.

What have you learned as a PDP?Though I have only been here a short time, I have learned that relationships at NASSCO are incredibly important. Whether that be with Corporate, Management, or the various trades, having both good communication and listening skills proves vital when working together to complete a specific task.

What degree do you have & where did you go to school?I attended SUNY Maritime College and received a Bachelor’s degree in Marine Business and Commerce as well as a Third Mates - Unlimited Tonnage Coast Guard License.

PDP PROFILES

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NASSCO PDP PROFILES

▶THE SHIPBUILDER

LPD PSA FOA Program Spring Cleaning: WOrkplace HousekeepingBy: Dave Hastings Repair Program Manager

By: Sherry EberlingSafety Management System Specialist

PERFORM EVERY DAY

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In February, NASSCO’s Repair Department completed the final production efforts on the San Antonio class LPD Fitting Out Availability (FOA)/Post Shakedown Availability (PSA) program. The program started with three ships, (USS San Diego (LPD 22), USS Anchorage (LPD 23) and the USS Somerset (LPD 25)) and two different availability types.

These warships replace the older Austin class LPDs (including the Cleveland and Trenton sub-classes), the Newport-class tank landing ships, and the Charleston class amphibious cargo ships that have already been retired.

The San Antonio class was designed to provide the U.S. Navy and Marine Corps with modern sea-based platforms that are networked, survivable, and built to operate with 21st century transformational platforms including the MV-22 Osprey, the air-cushioned landing craft (LCACs), and future means by which Marines are delivered ashore. The ship is more than 45 percent larger than the Austin class, displacing more than 25,000 tons at full load. It carries fewer troops, but has twice as much space for vehicles, landing craft, and aircraft.

A new ship class brings new technologies with it. Major antennas are mounted on platforms inside two Advanced Enclosed Mast/Sensor systems rather than on traditional mast yardarms. Exterior equipment is recessed or flush-

mounted where possible, giving the ship a clean exterior appearance. Any equipment that cannot be flush-mounted (such as ladders) incorporate shaping features of their own. The boat-handling crane at the center of the ship folds into a clean shape when not in use. The anchor and anchor pocket are shaped to minimize radar backscatter.

A major work item for all three ships included the replacement of the Main Propulsion Diesel Engine (MPDE) lube oil piping. After the piping was replaced, it required to be hot flushed with lube oil to remove any contaminents inside the pipe.

The USS Anchorage (LPD 23) was the first repair availability where NASSCO new construction pipefitters accomplished a flush using their new Flush Module. The piping flush was a great success which they repeated on the final ship the USS Somerset (LPD 25).

With the completion of the USS Somerset (LPD 25) and the LPD program, the customers were extremely happy with the NASSCO team.

Effective housekeeping can eliminate some workplace hazards and help get a job done safely and properly. Poor housekeeping frequently contributes to accidents by hiding hazards that cause injuries. If the sight of paper, debris, clutter and spills is accepted as normal, then other more serious health and safety hazards may be taken for granted.

Housekeeping is not just cleanliness. It includes keeping work areas neat and orderly; maintaining walkways to be free of slip and trip hazards; and removing waste materials (e.g., hotel trash, cardboard) and other fire hazards from work areas. Effective housekeeping is an ongoing operation: it is not a hit-and-miss cleanup done occasionally. Periodic “panic” cleanups are costly and ineffective in reducing accidents.

Poor housekeeping can be a cause of accidents. Some examples include, tripping over loose objects on floors, stairs and platforms; being hit by falling objects; slipping on greasy, wet or dirty surfaces; striking against projecting, poorly stacked items or misplaced material; cutting, puncturing, or tearing the skin or clothing on projecting nails, wire or steel strapping.

To avoid these hazards, a workplace must “maintain” order throughout the workday.

Effective housekeeping results in reduced handling to ease the flow of materials; fewer tripping and slipping accidents in clutter-free and spill-free work areas; decreased fire hazards; lower worker exposures to hazardous substances;

better control of tools and materials, including inventory and supplies; more efficient equipment cleanup and maintenance; better hygienic conditions leading to improved health; more effective use of space; reduced property damage by improving preventive maintenance; improved morale and improved productivity.

Housekeeping order is “maintained” not “achieved.” Cleaning and organization must be done regularly, not just at the end of the shift. Integrating housekeeping into jobs can help ensure this is done. A good housekeeping program identifies and assigns responsibilities for the following: • Clean-up during the shift• Day-to-day cleanup• Waste disposal• Removal of unused materials• Inspection to ensure cleanup is complete

Do not forget out-of-the-way places that would otherwise be overlooked. Lastly perform inspections. It is the only way to check for deficiencies so that changes can be made.

Source: June 6, 2014. Workplace Housekeeping – Basic Guide. Canadian Centre for Occupational Health and Safety. 02/15/16. From https://www.ccohs.ca/oshanswers/hsprograms/house.html.

BEFORE AFTER

Above: new construction flush module ribbon cutting

left: flush module onboard lpd 25

▶THE SHIPBUILDER

MRO: The meaning Of This AcronymPERFORM EVERY DAY

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Most of you are familiar with the various groups within Supply Chain (Transportation, Logistics, Warehousing, and Purchasing), but are you familiar with the different teams within Purchasing?

Let’s get started with a quick overview before diving into the focus of this article: Maintenance Repair Opeations (MRO)!

Supporting our thriving Repair business on multiple programs and availabilities is the Repair Purchasing team. On the New Construction side, Systems Procurement, or “Spec,” is responsible for ship specification material such as engines and pumps. The Bill of Material “BOM” and Steel team handles non-specification material and steel (plates and shapes) for the ships. The Material Liaison group resolves material support issues that are raised by Production. The Guarantee team resolves material warranty issues after ship delivery to the customer. Material Control supports both Repair and New Construction efforts by managing the inventory of coded and non-coded material. The Business Controls team is responsible for material cost analysis, internal audits, and compliance. Finally, the MRO team handles all indirect, overhead, and capital procurement efforts.

So what exactly do MRO buyers procure? When you think of MRO purchases, think of anything that does NOT float away with one of our ships.

MRO is responsible for bringing in nearly all of the goods and services that keep our shipyard and other NASSCO facilities operational. Because we support every department at NASSCO with unique requirements, the opportunities to learn and grow are endless. MRO’s primary customers are Maintenance, the Information Systems Department “ISD,” Temporary Services, Safety, Engineering, and Test and Trials -- though all departments are important to us!

Buyers must quickly learn how to handle a variety of internal customer requests and resolve material and service issues. Buyers must be flexible and agile because priorities can quickly change as events change in the yard. For instance, if a crane or KMAG goes down, a buyer must drop everything and work with the Maintenance Department to source critical parts or services to get it back up and running as soon as possible. This is not always an easy task; particularly when dealing with aging specialty equipment or foreign suppliers.

Material requests to MRO can range from low-dollar nuts and bolts, to high dollar capital equipment such as welding machines, semi-trucks or the new Prime Line System which is now under construction. Service requests to MRO cover special events such as launch ceremonies (think fireworks, staging, and audio visual equipment) and Family Day (food vendors, games, portable restrooms, and post activity yard clean-up) to services that are required with regular frequency.

Examples of ongoing service contracts include fuel for rolling stock, crane inspection services, bulk gases for weld equipment, consulting, janitorial services, medical waste removal, tug services, maintenance for all network and application software, workers compensation billing services, copier services, temporary labor to support the trades. You name it, we buy it!

In all, eight MRO buyers manage just under 500 contracts and process daily “spot-buy” requests. It is worth mentioning, that prior to bringing any supplier onsite to perform contract work, buyers help minimize risk to NASSCO by ensuring that all safety, security, and insurance requirements have been met.

Like any team, we have our challenges and realize there is always room for improvement. Our positive attitudes, determination, and customer focus keep us moving in the right direction.

We look forward to working with you in 2016!

Without participation of people in all levels working in all shipbuilding activities we will not realize our goal of a Total safety Culture. The structure of the TSC is designed to involve everyone in creating the safest shipyard possible.

Safety Vision StatementThe NASSCO Total Safety Culture is a value that is never questioned, never compromised, regardless of the situation. It is simply the way we do business.

We believe that:• All accidents can be prevented• All activities can be performed without risk/harm to people or facilities

Working together, All NASSCO employees and co-contractors feel empowered and a sense of duty to identify unsafe conditions, at risk behaviors and intervene to correct them.

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Department 30 in Repair Celebrates 30 Days Injury-Free!

By: Valerie Fusco & Lisa Root Manager, SCM Senior Buyer

▶THE SHIPBUILDER CONTINUOUSLY IMPROVE

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Groundbreaking for New Prime Line

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2016 Continuous Improvement Goals & PII Examples

On January 18, NASSCO shipbuilders signaled the start of construction for a new prime line at NASSCO, replacing the original line installed more than 40 years ago.

Vital to the shipbuilding process, the prime line is the gateway where shipbuilding begins at NASSCO. The new line will operate about 30 percent faster, improve our blast and paint quality, handle larger plates, and eliminate nearly all sources of emission – creating a more efficient and environmentally-sound process.

San Diego County Supervisor Greg Cox and Unified Port of San Diego Chairman Marshall Merrifield attended the groundbreaking ceremony.

Last year we continued to push the Continuous Improvement boundaries at NASSCO. Against a Process Improvement Idea (PII) incorporation goal of 6,000, we finished with an unprecedented incorporated 7,789 PIIs.

We also completed 55 Lean Six Sigma (LSS) and Value Stream Mapping (VSM) projects.

Results were good overall. We exceeded our saving goal (labor and material) and crossed the finish line with millions of dollars saved across all NASSCO organizations.

This year our yard-wide goals for PIIs, LSS, VSM and Kaizen (shown below) include an invigorated LSS/VSM/Kaizen challenge with all active Lean Specialists expected to complete one LSS, VSM or Kaizen project, contributing 130 completed projects towards our goal.

For 2016, our goals for PIIs will include: 100 percent participation, a minimum of two PIIs per person, and 6,000 incorporated PIIs. In addition, our 130 Lean Specialists will complete one LSS, VSM, or Kaizen Project this year.

Our Lean Specialists are a group of individuals selected by their Management to be the ‘go-to’ people within their organization who facilitate teams to eliminate waste and reduce variation in our processes by using Lean Tools (LSS, VSM, and Kaizen).

This comprehensive tool set and resulting PIIs reduces cost and cycle time, improves safety, and makes us more competitive in the marketplace for future ship orders.

Lean Specialist Refresher TrainingTo help support the 2016 LSS/VSM/Kaizen goals, refresher training will be provided for NASSCO’s 130 active Lean Specialists. The refresher training topics will include:• Lean Principles Review• Lean Six Sigma (LSS) Process• Value Stream Mapping (VSM) Process• Kaizen Event (KAI) Process• Project Management • Practical Examples

PII SPOTLIGHT: 2015To the right are two examples of simple improvements to existing processes, which may have been carried out hundreds, if not thousands of times, and often many times a day across the shipyard.

These PII initiators took the time to think of what they were doing, and through a different perspective, applied an idea

from somewhere else. Where the idea came from isn’t the most important thing, what is most important is that they applied an improvement idea to what they were doing at work daily. These are two examples of “thinking outside the box” -- a metaphor that means to think differently, unconventionally, or from a new perspective. It is important to share ideas across the organization so that ideas and solutions are used to solve future problems. If you can see this idea or something similar, apply it in your daily work.

Pictured (L to R): Bernie Kerschbaum, CEO, Rösler USA; the Honorable Marshall Merrifield, Chairman, Unified Port of San Diego Board of Commissioners; the Honorable Greg Cox, Supervisor, County Board of Supervisors; Kevin Graney, General Manager and Vice President, General Dynamics NASSCO; Jim Quagline, Facilities Project Manager, General Dynamics NASSCO; Bill Cuddy, Vice President of Operations, General Dynamics NASSCO; Geno Martinelli, Facilities and Maintenance Superintendent, General Dynamics NASSCO; Steve Merritt, KPFF Consulting Engineer; Greg Lewis, President, Omega Industrial.

Repair PII (eliminates material set up or the need for a third hand)

Birgit Rubio, Operations Support PII (eliminates cost of unneeded package materials)

IN ACTION:Members of NASSCO’s Initial Design and Naval Architecture (IDNA) team presented a concept General Arrangement to Senior Management earlier this month. This drawing provides the Navy with an alternative arrangement for the LPD-17 class ship with the objective of lowering acquisition costs, improving producibility, and meeting customer requirements.

By: Steve Murray & Bob Liddell Manager, Continuous Improvement Senior Mfg. Engineer

▶THE SHIPBUILDER

2016 SCHEDULEKickball - APR/MAY Decathlon - JULY SOFTBALL - SEP

VOLLEYBALL - OCTNOTE – SCHEDULE MAY CHANGE DUE TO FIELD AVAILABILITY

2016 SCHEDULE

NASSCO’s President’s CUP

TOURNAMENT

To Sign Up a TEAM for the Tournament

please contact a SIGNs Committee Member

The President’s Cup is a year long tournament in which thewinner is based on the results from the 4 scheduled

President’s Cup events, with the highest ranking team/departmentat the end receiving the coveted President’s Cup.

Each department is encouraged to form a team and join in the fun.The same people do not need to play in every tournament,

but team participation in every tournament is requiredto be eligible for the President’s Cup.

EMPLOYEE CORNER

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Technology Rising StarsCongratulations to NASSCO’s newest Technology Rising Star Awardees: Master Planner Scheduler Brizzia Acosta and Senior Planner Scheduler Veronica Gonzalez!

Brizzia and Veronica were among a group of women from various industries and backgrounds that were recognized for their accomplishments in science, technology, engineering and mathematics (STEM) during the 20th Women of Color STEM Conference in Detroit, Michigan at the end of 2015. They were accompanied by Manager of Planning, Karen Herrmann, at the event.

Left to right: Veronica Gonzalez, Karen Herrmann, Brizzia Acosta

The first fifteen (15) minutes of your shift could set the tone for the rest of your workday. For those of you in operations and production, the first 20 minutes is the operative timeframe. I include the 5-minutes or so that are devoted to safety and to setting the routine for the day.

Buying into the above statement sets the foundation for those 15 or 20 minutes to enhance one’s productivity.

If, at the start of your workday, you are already too busy, imagine what the rest of your day might be like when challenges arise and other people start seeking you out for help or consultation.

Here are some things productive people do in the first 15 [or 20] minutes of their workday to help them stay productive for the rest of their shift.

#1 – They leisurely stroll to their worksite or office a little early:Productive people understand the benefits of reporting to work a little early. Instead of rushing to work anxiously and hoping to be on time, they leave their home early and stroll into the office calmly. This sets a relaxing tone right from the start of the workday and gives them some extra time to prepare for the day ahead.

#2 – They set up their workspace like “professionals:”Similar to a surgeon performing an operation and a chef working in the kitchen, those who strive to be productive make sure they have the tools they’ll need and that those tools are in proper position before they begin their work. Every minute counts in the operating room and kitchen; so too in the workspace! Productive people keep their workspace organized so that they don’t have to spend unnecessary time looking for what they need.

#3 – They review what they have done previously: It just makes good sense to review what you have done previously, especially if you have just returned from the weekend, vacation, or the holidays. Productive people rev themselves up for work by reminding themselves where they left off previously. Instead of jumping straight into a task, they review past activity to give themselves some direction on what to do next. It allows you to check things off your list and reflects a sense of accomplishment.

#4 – They review their to-do list and deadlines: Closely related to reason #3: the “to-do” list. It’s a given,

productive people always have a “to-do” list. They review their to-do list at the start of the workday so that they can strategize and plan ahead. Reviewing the list helps to remind them of important deadlines, tasks or meetings so that they can prioritize and schedule their work for the day accordingly.

#5 – They identify no more than three (3) important tasks for the day: Productive office and administrative staff know they will be overwhelmed if they plan or take on too much. To stay focused at work and prevent overextending themselves, it is recommended that they identify no more than three most important tasks (MITs) for the day.

#6 – They ask themselves good questions: Productive people gain clarity on what they want to achieve each day by asking themselves good questions. They identify problems clearly and assess if these problems need to be solved. They don’t waste time during their day solving unimportant issues. Asking good questions also serves as motivation during the day. An example of a good question to ask at the beginning of your workday:

The day is over and I am leaving the office or jobsite with a tremendous sense of accomplishment. What have I achieved?

#7 – They check their emails only if they absolutely have to: For those whose primary tasks are office-related, here is an interesting tip. Productive people typically do not check or read their emails in the first 15 minutes of their workday. Why? They know they will get distracted easily. If they anticipate important emails (from superiors and/or customers), they scan their inbox for these emails and schedule replies accordingly. Generally speaking, they do not read emails in chronological order and reply to emails immediately.

The seven suggestions offered above are just some of the things you can do to improve productivity. There are others.

In our next edition, we look at some of the additional practices—perhaps one or two with which you are already familiar—that you can undertake to help get the most from your workday efforts. Stay tuned!

2016 Benefits SummaryPlan Description

Beginning in 2016, Summary Plan Descriptions (SPDs) relating to your benefits will be available to you by logging on to the Fidelity website: www.gdbenefits.com. SPDs provide information on the Health & Welfare Plans that you are enrolled in, such as medical, dental, life, and disability.

The availability of SPD information online will replace the annual SPD mail packages that you have received in the past.

If you would like to obtain a hard copy or need assistance in downloading/printing the SPDs relating to your benefits, you may visit the Benefits Office located in Bldg. 1, Room 101.

If you need assistance in resetting your login information to the Fidelity website, you may contact the General Dynamics Service Center at 1-888-432-3633.

First 15 Minutes of Your Day:Things You Can Do To Improve Your Productivity By: Anthony J. Jemison

Senior Manager, Labor Relations

▶THE SHIPBUILDER

U.S. export regulations impose onerous recordkeeping and labeling requirements on controlled technical data shared with non-U.S. entities. The Export Communication

Protocol was developed a few years ago to ensure regulatory compliance and to provide a quick reference for users. The two-page Protocol can be found in Livelink under: Export Compliance Program/Export Management System (EMS) Manual.

Please adhere to the communication roadmap detailed in the Protocol when communicating controlled technical data to non-U.S. suppliers, partners, subcontractors and providers, in support of U.S. Government programs. As noted in the Protocol, communication with TIMSA and with NASSCO’s non-U.S. direct employees are exempt due to other internal processes which already accomplish the same.

In the Protocol, the requirements are grouped by method of communication with eSupply Network (eSN), email and tel[ephone] call/face[-to-face] meetings being the most widely-used.

Email can be used to communicate both EAR and ITAR technical Data. First, label technical data with the EAR or ITAR label. Second, Encrypt the technical data by Zipping the file. Last, for ITAR data only, copy the appropriate email repository for that contract (example: shipclass.itar@nassco.com where “shipclass” is the appropriate ship class).

The tel call/face meeting communication requirements are the easiest to forget as they are not very intuitive. As a reminder, verbally discussing controlled technical data with non-U.S. entities over the phone or at face-to-face meetings is considered an export, even if no hard or digital copies of the data are being exchanged.

From time to time minor administrative changes are made to the Protocol, so when referencing it, please use the copy in Livelink.

Should you have any questions about the Protocol, please contact your Export Licensing Coordinator (ELC), Petia Pavlova (ext. 1131) or Keith Londot (ext. 8802).

Overview of Export Communication ProtocolBy: Petia Pavlova

Export Compliance

2015 4th QuarterKaiser HRA Winners

Save Up to $20on TurboTax®

EMPLOYEE CORNER

20 21

Congratulations to the 4th Quarter Kaiser Permanente HRA Winners: Carmen Cantu (Pipe Welder) and Obed Herrera (Inventory Analyst). Both opted to receive an iPad as their prize. Not pictured: Obed Herrera.

All Kaiser members and their covered spouses or domestic

partners who complete the Kaiser Health Appraisal and Total Health Assessment Questionnaire are entered into a quarterly drawing for a flat screen TV, iPad, or digital camera.

Please call the Benefits Office at (619) 544-8866 for more information.

March 26-27, 2016 NASSCO Hike Club: San Jacinto OvernightApril 15, 2016 NASSCO Dependent Scholarship Applications DueApril 2016 NASSCO Hike Club: Spring Four-Peak Challenge BeginsApril 23, 2016 I Love A Clean San Diego Creek to Bay CleanupApril 23, 2016 Magnolia State (Hull 553) ChristeningApril/May 2016 SIGNs Kickball (NASSCO President’s Cup)May 1, 2016 Bike to Work Day (NASSCO-Sponsored Pit Stop: Harbor Drive & 28th Street)May 7, 2016 Garden State (Hull 554) Christening & LaunchJuly 2016 SIGNs Decathlon (NASSCO President’s Cup)August 27, 2016 Operation CleanSweepAugust 28, 2016 Bike the BaySeptember 2016 SIGNs Softball (NASSCO President’s Cup)September 17, 2016 Coastal Cleanup DayOctober 2016 SIGNs Volleyball (NASSCO President’s Cup)October 14, 2016 NASSCO Service Awards

Find more events at www.nassco.com (click on ‘Upcoming Events’)

Our partner, Fidelity, has teamed up with Intuit® to offer you savings of up to $20 off your purchase of TurboTax®. Tax season is also a great time to check in on your retirement savings. We can review your workplace savings to help you ensure that you are on track to meet your goals.

Call 866.811.6042 to speak with a Fidelity Guidance Representative to get started.

Upcoming Events

CONNECT WITH NASSCO!

On March 2, members of NASSCO’s Fire Department collected nearly $3,000 in cash and coins for the Burn Institute’s Annual Boot Drive.

With participation from more than 800 firefighters countywide, this event is the Burn Institute’s largest one-day fundraiser. Proceeds fund burn survivor support services including “Camp Beyond the Scars” for burn-injured children ages five to 17, and other fire/burn prevention educational activities.

This is the sixth year the Fire Department has participated in the event.

Thank you to all who donated!

NASSCO FIREFIGHTERS RAISE NEARLY $3K DURING ANNUAL BOOT DRIVE

NASSCO Dependent Scholarship ProgramScholarship Program Overview

The 2016 scholarship recipients are eligible to receive $2,000 per school year. Each scholarship is renewable for three consecutive years and capped at $8,000 per recipient.

Scholarships are initially awarded to young adults under the legal guard-ianship of active hourly and salaried NASSCO employees with at least 90 days of active service.

Applicants must be a high school se-nior or undergraduate student enrolled in a two or four-year college. Quali-fied applicants must not be older than 24 years of age on May 1, 2016.

The scholarship may only be applied to schools that are state accredited.

TO APPLY

To apply for a scholarship, complete the 2016 Scholarship Application Form. The form is available in Building 8, 2nd Floor, with Cyndy Alarcon or can be found on LiveLink. For more informa-tion, please contact Cyndy at cynthia.alarcon@nassco.com or ext. 2884.

Each year, NASSCO awards

two scholarships to the dependent

children of active hourly and

salaried NASSCO employees.

▶THE SHIPBUILDER EMPLOYEE CORNER

22

Kinley Jane RaukBorn: November 27, 2015Grandfather: Larry Duby,

Launchmaster

Adael AvendanoBorn: March 30, 2015

Mother: Nydia Ortiz-Avendano,HR Generalist III

Micah WeigmanBorn: November 25, 2015

Grandmother: Lila Casora,Exec. Assistant, Engineering

Madison Rae MunizBorn: February 9, 2016

Grandfather: Tony Muniz,Senior QA Engineer

birth Announcements

Retirees

In RemembranceWilliam H. BoormanRetireeOctober 22, 201516 yearsPipefitter Wkng Foreman

Wayne C. ChaneyRetireeDecember 27, 2015 16 yearsMaterial Analyst

Robert F. HaidingerRetireeMarch 7, 201412 yearsCode Welder

Janet M. KregerRetireeNovember 1, 201517 yearsHR Specialist

Augustine PadillaRetireeOctober 16, 201526 yearsForeman Burning

Jose M. ParraRetireeDecember 17, 201529 yearsElectrician Leadman

Ismael Rivera SolanoRetireeJanuary 8, 201622 yearsProd. Control Analyst

Santiago I. TovesRetireeSeptember 28, 201518 yearsOutside Machanist

Vicente Andrade GodoyJanuary 29, 201634 yearsShipbuilder

Gary A. BrashearsOctober 16, 2015 42 yearsSupervisor Material Liaison

Benjamin J. DecastroJanuary 29, 201619 yearsOutside Machinist

Jose J. GarciaJanuary 29, 201625 yearsPipe Welder

Ruben GonzalezJanuary 29, 201640 yearsSupervisor Production

Stephen W. JandrewJanuary 29, 201642 yearsWelding MaintenanceWorking Foreman

Roberto Q. LaraJanuary 6, 201641 yearsPipe Welder

Robert W. McCartyJanuary 8, 201642 yearsPipe Welder

Jose F. OrozcoJanuary 8, 201625 yearsWaysman

David L. PowerJanuary 6, 201621 yearsWarehouseman

Enrique SolisJanuary 6, 201611 yearsPainter

Jose Correia SousaDecember 2, 201523 yearsPainter

23

Submit birth announcements and photos to communications@nassco.com

Spotted in the Yard

Cesilio Sandoval & Jose Eguiarte Ernest Villarreal Tivi Ibarra & Bryan Ruiz

employee recipe cornerEaster Chocolate Pretzel/Potato Sticks Bird’s NestSubmitted By: Lila Casora, Engineering

What You’ll Need (Two Versions)• 12 oz. dark chocolate, chopped (Godiva or Ghirardelli preferred)• 2-3 Tbsp coconut oil* 1 bag pretzel sticks* Parchment paper* Cookie sheet-OR-** 2 cups canned potato sticks** Cupcake holders** Muffin pan• 1 bag chocolate malt ball “egg” candies• 12 Peeps (yellow marshmallow “birds”)

Directions: 1. Melt the chocolate and the coconut oil in a heatproof bowl and set over saucepan of simmering water, stirring constantly. 2. Turn off heat and add/stir in pretzel sticks, coating them in the chocolate (I “eyeball” it). 3. *Place parchment paper onto cookie sheet. 4. Place pretzel sticks onto parchment paper, forming one nest at a time (I use chopsticks. However, you can use whichever tool works for you). 5. **Or, cover two cups canned potato sticks with chocolate. 6. Place cupcake holders into muffin pan and scoop some of the chocolate covered potato sticks into the cups, making an indenta-tion in each to form the nests. 7. Refrigerate/chill for two hours.8. Fill nests with “eggs” and top with “Peeps.”

The holiday break is long over—and all those great resolutions about getting healthy, getting in shape, getting less stressed are staring you in the face. Don’t give up.

Every Wednesday at 4:10pm, NASSCO’s yoga warriors will gather for a guided session to energize, center, and de-stress. Sessions will be held in the John Lyle Room on board the Alaskan Queen. It won’t cost you a cent and you don’t even need shoes to participate.

Why Yoga?People take up yoga for a variety of reasons. The movements or poses, called “Asanas” in Sanskrit, of this ancient eastern

discipline have been incorporated into workouts, spiritual paths and diet plans here in the West. Recently, the health benefits gained from the practice of Yoga have been validated in the medical community.

Tips: bring something loose and comfortable to move in. You can change in the restrooms on board the Queen as yoga gear is really not suitable for the yard. We have a few extra mats or you may bring a towel. Stay stretchy, my friends!

Join NASSCO’s Yoga WarriorsBy: Allyson Darroch

Multimedia/Visual Information Designer

▶THE SHIPBUILDER EMPLOYEE CORNER

24

Alvarez, Jose NPipe Welder Wkg FrmnAnniversary: 1/13/196947 Years

Andrade Miranda, MarioOutside MachinistAnniversary: 1/18/200610 Years

Arroyo, Jorge AFitter/Ship LdmnAnniversary: 1/25/200610 Years

Bayaua, Joseph PSupervisor ProductionAnniversary: 1/31/199620 Years

Bennett Jr, Alfred LeeSupervisor ProductionAnniversary: 1/31/199620 Years

Carbajal, Ernesto DiazFitter/Sheetmetal Anniversary: 1/26/200610 Years

Carrillo, Manuel DLayout Man W&OAnniversary: 1/27/197541 Years

Contreras, Jaime AgustinWelderAnniversary: 1/22/20115 Years

Cortez, Glicerio GPipe WelderAnniversary: 1/29/197640 Years

Cueto, Cathy MaureenSr. Engineering AnalystAnniversary: 1/30/199620 Years

De La Torre, Francisco JBurner-Cm OperatorAnniversary: 1/25/199125 Years

DeGiso, Mark SFinancial Analyst IIAnniversary: 1/17/20115 Years

Diaz, JesusSr Contracts Admin RepairAnniversary: 1/8/200115 Years

Dilayre, Jovencio MPainterAnniversary: 1/27/199125 Years

Fonseca, FelipePipe WelderAnniversary: 1/7/199125 Years

Garcia, Alfredo MejiaTool Room AttendantAnniversary: 1/15/200115 Years

Garcia, Francisco JavierCrane Operator-DtAnniversary: 1/28/199125 Years

Guerrero, Juan CCorrosion Control Eng.Anniversary: 1/21/199125 Years

Hames, Walker CurtisEstimator RepairAnniversary: 1/29/20115 Years

Herrera, PabloCode WelderAnniversary: 1/10/199620 Years

Hughes, Sara DAccounts Rec AdminAnniversary: 1/17/20115 Years

Lucio, Jose GPipe Welder LdmnAnniversary: 1/7/199125 Years

Luquin, David GonzalezQA InspectorAnniversary: 1/16/198630 Years

Medina, Rosalinda BData CoordinatorAnniversary: 1/17/199620 Years

Michel, Steven AlanPipefitterAnniversary: 1/16/20115 Years

Montoya, Norman DanielCrane Operator AAAnniversary: 1/26/198135 Years

Nunez Escobedo, Hector Fitter/ShipAnniversary: 1/9/199125 Years

Pucci Jr, John NataleMaster Planner SchedulerAnniversary: 1/17/20115 Years

Rios Jr, Jose ASupervisor ProductionAnniversary: 1/10/199620 Years

Rivera, Priscilla PEngineering Process Analyst IIAnniversary: 1/3/199620 Years

Rodriguez, EstebanSenior Planner/SchedulerAnniversary: 1/25/200610 Years

Ruddock, Robert RRigger Wkg FrmnAnniversary: 1/24/199620 Years

Salinas, OrlandoFitter/SheetmetalAnniversary: 1/14/199125 Years

Solis, AlfredoSupervisor QA RepairAnniversary: 1/17/199620 Years

St Clair-Golding, Kerry EShip ManagerAnniversary: 1/2/199620 Years

Traskauskas, Jesse CFitter/SheetmetalAnniversary: 1/25/198630 Years

Urias, David FloresFitter/ShipAnniversary: 1/25/200610 Years

Vizcarra, Jesus RPipe WelderAnniversary: 1/7/199125 Years

January 2016 Service Anniversaries

25

Adams, LamontSupervisor TransportationAnniversary: 2/1/200610 Years

Aguilar, Luis FSupervisor ProductionAnniversary: 2/7/199620 Years

Alvarado Jr, GustavoPlanner/SchedulerAnniversary: 2/22/200610 Years

Ashcroft, Frederick HochPrincipal EngineerAnniversary: 2/13/200610 Years

Barajas Soto, MoisesEngineer IIAnniversary: 2/19/200115 Years

Barry, Patrick GElectricianAnniversary: 2/7/199620 Years

Callihan, Bryant CDesign SpecialistAnniversary: 2/12/197442 Years

Chacon, AntonioPipefitterAnniversary: 2/25/200115 Years

Chavez, Juan JoseWaysman AAnniversary: 2/5/197640 Years

Choi, GuibogEngineering SpecialistAnniversary: 2/18/200610 Years

February 2016 Service Anniversaries (cont.)

February 2016 Service Anniversaries

Cobb, Keith MichaelArea Manager IAnniversary: 2/22/200610 Years

Conley, Daniel JArea Manager IIAnniversary: 2/18/199125 Years

Contreras, Benjamin GPlanner/SchedulerAnniversary: 2/10/197541 Years

Downey, Damian JamarFitter/Ship 4Anniversary: 2/4/200610 Years

Duran, Alejandro CSupervisor ProductionAnniversary: 2/21/199620 Years

Estrada, Miguel AngelPainter Wkg FrmnAnniversary: 2/15/200610 Years

Flores, MartinDesigner IIAnniversary: 2/10/200610 Years

Foelschow, Robert OrvalWarehousemanAnniversary: 2/22/200610 Years

Gamez Gaxiola, MarceloDesigner IIAnniversary: 2/19/200115 Years

Garcia, Francisco EdwardPainterAnniversary: 2/4/200610 Years

Garcia, Laura PatriciaData CoordinatorAnniversary: 2/28/200115 Years

Garcia, MargaritaPipefitterAnniversary: 2/14/199620 Years

Gudino, Jose ATruck DriverAnniversary: 2/11/199125 Years

Gutierrez, GuillermoSenior DesignerAnniversary: 2/7/199620 Years

Haley, Jeffery SMach. Oper. A Wkg FrmnAnniversary: 2/27/199125 Years

Herrera, Moises SWelder Wkg FrmnAnniversary: 2/24/199620 Years

Hidalgo, Alejandro AWelding Maint PersonAnniversary: 2/23/199620 Years

Howe, Kyle FSC Professional IVAnniversary: 2/7/20115 Years

Kodzic, IvanCode WelderAnniversary: 2/14/199620 Years

Ledezma Jr, Jose LuisFitter/Ship LdmnAnniversary: 2/1/200610 Years

Low, William RSr Industrial EngineerAnniversary: 2/14/20115 Years

Ludlam, Richard MCarpenterAnniversary: 2/23/197640 Years

Lundie, Stephen GeorgeSr Supervisor EngineeringAnniversary: 2/7/199620 Years

MacKinnon, Alan JamesSenior Designer Anniversary: 2/12/199620 Years

Martinez, Marco AntonioPipefitter 5Anniversary: 2/20/20115 Years

McCallum,Coralee AMaster Prod Cont. AnalystAnniversary: 2/6/199125 Years

Mejia, HermeregildoSupervisor ProductionAnniversary: 2/14/199620 Years

Miller, Allan WesleyTelescopic Boomlift Oper.Anniversary: 2/15/200610 Years

Miramontes, HectorSafety Representative IIAnniversary: 2/12/200115 Years

Misch, Philip Ariel GMaint. Machinist LdmnAnniversary: 2/8/200115 Years

Mosley, Damon RashonSupervisor ProductionAnniversary: 2/15/200610 Years

Munoz, Diego RWelderAnniversary: 2/5/199125 Years

Navarro, Ignacio RSupervisor ProductionAnniversary: 2/10/197541 Years

Pasimio, Edwin RDesign SpecialistAnniversary: 2/3/20115 Years

Renteria, EfrainTool Room AttendantAnniversary: 2/1/200610 Years

Reyes, Arturo LLayout Man W&OAnniversary: 2/22/198630 Years

Reyes, Ruben HShipbuilder Wkg FrmnAnniversary: 2/3/197541 Years

Rodriguez, Alex MaximoSupervisor ProductionAnniversary: 2/1/200610 Years

Ropati, FaatasigaSupervisor ProductionAnniversary: 2/1/200610 Years

Sadler Jr, Danny RayLabel InstallerAnniversary: 2/22/200610 Years

Sandoval, FranciscoPainter Wkg FrmnAnniversary: 2/14/199620 Years

Spencer, William WalkerPier CoordinatorAnniversary: 2/22/200610 Years

Stewart, JohnSr Supervisor EngineeringAnniversary: 2/12/199620 Years

Tabares, Matthew PSenior DesignerAnniversary: 2/14/199620 Years

Tanja,Pablo EElectricianAnniversary: 2/22/200115 Years

Torres-Solis, Omar AFitter/ShipAnniversary: 2/15/200610 Years

Trujillo, John JayAbrasive BlasterAnniversary: 2/20/197343 Years

Vazques, Carlos LWaysman A Wkg FrmnAnniversary: 2/7/197442 Years

Velasco, ArielOutside MachinistAnniversary: 2/1/200610 Years

Velasco, Oscar RiveroOutside MachinistAnniversary: 2/8/200610 Years

Warren Jr, Johnny LFitter/ShipAnniversary: 2/20/199125 Years

Whitaker, Carl CliffordSupervisor MaintenanceAnniversary: 2/18/198135 Years

Xhaho, RefailFitter/SheetmetalAnniversary: 2/8/200610 Years

▶THE SHIPBUILDER EMPLOYEE CORNER

26

Aguilar, David JBurnerAnniversary: 3/13/197442 Years

Alvarado, Ricardo MSupervisor ProductionAnniversary: 3/22/200610 Years

Arroyo, Jose MShipbuilder Wkg FrmnAnniversary: 3/30/197640 Years

Barragan, CalebWeld Maint Person LdmnAnniversary: 3/20/199620 Years

Bleichner, Gabriel WaynePipefitterAnniversary: 3/15/200610 Years

Boyer, Joseph STool Room AttendantAnniversary: 3/25/200115 Years

Brieno, LeticiaSenior HR AssistantAnniversary: 3/7/20115 Years

Cabrera, Arnel AranzasoPipefitterAnniversary: 3/15/200610 Years

Campa Valdez, JesusWaysman A Wkg FrmnAnniversary: 3/31/20115 Years

Casanada, Renato JoyaOutside MachinistAnniversary: 3/22/200610 Years

Castaneda Gonzalez, Blanca RebecaOutside MachinistAnniversary: 3/22/200610 Years

Cervera Jr, Jose AlbertoSenior Planner/SchedulerAnniversary: 3/22/200610 Years

Chee, Thomas MManager Env. EngineerAnniversary: 3/3/197343 Years

Cope, Stanley GAsst Sup. Outfit TrdAnniversary: 3/28/197442 Years

Cortez, Ricardo FernandoWaysmanAnniversary: 3/6/20115 Years

Cuevas, RoyceElectrical TechAnniversary: 3/15/200610 Years

Daza, Patrick BracamonteElectricianAnniversary: 3/22/200610 Years

Del Mar, Nelson MDesigner IAnniversary: 3/11/199125 Years

DeLos Santos, Leo BalbinPipefitter Wkg FrmnAnniversary: 3/1/200610 Years

Diehl, Alfred CProduction Control AnalystAnniversary: 3/22/197640 Years

Duran, Jason RodriguezPlanner/SchedulerAnniversary: 3/1/200610 Years

Esqueda, Gabriel AGuardAnniversary: 3/7/20115 Years

Fajardo, FavioWarehouseman Wkg FrmnAnniversary: 3/8/200610 Years

Fulgencio, Jose LuisPipefitterAnniversary: 3/29/200610 Years

Gil, Raul OBurner-Cm OperatorAnniversary: 3/12/198630 Years

Gonzalez Lopez, JosePainterAnniversary: 3/8/200610 Years

Gordon, Michael BCrane Operator AAAnniversary: 3/13/199620 Years

Guerrero Rodriguez, NorbertoElectricianAnniversary: 3/8/200610 Years

Gutierrez, ArturoSupervisor ProductionAnniversary: 3/15/200610 Years

Hodge, William FSupervisor ProductionAnniversary: 3/8/200610 Years

Jaime, Martha PatriciaElectricianAnniversary: 3/15/200610 Years

Laguna, Raul GenaroMaterial Lane CoordinatorAnniversary: 3/29/200610 Years

LaMountain, Scott ASupervisor ProductionAnniversary: 3/13/199620 Years

Lieras, Carlos FCrane Operator AAAnniversary: 3/20/199620 Years

McDivitt, Roderick AllenMaint ElectricianAnniversary: 3/1/200115 Years

Meyers, Joseph MSemi-Truck DriverAnniversary: 3/22/200610 Years

Munoz, InocencioMaster Planner SchedulerAnniversary: 3/4/197541 Years

Neff, Vickie LeeGuardAnniversary: 3/7/20115 Years

Ortiz, Luis Jonathan IvanTelescopic Boomlift OperatorAnniversary: 3/22/200610 Years

Perez, HumbertoPipefitterAnniversary: 3/1/200610 Years

Pino, Michael AnthonyGuardAnniversary: 3/8/20115 Years

Pulopot, Vivienne TData Center Ops Analyst IIAnniversary: 3/19/199125 Years

Ramirez, OswaldoFitter/ShipAnniversary: 3/14/20115 Years

Ramos, Marcelino BanzueloElectrician Wkg FrmnAnniversary: 3/15/200610 Years

Reyes, Ricardo AntonioMetal OutfitterAnniversary: 3/22/200610 Years

Rucobo, Felipe HPipe WelderAnniversary: 3/12/197541 Years

Ruiz-Avendano, Jose FFitter/Ship Wkg FrmnAnniversary: 3/18/200610 Years

Sadile, Maximino RaonOutside Machinist Wkg FrmnAnniversary: 3/15/200610 Years

Salas, Francisco JFitter/ShipAnniversary: 3/15/200610 Years

Serna, Alejandro AngelSupervisor ProductionAnniversary: 3/29/200610 Years

Silveira, John LManager EngineeringAnniversary: 3/7/197442 Years

Solis Jr, Jorge LPipefitterAnniversary: 3/1/200610 Years

Solomon, John AnthonyBurner-Cm OperatorAnniversary: 3/13/200610 Years

Valencia Jr, LeopoldoElectricianAnniversary: 3/1/200610 Years

Vasquez, Victor FSupervisor ProductionAnniversary: 3/29/200610 Years

March 2016 Service Anniversaries

27

Spring Sale 2016

Building 15 ,1st Floor STORE HOURS

TUE|2:30PM – 3:30PM

THURS| 6:30AM – 7:00AM

FRI|11:00AM – 11:30AM & 2:30PM – 3:30PM

All Apparel - Polo Shirts, Long Sleeve Shirts, Jackets & Hats While Supplies Last (Cash or Check Only)

Off 50

$250

ALL MUGS

▶THE SHIPBUILDER IN THE COMMUNITY

What happens when senior staff are tardy to meetings? They pay. And local organizations benefit.

In January, NASSCO representative Dennis DuBard delivered tardy fines and other contributions from 2015 in the form of a small check to the Monarch School—a local school in Barrio Logan for children whose families experience homelessness.

Recognizing the Montford Point Marine Association

(Sometimes) It Pays to be Late

In celebration of Black History Month, San Diego City Councilmember Myrtle Cole recently recognized the Montford Point Marine Association-San Diego Chapter, a nonprofit Veteran’s organization established to perpetuate the legacy of the first African Americans who entered the United States Marine Corps from 1942 to 1949, at Montford Point in North Carolina.

The recognition took place at San Diego’s City Hall, and NASSCO’s own Ira Ellison joined the group as a representative of the local chapter.

In 2013, NASSCO shipbuilders delivered the first-ever Expeditionary Transfer Dock (ESD), USNS Montford Point, to the U.S. Navy. The ship was named in honor of Montford Point.

NASSCO’s Community Clean-up and Restoration Committee (CRC), Firefighters Union Local 145, Millennial Tech Middle School, and local neighbors teamed up with Groundwork San Diego Chollas Creek on January 30 to bring native wildlife back to Radio Canyon.

Activities included planting, watering new native plants, removing invasives, face painting, activities for kids, and more.

Find upcoming events atwww.nassco.com

(click on ‘Upcoming Events’)

Annual Radio Canyon Cleanup & Restoration

28 29

Holiday Recap:Port of San Diego Bay Parade of Lights The holidays have come and gone – but we would be remiss if we didn’t acknowledge two of our own who took home top prizes at this year’s Port of San Diego Bay Parade of Lights. The Bellavia owned by Mauro Brattich, and the Unwinder crewed by Beth Korkuch, participated in the parade and received awards for “Best of Sail – 46ft. and Over” and “Best of Sail – 32ft. and Under,” respectively. Mauro and Beth are employees of NASSCO’s Initial Design and Naval Architecture group.

▶THE SHIPBUILDER

Recent Shipyard VisitsSHIPYARD VISITORS

30 31

1 2

3 4 5

1. Chief of Naval Operations, John Richardson, USN2. Students from Patrick Henry High School in San Diego3. Members of the General Dynamics Supply Chain Management Council*4. Omar Passons, Jacobs Center for Neighborhood Initiatives5. Admiral Scott Swift, USN, Commander, U.S. Pacific Fleet

*About: The Supply Chain Management Council comprises members of supply chain departments from all business units within the General Dynamics family. The council gathers on a quarterly basis to discuss items that affect all business units, including compliance, best practices, and more.

special delivery:

a bnsf train enters the

yard to deliver supplies and

steel

▶THE SHIPBUILDER

NASSCO-Norfolk Wins 2015 SSPC Military Coatings Project Award of Excellence

NASSCO-NORFOLK

32

The Society for Protective Coating (SSPC) presented NASSCO-Norfolk with the Military Coatings Project Award of Excellence for extensive preservation work on USS Bataan (LHD 5). The award ceremony occurred in January as part of SSPC’s annual meeting in San Antonio, Texas.

SSPC is the leading source of information on surface preparation, coating selection, coating application, environmental regulations, and health and safety issues that affect the protective coatings industry.

The Military Coatings Project Award recognizes exceptional coatings work performed on U.S. military ships, structures or facilities.

The USS Bataan (LHD 5) Coatings Team was proud to accept this award along with the coating material supplier, PPG Protective & Marine Coatings. This is the second year in a row that NASSCO-Norfolk has won this award. The previous award was in 2014, for the preservation work on USS Dwight Eisenhower (CVN 69).

During the course of the 11-month availability, which included nine months in dry dock, the preservation team blasted and painted the entire freeboard, underwater hull and well deck, as well as the majority of catwalks and gallery decks. The project also included the preservation of 38 tanks, to include the forepeak, potable water and centerline ballast tanks. Upon completion, over 1.1 million square feet of steel was blasted and painted.

In support of the preservation team, the coatings quality assurance team conducted over 2,500 (I), (V) inspections and 1,425 (VG) inspections on the underwater hull and freeboard, maintaining a First Pass Yield above 99 percent.

In addition to the preservation work, the repair team accomplished major structural repairs on 16 ballast tanks and the overhaul of the forced draft blower.

The entire USS Bataan project team takes great pride in this award and the recognition of a job well done!

NASSCO-Norfolk River Star Business Award

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General Dynamics NASSCO-Norfolk operates shipyards in Portsmouth and Norfolk, Virginia, both of which are located on the Elizabeth River, a major tributary to the Chesapeake Bay. The Elizabeth River Project (ERP) is a non-profit organization founded to promote community efforts for the restoration and improved environmental health of the River by partnering with homeowners, schools, and businesses.

The River Star Businesses Program recognizes organizations for “Doin’ Right by the River.” Businesses that can demonstrate accomplishments in pollution prevention and wildlife habitat restoration are recognized as leaders in environmental stewardship. NASSCO-Norfolk and its predecessor companies have been River Star Businesses since 2008.

On January 28, NASSCO-Norfolk was honored as a 2015 Sustained Distinguished Performer at the Three Star Model Level, the highest level of achievement. Model Level designation is achieved through exceptional pollution prevention, wildlife habitat management, and by mentoring others as community leaders in environmental stewardship.

Some of the company’s pollution prevention and wildlife habitat restoration initiatives in 2015 included:

• ISO 14001 Environmental Management System Certification confirmed by an extensive third-party audit conducted by the American Bureau of Shipping Quality Evaluations (ABS-QE) Department.

• Continued wetland habitat restoration and maintenance by planting 150 native wetland grasses, as well

as establishing a river friendly herbicidal program to eliminate invasive species.

• Establishing a Chesapeake Bay Foundation Oyster Garden at the Norfolk facility. Oysters serve as natural filtration for suspended sediment and are vital to the ERP’s long term strategy.

• Continued Energy Management ActivitiesThroughout shops and offices, low wattage bulbs have replaced traditional lights to reduce electricity usage. Motion detection sensors have been installed in new areas in lieu of traditional switches. Additionally, the Company is installing sub-meters throughout the Norfolk facility to better manage energy usage, especially during peak demand.

• Pollution Prevention Program (P3)Continued Pollution Prevention in the areas of: o Energy Savings Initiatives o Wetlands Protection and Cleanup o Prevention of Storm Water Contamination o Portable Toilet Cleaning Management

These are just some of the endeavors NASSCO-Norfolk has pursued to reduce our environmental footprint and partner with organizations such as the Elizabeth River Project to improve the health of our community.

Pictured below (L to R): Lucille Stokes, Dawn Kriz, Donna Watkins and Clint Spivey receive NASSCO-Norfolk’s 2015 River Star Business Award during the 20th Annual Awards Luncheon.

By: Jon RussellDeputy Program Manager - Coatings

By: Clint SpiveyEnvironmental, Health and Safety Management System Specialist

Bataan Coatings team (L to R): Gary North, Jim Hodges, Kevin Sweeney, and Stanley Lilley. Not pictured: Chris Brown.

NASSCO-Norfolk Coatings Quality Assurance Manager Phil Avery and Coatings Deputy Program Manager Jon Russell with PPG representatives at SSPC awards presentation in San Antonio, TX.

▶THE SHIPBUILDER

A Technology Control Plan (TCP) is often required by the U.S. Government and stipulates how NASSCO-Norfolk protects its export-controlled hardware and data from unauthorized release. NASSCO-Norfolk recently executed a major overhaul of its existing TCP to bring it in compliance with export regulatory changes.

The TCP covers the following topics:• Export compliance training: employees are required to periodically take the corporate-approved general awareness computer-based training which contains information on relevant export/import laws and regulations. Larry Ehmer, Export Compliance Officer (ECO), administers this training as applicable.

• Non-U.S. employees: Human Resources and the ECO collaborate on screening and obtaining export licenses before non-U.S. employees are given access to technical data. Currently, all Norfolk employees are either U.S. citizens or posses a U.S. Green Card and do not require export licenses.

• Non-U.S. Subcontractors, Vendors, Partners, Agents and Visitors: Security and the ECO collaborate on screening and obtaining export licenses for non-U.S. entities before they are authorized to work on U.S. Government ships. Currently, all entities with which NASSCO-Norfolk conducts business are companies incorporated to do business in the United States and do not require export licensing.

• Disposal of Technical Data: Employees are required to shred or place the export-controlled technical data in locked shred bins available throughout NASSCO-Norfolk’s facilities. Placing export-controlled technical data in open/unlocked recycle trash bins is not an approved disposal method.

• Identification Badges: All employees are responsible for understanding the permissions and restrictions regarding the various badge types and for promptly reporting any acts of non-compliance to the Facility Security Officer (FSO). The identification badge colors and permissions are described in Attachment C of the TCP.

• Facilities Access: Attachment D in the TCP identifies the yard areas which are open to unlicensed non-U.S. Persons and those areas which are prohibited to them.

A copy of the TCP will soon be available for viewing by all interested. In the meantime, should you have any questions about the TCP or would like to receive a copy, please contact Larry Ehmer, lehmer@nassconorfolk.com, ext. 3469 or Petia Pavlova (San Diego yard), petia.pavlova@nassco.com, tel: 619-744-1131.

FY 15-16 PIA: USS George H.W. BushNASSCO-NORFOLK

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With the Multi Ship Multi Option (MSMO) five year contract for Aircraft Carriers up for re-compete in 2016, the execution of the USS George H. W. Bush PIA has been a focal point for NASSCO-Norfolk. This availability was originally scheduled for six months, but due to the increase in complexity of the upcoming Vacuum Collecting and Holding Tank (VCHT) Ship ALT, the availability was extended two additional months.

The VCHT Ship Change Design (SCD) (first ever CARRIER install) included alterations of both the Forward and After plants. The SCD included a complete reconfiguration from a Marine Sanitation Device (MSD) to a VCHT including modifications of the vacuum system to resolve issues the ship has had from its commissioning.

The NASSCO-Norfolk USS George H.W. Bush team has managed to meet all milestones ahead of schedule and below

cost. Currently we are wrapping up the remote testing of the newly designed VCHT system and plan to have both systems back online in March.

NASSCO-Norfolk is also finishing up the Closed In Weapons Systems (CIWS) SCD MT 21 installation which included reconfiguring the 01 and 02 level store rooms into the work shop and local control room for MT 21. The outfitting of these spaces to support the CIWS mount has been a complex evolution involving multiple entities working concurrently to provide the ship additional protection from inbound threats. NASSCO-Norfolk’s production team has done an outstanding job meeting milestones and providing a quality product for Ships Force.

Overview of the Technology Control Plan (TCP)

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By: Greyson BaileyLead Project Manager

By: Petia PavlovaExport Compliance

Petia PavlovaLarry Ehmer

▶THE SHIPBUILDER

PRSRT STDU.S. Postage

PAIDSan Diego, CAPermit # 429

2016 Shipbuilder Content Deadlines

FEBRUARY 19, 2016 (Spring)May 20, 2016 (Summer)August 19, 2016 (Fall)December 2, 2016 (Winter)

In 2016, The Shipbuilder will be published quarterly (Spring, Summer, Fall and

Winter). To submit content, please email communications@nassco.com prior to

each respective, upcoming deadline:

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Please deliver to:

P.O. Box 85278San Diego, CA 92186-5278