INSIDE With Arrival Of USS Connecticut, Shipyard Prepares

Electric Boat

MARCH 2005

INSIDE

continued on page 3

EB Will Provide Defibrillators ThroughoutAll Facilities • 2

Steel Trades Employ Advanced Technology To Revolutionize Hull-JoiningProcess • 4

Hull Butt Team Puts Servo-Robotic Computers In Their Place • 5

Labrecque Explains The New TrainingOrganization • 6

Stairs Don’t Seem As Steep WithThe Help Of New, Powered Hand Cart • 8

Contract Roundup • 9

Classified / Retirees • 10

Service Awards • 11

Benefits Office Provides Employees WithComputer Access and Assistance • 12

Mike Gosselintosses a line toworkers on USSConnecticut(SSN-22) as thesubmarine arrivesat the Grotonshipyard for amodernizationand maintenanceperiod.

The arrival of USS Connecticut (SSN-22) late last month providedsolid evidence of the company’s continuing emphasis on submarine mod-ernization and maintenance.

According to program manager Jim Condon, work on the second shipof the Seawolf-class will begin April 14 and extend over an eight-monthperiod. With a total value of $80.7 million, the task will be the largestmaintenance job the shipyard undertakes during 2005.

USS Connecticut, now docked in Graving Dock 2, will undergo whatis known as a Drydocking Selected Restricted Availability (DSRA). “ADSRA involves repairing various components and systems, installingnumerous alterations to enhance the ship’s capabilities, inspecting numer-ous components to ascertain how they are performing, inspecting and re-preserving all external and internal tanks, and replacing several specificmajor components,” said Condon.

With Arrival Of USS Connecticut, ShipyardPrepares For Largest Modernization And Maintenance Job Of The Year

2 I March 2005 I ELECTRIC BOAT NEWS

Electric Boat is undertaking anaggressive effort to place defib-rillators – the devices used to

revive heart-attack victims – in strategiclocations throughout all of its facilities.

According to HR Director Kevin Cas-sidy, the American Heart Association(AHA) strongly encourages large busi-nesses and public facilities to establishAutomated External Defibrillator (AED)programs to increase the chances for sur-vival for people with heart-related emer-gencies. According to the AHA, “Thegoal of every AED program is to deliverdefibrillation to a sudden cardiac arrestvictim within three to five minutes of col-lapse.” Public access defibrillation is theconcept of placing AEDs in publicand/or private settings where large num-bers of people work, live or congregate.

“As a result of our meetings with rep-resentatives of the American Heart Asso-ciation and the director of Lawrence andMemorial Hospital’s Emergency MedicalService, Electric Boat has developed aplan to not only place AEDs throughoutour facilities but also to train volunteersin the use of the devices,” said Cassidy.“We’re looking for employees who wouldlike to be certified in CPR and the use of

an AED should they be called upon toprovide aid when an individual sufferssudden cardiac arrest.”

Training is an essential component toany AED program. Only trained and cer-tified individuals are authorized to use anAED in response to a medical emergency,Cassidy noted.

“Many Electric Boat employees arealready certified to perform CPR and usean AED,” he said. “If you have obtainedthis level of certification, please notifyDayton Trehern in Electric Boat’s Train-ing Department by e-mail.” (Trainedindividuals at other EB sites shouldnotify their local site manager or HumanResources representative.)

“In order to expand the number oftrained employees at our facilities, ourafter-hours Continuing Education Pro-gram will be working with the AmericanHeart Association and the Lawrence andMemorial EMS staff to provide CPR &AED training to Electric Boat employeeswho wish to volunteer,” Cassidy said.

The American Heart Association“Heartsaver AED Course” combineshands-on, scenario-based AED instruc-tion with adult CPR training in three tofour hours. Employees who are interested

in this training should contact PatBullard, ext. 33826, or visit the Continu-ing Education section of the training siteon the EB intranet. For any additionalinformation about AEDs and theirimportance in saving lives, visit the Amer-ican Heart Association web site atwww.americanheart.org/cpr.

Quonset Point Fire Marshal Technician RobertWarren (967) checks out one of the company’snew Heartstart Onsite Defibrillators. Accordingto Warren, “This is an excellent tool for the ordi-nary person to use in an extraordinary moment.”

EB Will Provide Defibrillators Throughout All Facilities;Aim Is To Provide Immediate Aid To Heart-Attack Victims

Dan Barrett, Editor

Dean R. Courtney, Contributing Editor

Terrie Pangilinan, Editorial Assistant

Bob Gallo, Gary Slater,Gary Hall, Photography

Electric Boat News ispublished monthly by thePublic Affairs Department, 75 Eastern Point Road,Groton, CT 06340

Phone (860) 433-8202

Fax (860) 433-8054

[email protected]

ELECTRIC BOAT NEWS I March 2005 I 3

About 50 employees were assigned to the preliminary planning stages forthe DSRA, with some 200 people now working on the job, he said. Manningwill peak at over 700 employees in August and September.

vailability is scheduled for completion in December.In addition to USS Connecticut, Electric Boat will undertake moderniza-

tion and maintenance work on two other submarines during the year – USSDallas (SSN-700) and USS Augusta (SSN-710).

Condon said planning and preliminary work is under way on USS Dallas,now pierside at the submarine base. In April, the ship will dock in the float-ing drydock Shippingport for its DSRA, which is expected to be completedin June.

Beyond that, he said, EB expects to begin planning for the Augusta’s InterimDry Docking (IDD), which will be carried out at the sub base beginning inOctober. An IDD availability accomplishes specific maintenance items, such asUnrestricted Operation Maintenance Requirement Cards (URO/MRC), and isused to extend the submarine’s operating interval and/or operating cycle to thenext CNO scheduled availability.

continued from page 1

USS Connecticut, now docked in Graving Dock 2, will undergo

what is known as a Drydocking Selected Restricted Availability

(DSRA). “A DSRA involves repairing various components and sys-

tems, installing numerous alterations to enhance the ship’s capa-

bilities, inspecting numerous components to ascertain how they

are performing, inspecting and re-preserving all external and

internal tanks, and replacing several specific major components.”

The a


When people hear the word “plasma”these days, they usually envision a top-of-the-line TV set.

But plasma also refers to an advanced cutting tech-nology. That technology, recently embraced by EB’ssteel trades, has revolutionized the task of preparingfor a hull butt, the process of joining two submarinesections.

“Plasma has been here for some time,” explainedBob Burkle (229), senior manufacturing representa-tive for the steel trades. “We were using it for a num-ber of small cutting jobs. But then we took thatplasma technology and began applying it to the hullbutts, and the results have been tremendous.”

The steel trades first began experimenting withplasma on the Virginia (SSN-774) hull butts. Every-one admits that the initial results were rough. But bythe time they finished the Virginia and started on theHawaii (SSN-776), they had incorporated a numberof Process Improvement enhancements, such as aburning box to contain sparks, and the use of a trac-

tor-mounted torch holder to make the work moreprecise.

The end result: A fit-up of the Hawaii sections 7and 8 hull sections that was better than anyone hadever seen before, followed by a welding job that wasnearly perfect.

“This is truly an outstanding performance by allthe fitters, grinders and welders on this job, consider-ing that we used eight different welders on the out-side welding and 16 different welders on the veryrestricted inside welding,” project engineering assis-tant Wayne Hanson (341) said of the completed hullbutt.

Steel trades foreman Doc Holliday (229) said theuse of plasma for hull butt work was made possibleby the efforts and cooperation of many individuals.“I’ve been here for 29 years, and the energy I see withthe hourly guys involved, and the team effort, justmakes me feel great about this job.”

Welder Al Smith (229), one of the operators of the

Steel Trades Employ Advanced Technology To Revolutionize Hull-Joining Process

Welder CharlieDubicki, back tocamera, and welderapprentice NestorHernandez,obscured from view,use plasma cuttingtechnology to per-form gouging workon the recent hullbutt for Hawaii(SSN-776) sections 7and 8.

continued on page 5


Can you imagine having tobreak down and thenreassemble a personal com-

puter every time you needed to use it? Itwould be time-consuming and frustrat-ing, to say the least.

But that, in effect, is what ElectricBoat’s hull butt team has had to do sincethe company purchased its servo-roboticwelding equipment more than threeyears ago. The servo-robot is controlledby computer, so each time a hull butt jobcame along, Equipment Control Centermechanics had to hook up various com-ponents using assorted cables, plugs andother connections, only to be followedby the eventual disassembly and storageof all that hardware.

Aware of the time being wasted by therepeated assembly and disassembly, themechanics eventually got together anddesigned a cabinet for the system, onethat allows all the hardware to be con-nected once and then remain connected,with the cabinet itself being moved fromjob to job.

“Everything inside the cabinet – everyinterconnecting cable – stays connected,”said foreman Dave Halbach (229). “Also,being in the enclosure, it’s more environ-mentally protected from the harsh envi-ronment of the welding, grinding andother activities that go on out in Build-ing 260.”

EB has 10 individual servo-roboticcomputers, and the company has hadfive of the cabinets built so far. Four ofthem recently saw their first use duringthe joining of Hawaii (SSN-776) sections7 and 8 in Groton.

“Each cabinet is just a single lift forthe riggers,” Halbach said. “They justdrop the whole thing in. And we’vemodified some of the staging to make ita little bit easier to do that.”

Another key feature of the cabinets isan external shelf for the keyboard. Theshelf provides access to the keyboardwithout the need to open the cabinetitself, and it also protects the keyboardby allowing it to be folded up when notin use.

Welder Al Smith (229) programs the company’sservo-robotic welding computer, which is nowself-contained in a cabinet designed by ElectricBoat tradespeople.

plasma, said the technology is used to cutand bevel the hull sections’ facing edges.Then, after the interior weld is com-pleted, it is used to back-gouge before thefinal weld is applied around the exteriorof the boat.

“We ended up with a really good back-gouge, as well as perfect bevels, withoutany rework,” Smith said.

A tractor that is normally used forEB’s servo-robotic welding gear has beenmodified to carry the plasma torch, butthe steel trades are hoping to purchase aprogrammable tractor that can be dedi-cated to the cutting, beveling and goug-ing work.

Transitioning to plasma has brought

about many safety enhancements. Theplasma operators can now back awayfrom the arc, and the technology gener-ates much less heat, slag and smoke thanthe old oxy-fuel method does.

Burkle said plasma cutting is so muchsafer, and the steel trades employees havedone such a good job of containing theirsparks, that employees in other tradeshave been able to continue workingnearby.

“The first time we started usingplasma on the Virginia, people weregoing in and out of the cylinder all daylong,” he said. “They probably didn’teven know we were there. Everybodycould keep working.”

Team members said a key factor that

made the recent Hawaii hull butt work sosuccessful is that the operators were ableto prepare for it.

“We had enough time to put the equip-ment together, fine-tune everything, andget familiar running it down at the weldschool,” said Equipment Control Centermechanic Dick Botham (229). “Every-body felt comfortable when they actuallygot on the hull.”

Besides Burkle, Holliday, Smith andBotham, the plasma team included MarkPerkins, Steve Molochko, TomBalestracci, Marty Sior, Dave Lam-oureux, Doug Naehr, Greg Naehr, DaveHalbach, Ernie Cassidy and Nestor Her-nandez (all of 229), and John Elias andRay Pelletier (both of 226).

Hull ButtTeam Puts Servo-RoboticComputers InTheir Place

“The new cabinets save time, they keepall the hardware together and they keep itclean,” Halbach said. “It was just a goodidea that everybody had. It really workedout well.”


You’re the first person at ElectricBoat to direct the activities of all thecompany’s training activities. Tell usabout your career at EB and howyou came to be in this assignment.

I graduated from the University ofLowell in 1985 with a B.S. in nuclearengineering and came right to EB. Myfirst position was in Nuclear Construc-tion Engineering as a structural engineer.I held this position for 4-1/2 years, duringwhich I spent about half of each day onthe deckplates or in the shops workingwith the trades to resolve various reactorplant structural problems on Ohio and688-class ships. During this time, I alsoobtained an M.S. in Mechanical Engi-neering.

In 1989, I accepted a position assupervisor of Nuclear ProcurementQuality Control Engineering. I super-vised a group of about 10 engineers andwas responsible for the quality of pro-cured nuclear materials for all programs.I learned so much visiting numerous ven-dor facilities who manufactured materi-als and components for Seawolf and Vir-ginia-class submarines.

In 2000, I accepted the position ofmanager of Supplier Quality. This wasthe first time in the history of EB thatthe responsibility for Quality oversight ofall procured materials was placed undera single manager.

As part of EB’s first Business LeaderGroup (BLG), I was given a rotationalassignment in 2004 to serve as the deck-plate team leader for Engineering andDesign for the Virginia (SSN-774). I wasable to work side by side with some ofthe most talented and experienced peopleat EB as we came through the finalstages of construction and testing rightthrough delivery. This was an incrediblelearning experience, which gave me agreater appreciation for the wide varietyand complexity of tasks that are neededto successfully deliver a submarine to theNavy.

Immediately following delivery of Vir-ginia, I received a second BLG rotationalassignment to assist Operations VP RickGeschrei in the development ofresponses to the September 2004NAVSEA 08 audit. One of the majorfindings of that audit dealt with EB’straining programs, in particular theretention of knowledge demonstrated byour nuclear workforce. Working with across-functional team, I helped facilitatethe development of our response, whichincluded the team’s recommendation thata single senior manager of training beappointed.

To my surprise, I was asked to inter-view for this position and was excitedwhen asked to accept it. It’ll be a signifi-cant challenge and will continue mylearning experiences outside the Qualityorganization.

Describe the reorganization itself.How will the various training activi-ties be organized and who will theyreport to?

When I benchmarked training organi-zations at other shipyards and in otherindustries, it became clear there werebenefits in centralizing training functionsto ensure a consistent strategy and tobest utilize resources. However, it wasalso clear that for more complex techni-cal training, strong alignment with func-tional “doing” organizations was alsoneeded. So I set about to develop anorganizational structure that was bothcentralized and de-centralized.

I know that sounds like managementdouble-talk, but it makes sense to me.Here’s how it will work:

Training functions will be organizedinto four distinct groups:g General Training/Management Devel-opment – serving the general trainingneeds of all of EB and the managementteamg Operations Training – serving thetechnical trainings needs of the Opera-tions organization

LabrecqueExplains TheWhy’s AndWherefores OfNew TrainingOrganization


Editor’s Note:Steve Labrecque has recently taken onresponsibility for bringing the company’s vari-ous training functions under one organization.In this interview with the Electric Boat News,he explains the rationale for the reorganiza-tion as well as the impact it will have on thecompany’s day-to-day business.

Steve Labrecque

g Engineering and Design Trainingserving the technical training needs ofEngineers and Designersg Radiological Training – serving thetechnical training needs of radiologicalworkers

The heads of these groups will reportto me. The Operations training managerand Engineering/Design training man-ager positions are new and will be postedand filled in the next month.

The mission of the new Trainingorganization will be to help develop andmaintain a highly skilled workforce thatsafely meets EB’s continually changingcontractual requirements and productiongoals by:g Working with EB’s internal and exter-nal customers to identify gaps in skillsand knowledgeg Developing and delivering affordableand effective training to close these gapsg Actively measuring the effectiveness oftraining programs and integrating resultsinto continuous process-improvement ini-tiatives

The responsibility for the accuracy ofthe technical content of training curricu-lum will remain with the functionalorganizations. In addition, RADCONwill retain responsibility for the trainingof Radiological Control Technicians(RCTs).

Will the reorganization have anyimpact on the employees beingtrained?

My hope and expectation is thatemployees will eventually see trainingthat’s more relevant to their jobs, and isdelivered in a way that better suits theirschedules and improves their retention ofknowledge. I want the new organizationto do a better job interfacing with ourinternal customers to ensure we meettheir needs. I’m looking forward to theday when everyone looks forward toattending training. We want the employ-ees and their supervision to realize thattraining adds value by making a measur-

able difference in the quality, cost andtimeliness of the task at hand.

What are the benefits you expect toderive from the reorganization?

First of all, I will task each of the fourtraining groups to work with their inter-nal customers and establish what our realtraining needs are. Right now, there’s asignificant effort under way to track andschedule refresher training and delin-quencies for certain personnel, while oth-ers who do the same job, but have nevertaken the training in the first place, areoften being ignored. We haven’t taken thetime to establish training requirementsfor each job function. We also do nothave good tools in place to allow us toreview our upcoming workload, andaccurately determine the type and num-ber of critical skills needed. As a result,we often train and qualify people in criti-cal skills that they don’t regularly use intheir normal jobs. Over time, these work-ers naturally lose retention of the skillsand knowledge gained during their initialtraining. When we solve these issues, thetraining organization will be able to focusour efforts on developing and deliveringthe best-quality training for those peopleand in those areas where it is reallyneeded.

I’m working with our Facilities groupto collocate as many of the folks involvedin training as I can. I believe we can do abetter job helping each other, sharing les-sons learned and best practices, and sup-porting each other during spikes indemand for resources in a particulararea. I also believe there is additionalsharing with off-site training activitiesand other shipyards on common issues.

I am committed to these efforts toensure we provide improved training forour workforce at a lower cost.


The mission of the new Training

organization will be to help develop

and maintain a highly skilled work-

force that safely meets EB’s continu-

ally changing contractual require-

ments and production goals by:

Working with EB’s internal and exter-

nal customers to identify gaps in

skills and knowledge

Developing and delivering affordable

and effective training to close these

gaps

Actively measuring the effectiveness

of training programs and integrating

results into continuous process-

improvement initiatives

The responsibility for the accuracy of

the technical content of training cur-

riculum will remain with the func-

tional organizations. In addition,

RADCON will retain responsibility for

the training of Radiological Control

Technicians (RCTs).

g

g

g

–


Until recently, delivering officepaper or other heavy supplieswithin the shipyard was one

of EB Transportation employees’ mostdreaded assignments.

With the majority of buildings lackingan elevator, the crew had to lug countless50-pound boxes of paper – not to men-tion the occasional safe – up many stairs.

But now, following a successfulProcess Improvement project, theemployees have a helper: an electric handcart that does most of the heavy liftingfor them.

“It was OK when we were 20 yearsold, when we were strapping heavy itemson our backs and running upstairs withthem,” said Transportation foremanWalt Keane (545). “But we’re not thereanymore. The average age in the depart-ment is 49.6, and we’re getting to the agewhere those stairs get longer andlonger.”

Supervisor of planning Paul Rosa(545) initiated the Process Improvementproject, but he admits he wasn’t the driv-

With the help of a new electric hand cart,Michael Gilman (545) single-handedly delivers200 pounds of office paper up a flight of stairsin Building 97.

Stairs Don’t Seem As SteepWith TheHelp Of New,PoweredHand Cart

continued on page 9

Electric Boat Is Awarded $36.6 Million ContractModification For Submarine Work


Electric Boat has received a $5.7 millioncontract modification from the to perform additional routine mainte-

nance work on the USS Dallas (SSN-700), aLos Angeles-class attack submarine.

Electric Boat is currently performing prelimi-nary work for a Drydocking Selected Restricted

Availability (DSRA) on the USS Dallas at the Submarine Base in Groton. The work,

which consists of repairs, maintenance workand alterations, began in February and is sched-uled for completion by July. Initially awarded inAugust 2004, the contract has a total value of$22.1 million.

CONTRACTROUNDUP

Navy Awards EB $5.7M For AdditionalWork On USS Dallas

ing force.“The direction came from the hourly

guys,” he said. “We took their requests,their ideas, and then researched theoptions on the Internet, and the electrichand cart is what we found.

“Before we bought it, we showed it tothem and asked, ‘What do you guysthink?’” Rosa continued. “They loved it,so we got it.”

Resembling a standard hand cart onsteroids, the electric version requires spe-cial training – and a little getting used to.But its capabilities are seemingly endless,from climbing stairs to lowering itemsfrom a truckbed to lifting 1,500 pounds.

“We haven’t even scratched the surfaceof what this thing is going to do for us,but we’ve already seen some benefits,”

said Rosa. “When we get a call to movesomething heavy, we only have to sendtwo guys instead of six. I think it’s goingto pay for itself in no time.”

Truck driver Michael Gilman (545),one of the first employees certified to usethe hand cart, said moving heavy objectshas never been so easy.

“And it’s safer, too,” he said. “It justtakes time to learn it. But it’s a greatpiece of equipment.”

“The most important thing,” Keanesaid of the electric hand cart, “is that itprevents injuries.”

Besides Keane, Rosa and Gilman, thehand cart team included Manager ofMaterial Control Lloyd Kennerson, PaulShinn (both of 333), Don Castle, TonyCedio, Bruce Barton and Michael Ver-nott (all of 545).

The U.S. Navy has awarded ElectricBoat a $36.6 million contract modifi-cation for nuclear-submarine work.

Under the terms of the contract modification,Electric Boat will provide the services requiredto install design and configuration changes onsubmarines and at support facilities, as well asthe material needed for ship and shore support-facility problem resolution and consolidationprograms. Electric Boat will also provideresearch and development support for subma-

rine research vehicles. Initially awarded March 3,2004, the contract could be worth more than$1.1 billion over five years if all options are exer-cised and funded.

Eighty-four percent of the work will be per-formed at Groton; 6 percent at Kings Bay, Ga.;4 percent at Newport, R.I.; 3 percent at QuonsetPoint, R.I; and 3 percent at Bangor, Wash.Work performed under this modification isexpected to be completed by March 2008.

“It was OK when we were 20 years

old, when we were strapping

heavy items on our backs and

running upstairs with them. But

we’re not there anymore. The

average age in the department is

49.6, and we’re getting to the age

where those stairs get longer and

longer.”

– Walt Keane (545)Transportation foreman


Navy Naval

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252 John Michael Shedlock

330 Deborah Anne Didato330 William W Mitchell341 John S. Tyropolis355 Alfred Joseph

Marcolini Jr.411 Steven W. Reed444 John P. Shegirian445 James W. Kuhns448 Eleanor Davis448 Charles W Shoenfelt472 Thomas E. Scott477 Debra Marie Hilt482 Dennis A. Garrison495 David A. Lavoy702 Antone Lawrence705 Karl K. Stueve904 William H. Burdick915 Gerald D. Furtado

Service Awards

40 years


25 years 20 years

35 years

30 years

STANDARD PRESORTU.S. POSTAGE

P A I DGROTON, CT

PERMIT NO. 392

Benefits office provides employeeswith computer accessand assistance

Electric Boat’s Benefits Department hasestablished a computer lab at its new loca-tion in Building 78, second floor. The lab willhelp employees who don’t have access to acomputer or need help navigating throughthe processes related to retirement or SSIP.To take advantage of this new resource,employees should contact the Benefitsoffice (433-4201). Before doing that, employ-ees should make sure they have an activePIN. Without a PIN, you can’t access per-sonal account information. If you don’t haveone, contact the General Dynamics ServiceCenter, 1-888-432-3633. Standing ready toassist employees are Benefits Departmentmembers, from left, Annette Stafford, DanClancy, Sarah Guido and Teresa Matera.

Documents

INSIDE With Arrival Of USS Connecticut, Shipyard Prepares