April 2013 - Ingalls Shipbuilding - Huntington Ingalls Industries

April 2013
Ingalls Pride
Runs Deep
See page 12
Ingalls Shipbuilding/A Division of Huntington Ingalls Industries

April 2013
See page 12
Ingalls Shipbuilding/A Division of Huntington Ingalls Industries
President's Message
Vol. 3, Number 3 • April 2013
These are anxious times. The economy
is stagnant, our federal budget process
is unpredictable and there is uncertainty
about the impact of sequestration
Fortunately for Ingalls Shipbuilding, we
have a solid backlog of work for the next
couple of years which allows us to focus
on the work at hand. Our Navy and Coast
Guard need ships to accomplish their
ever-increasing mission to defend our
nation and enforce our laws, but things
have permanently changed and the
future will be different.
We can expect budgets to continue to
get tighter. We can expect that our jobs
will become ever more dependent on our
ability to adapt to a business environment
that will be more competitive, more
cost driven and less forgiving of poor
performance.
This year, Ingalls Shipbuilding is
celebrating 75 years of building great
ships. Many fathers and brothers,
mothers and daughters, relatives and
friends have built better lives working at
Ingalls. Our future, and the foundation we
build for the next 75 years, will depend on
how we execute our priorities of building
quality ships, at competitive prices, on
schedule and, above all, safely.
We can expect the pressure to perform
to increase. Each of us is responsible for
making and meeting our commitments
if we want to sell more ships. If we don’t
do it individually, we can’t do it as a
team. The commitments we make will
continue to be more challenging and our
customers and shareholders expect us
“Each of us is responsible for making
and meeting our commitments if we
want to sell more ships. If we don’t do
it individually, we can’t do it as a team.”
to meet them. Your performance matters
and that applies to all of our priorities –
safety, quality, cost and schedule. Each of
us has a responsibility to each other to do
our best work and to look for ways to do
our work more efficiently.
Winners in today’s budget environment
will not only build great ships, they will
build each ship more affordably than
the last. Those that don’t will struggle to
survive. If we continue to make and meet
our commitments, and hold ourselves
and each other accountable for our
performance, I am confident we will be
one of the winners.
And just so we never forget … when
budget and schedule pressures mount,
we must remember it is not only
important to get the results we need, but
HOW we get the results that matters.
That means we don’t sacrifice safety
and quality to get cost and schedule. It
means we do our jobs to our best ability,
but ask for help when we need it or when
we don’t understand. And it means we
comply with our policies and procedures.
We will build great ships and we will do it
more affordably, but all along the way, we
will do it the right way.
Thanks for all you do to build great
ships.
Debbi McCallam
Director, Ingalls Shipbuilding Communications
Ingalls Pride
Runs Deep
Lance Davis
Manager, Employee Communications
Michael Duhe
Editor
Leslie Mitchell-Gallop, Shane Scara,
Ed Winter, Kathy Zwick
Contributors
Erinn Carty, Tina Cullen
Graphic Design
Steve Blount, Lance Davis
Photography
The Anchor is published 10 times a year for
the employees of Ingalls Shipbuilding.
Comments, questions, story ideas and
suggestions are encouraged and welcomed.
Please direct feedback to:
Michael.Duhe@hii-ingalls.com
228-935-0799
1000 Jerry St. Pe Hwy
Pascagoula, MS 39567
Emergency Information
Phone Line:
1-877-871-2058
• Press 2 for Ingalls Shipbuilding
Press 1 for Pascagoula
Press 2 for Gulfport
Press 3 for AMSEC
Press 4 for CMSD
Press 5 for Avondale
Employment Line: 800-626-4541
Operator: (228) 935-1122
Back Cover:
The tanker Esso Baton
Rouge is launched at
Avondale in 1969.
On the Cover
The Ingalls-built nuclear
attack submarine USS Barb
(SSN 596) returns from
sea trials in the Gulf of
Mexico shortly after launch
in February 1962. At right
is Adm. Hyman Rickover,
considered the father of the
U.S. nuclear Navy. Standing
fourth from right is Fred Mayo,
former president of Ingalls.
See page 12
Photos from Ingalls Archives
On the Web
http://www.huntingtoningalls.com
Stay Connected...
2

Vol. 3, Number 3 • April 2013
Ingalls
President’s Awards
4 6 12
60 years and going
Growing in the
1960s
Inspection program showcases
CMSD shipbuilder’s commitment
By Kathy Zwick
The Quality Assurance department of Continental
Maritime San Diego rewards excellence through its
In-Process Inspection (IPI) program, honoring winners
with monetary awards and recognition.
“This incentive is just one of the ways that CMSD’s
management and leadership team continue to strive for
corporate excellence through teamwork, training, quality
work and improving processes,” said Carl Aspinall, Quality
manager.
The IPI Program challenges
employees to raise the bar on work
performance, quality and outcome,
according to Aspinall.
January’s winner is Pia Ahlin,
quality inspector. Ahlin received
the incentive identifying auditable
Enhanced Process Control
Procedure, Pre-Hydrostatic Test
and Non Destructive Testing (NDT)
inspection.
“I think the IPI Program is a great incentive for employees
to strive for excellence,” Ahlin said. “I always try to do my
best within my means and capabilities. I believe you should
never stop learning and trying new things. Evolution is what
allows us to be a part of the times instead of going against
it and ultimately getting left behind.”
Ahlin is no stranger to the IPI Program. This is the second
time she has received it for her exemplary in-process
inspection since joining CMSD in July of 2012.
As a retired naval LCAC engineer and GSE gas turbine
systems technician, Ahlin brings a skill set with her that
complements her work at CMSD. Knowing how to navigate
around the interior of a ship and her familiarity with the
naval vernacular helps her on board the vessels, she said.
Ahlin reviews work completed by CMSD tradesman and
technical writers to determine if there is an integrity issue
with the completed work or process. Her inspections cross
over many trades, such as welding, electrical and coatings.
In addition, she examines technical writing for accuracy.
A typical day for Ahlin includes non-destructive testing
to determine the quality level of completed welds,
and to determine if changes or
enhancements need to be made.
“I believe you should
never stop learning and
trying new things.”
Pia Ahlin
For example, a visual inspection
may identify a crack or other defect
on a welding job. While reviewing
a technical document she may
identify that there is an area in the
document that does not explain a
“factual point” necessary to ensure
the job will be completed flawlessly.
“The IPI process protects the
integrity of the work and, therefore, the integrity of Navy’s
ships,” Ahlin said.
Ahlin said she believes her performance is derived
from various experiences she has embraced as a Swedish
immigrant and retired U.S. Navy sailor. She came to the
United States when she was 16 years old. Since then, she
has settled down in San Diego with her husband Reginald
and their two children, Harry and Kajsa.
Ahlin added that she is grateful for her peers in the
Quality Assurance department, who have helped mentor
her during her CMSD career and in her pursuit of personal
excellence.
3

Demonstrated leadership
Glenn Clement became craft director
of Coatings Sheetmetal Joiner and
Insulators in June 2011. Well known for
his accomplishments in improving quality
and controlling costs at Avondale, Glenn
implemented a number of significant
changes and improvements in his new role
in Pascagoula. These include improving
environmental controls and managing
costs by eliminating waste.
Demonstrated leadership
Glenn Clement
Leadership Award
As head of operations at the Gulfport
Composite Center of Excellence, Donny
led the facility through manufacturing
innovation and the successful delivery
of two large composite structures for
the U.S. Navy. Donny’s dependability
and strong sense of responsibility
inspire a greater sense of ownership
and responsibility among those who
interact with him.
Donny Dorsey
Leadership Award
Bolt shock test
This group of shipbuilders developed,
contracted and executed a medium
weight shock test process to prove bolts
installed aboard LPD 24 were suitable
for their intended application.
Completing this test within a tight
deadline was integral to the successful
delivery of LPD 24.
steel Procurement
Team winners :
4
Exceptional Performance Award
Team members, from left: Jim Akins, Chris Massey, Sean
Murphy, Dana Williams, Danny Williams
Mike Rogers negotiated a cost reduction
of $3.3 million for steel plates. In addition,
he researched and invoked a clause that
protects the company against large price
swings over six-month periods. Using this
clause to our advantage, Ingalls can
execute purchase orders based on cost
trends. This was used to achieve a
$600,000 reduction for LHA 7.
Mike Rogers
Exceptional Performance Award

In March, six Ingalls teams and
two individual shipbuilders were
honored with the Ingalls President’s
Award for their commitment to
excellence.
“More and more we see
shipbuilders stepping up as
leaders,” said Ingalls President
Irwin F. Edenzon. “The folks we
honor tonight represent the best
of our best.”
Electrical Standards - improvement and standardization
This dedicated group collaborated with
SUPSHIP Gulf Coast to create a single
electrical standards document for all
cable way hangers in order to stabilize
engineering, design, procurement,
planning, manufacturing, installation
and execution. This has streamlined the
process of installing the hangers on all
ships built at Ingalls.
IT Migration
Exceptional Performance Award
As a result of the spinoff from Northrop
Grumman and the decision to outsource
IT infrastructure services to CSC, a
transition plan was developed and
executed. This team provided extensive
project management oversight to all
parties involved in the transition,
exceeding all quarterly project
milestones. Their hard work played a
critical role in the successful transition.
Exceptional Performance Award
Team members, top row from left: Wiley Falks III, Rhett
Johnson, Ryan Kliebert, Sean Murphy. Bottom row from left:
Nick Myrick, Tony Taylor, T.J. Wallace, Albert Williams.
LHA 6 launch
This group supported the record-setting
translation of America (LHA 6) on
May 19, 2012, and the subsequent launch
on June 4. For both critical milestones, the
team devised and implemented a new oil
recovery system to collect the “float coat”
from the ballast tanks of the drydock. The
system was utilized to ensure compliance
with environmental protection
requirements, while ensuring a safe and
successful launch of the ship in a costeffective
manner.
Team members, top row from left: Lynn Bagwell, Josh Barton,
Amanda Carlisle, Tyler Gilleland, Rimantas Jocius. Bottom row
from left: Beth Johnson, Noel Prevost, Rumone Stallworth,
Ted Taylor, Douglas Williams.
Workers compensation reduction
Exceptional Performance Award
Workers compensation costs are a primary
driver on the company’s overhead rates.
This group led a number of initiatives to help
reduce costs associated with workers
compensation. Some of these initiatives
include pre-employment physical agility
testing, an awareness campaign, directed
care and a work hardening program.
Exceptional Performance Award
Team members, top row from left: Terrel Anderson, Tim
Brown, Amanda Cox, Carol Hawkins. Bottom row from left:
Harry Rucker, Brandon Walker, Howard Westfaul.
Team members, from left: Carlos Lett, Joaquin “Rosco”
Orozco, Steve Pierce, Tonia Powell
5

Shipbuilding Legacy
Leroy Williams Sr., center, a 60-year shipbuilder, reminisces with his sons, engineering designer Leroy Williams Jr., left, and hull welder Jerry Nix
on the banks of the Training Center with a view of Pascagoula facilities and Ingalls-built ships Arlington (LPD 24) and America (LHA 6).
Photo by Steve Blount
First black Ingalls welder, Leroy Williams Sr.,
noted for 60 years at Ingalls shipbuilding
6
By Shane Scara
Ingalls Shipbuilding has built many
great ships during its 75-year history,
but there is another product made here
that cannot be measured in dollars and
cents – the character of its people.
Welders and material runners picking
up material from the rod room at the
Pascagoula facility’s Track 2 have a
chance to chat with someone who can
give a first-hand account of most of
Ingalls Shipbuilding’s 75-year history. Rod
room attendant Leroy Williams Sr. has
witnessed many changes at Ingalls, and
was recognized in February for his 60th
long service anniversary.
“I’ve enjoyed every moment I’ve been
down here,” the 82-year old Williams said.
“If I didn’t, I wouldn’t be here.”
Along with six decades of employment,
Williams also boasts being the first
African-American at Ingalls to become
a first-class welder through the Ingalls
Welding School and the first African-
American at Ingalls to weld on nuclear
submarines.
“It amazes me and makes me feel good
to know that I work here with someone
like him,” his supervisor, welding foreman
Kenneth Creer said. “He has talked to
me a lot about how it was back in the day
and how things have changed, especially
people’s opinions.”
If craftspeople dropping by have time
to lend an ear, Williams can also tell them
about a time when skin color determined
what jobs an employee could take.
Williams came from his home near
Lucedale, Miss., to Pascagoula’s East
Bank on Feb. 26, 1953, looking for work.
His father, L.C. Williams, was working at
Ingalls then and would eventually retire
as a ship cleaner. To Leroy, Ingalls was the
only place to find a job.
When Williams was hired, black people
could not work as welders. With few
choices, he started his career as a janitor in
Ingalls’ corporate offices.

“I cleaned offices for the big wheels,”
Williams said. “One of them would talk
to me about a lot of things. I told him one
day that I wanted to go to the Training
School and become a welder.”
The general ship superintendent who
befriended Williams encouraged him
in this endeavor, but reminded him to
prepare to face adversity.
“He told me that it was the best
decision I could make and that I was going
to lead the way for a lot of my people,”
Williams said. “He also said it was going
to be tough, but I was ready for it.”
Life at the Training Center wasn’t easy
then. Williams would go to the center
each day at 3:30 p.m. after his shift as
a janitor ended. He would sometimes
become discouraged, but he kept at
it, and in 1964 he became a first-class
welder.
“They didn’t want us to weld,” Williams
said. “They didn’t think we could do it. But
when I start something, I don’t quit. The
deck was stacked against me, but I fought
the odds.”
Even after his training, Williams had
a steep climb to earn the respect of his
supervisors, often being placed in the
least-desired areas to work because of his
race.
Eventually, he earned respect as a
highly recommended
hull welder and later
entered the nuclear
submarine program at
Ingalls as its first black
welder.
In 2007, after
decades of welding
and training other
welders, Williams was honored to add his
signature on the keel authentication plate
for USS Gravely (DDG 107). The ship was
named for the U.S. Navy’s first black flag
officer, Vice Adm. Samuel L. Gravely Jr.
During the Long Service awards
ceremony in February, Edmond Hughes,
vice president, Human Resources and
Administration, delivered remarks about
the firsts that both men achieved.
“People like Mr. Williams also played
a major role in our company’s history,”
Hughes said. “Think back to 1953.
When Mr. Williams hired here, there
were no black vice presidents at Ingalls
Shipbuilding. There were no black
directors, and I doubt there were any
black supervisors here in 1953. You’ve
paved the road for your children and
grandchildren and you’ve also paved the
road for people like me.”
Retired welder Alvis Sistrunk worked
with Williams on the East Bank aboard
submarines. They also spent time
together as welding instructors at the
Training School.
“Leroy was a good welder, a hard
worker and above all he was an honest
man,” Sistrunk said. “I would trust him
fully with anything, money, you name
it. We were real close. He was my black
brother.”
Outside of work, Williams and Sistrunk
shared an enthusiasm for hunting
raccoons. Williams was the proud owner
of a few top-notch coon dogs, including
a registered tri-colored walker hound
named Big Don.
“I used to tell people that my dog Big
Don could count,” Williams said. “He
knew how many coons were in a tree and
would keep treeing until I got them all.”
Williams also liked to ride motorcycles
and has owned three Harley-Davidsons.
Unfortunately his age and health keeps
him from riding and hunting these days.
Since the death of his wife Christine,
who retired from the Ingalls Blueprint
Shop, Williams has considered the
shipyard to be his home.
“What really keeps me coming back to
work is meeting good friends,” Williams
said. “I have people I can talk to here,
and I enjoy it. This job has helped me
support my family and I’m proud to be a
shipbuilder.”
Williams says that
he has always been
on time and likes to
get to work early to
talk with his many
friends before his
shift starts. Creer,
his supervisor, says
Williams is usually at work two hours
before the start of his shift.
Starting with his father L.C. Williams,
a third generation of Williams’ family is
continuing the tradition at Ingalls, welder
Jerry Nix and engineering designer Leroy
Williams Jr.
Nix, who has 38 years at Ingalls himself,
is a highly accomplished welder in his
own right. He was called upon to join
the extremely selective team welding
the peripheral vertical launch systems or
PVLS for Zumwalt-class destroyers.
“My father paved a path for me,” said
Nix, who also retired from the U.S. Army
reserves. “Ingalls has made a living for
me and helped raise my children. Just like
the Army says, you can be all you can be
if you just put your mind to it and have a
great attitude about the job.”
Nix added that although his experience
starting out in 1975 was different from
his father’s in 1953, he has witnessed a
change in attitude toward workers.
“Today’s management seems to really
care about our health and safety,” he said.
“When I first got here, they would write
you up for going to the drink machine.
Now they make sure you stay hydrated
and let you cool off when you need to.”
Williams Jr., a 10-year shipbuilder,
designs systems for the Integrated
Logistics Systems Damage Control
Section. He attributes his success to his
father’s push toward education and a
strong work ethic.
“He set a great example for me,”
Williams Jr. said. “I saw him work two
jobs with just enough time to come home,
take a bath and change clothes. And he
made sure we never thought of skipping
school. He wanted to see us make
something of ourselves.”
Williams has two other sons,
Christopher and Errick Williams, five
grandchildren and one great-grandchild.
“What really keeps me coming back
to work is meeting good friends,”
Williams said. “I have people I can talk to
here, and I enjoy it. This job has helped
me support my family and I’m proud to
be a shipbuilder.”
Leroy Williams Sr.
7

Photos by Steve Blount
Chris Smith, Quality Assurance
inspector, uses a mirror to
visually inspect a weld on a
unit assembly for LPD 27.
8
Charles Kennedy
inspects a weld
for size and quality
on an LPD 26 unit
assembly.
Adam Todd, NDT inspector,
uses an alloy analyzer to
determine a pipe’s metal
content in the pipe shop.
By Michael Duhe
In the Pascagoula stacking hall, Non Destructive Test inspector
Byron Hamilton kneels on an inverted section of DDG 113’s
bottom hull, his eyes fixed on the screen of an ultrasound scope
being used to test the interior section of a weld.
Elsewhere in the yard, within a stone’s throw of LPD 26’s hull,
quality inspector Charles Kennedy visually inspects a vertical
weld on an LPD 26 unit assembly bulkhead.
In the Non Destructive Test Lab, Shayd Arboneaux uses liquid
red dye penetrant, a cleaning solution and a developer spray
solution to reveal cracks in a weld on a pipe socket/coupling
submitted by the training center.
Such is a day in the life of Ingalls quality inspectors, who have
the crucial job of verifying the quality of work performed at the
shipyard. They are part of the Quality and Process Excellence
department, which provides inspection and surveillance,
laboratory testing, process improvement and project facilitation,
and statistical analysis.
“Our mission is to oversee the implementation of the quality
management system,” said Charles LaRue, director of Quality
Inspection, who is responsible for shipboard inspection, shop
inspection and non-destructive testing inspection. “Basically,
we want to make sure that we’re producing the product in
compliance with the ship contract.”
LaRue’s group has about 98 quality inspectors, who inspect the
work performed by Ingalls crafts, including coatings, electrical,
hull, pipe, machinery, sheet metal and joiner/insulators. They
work on board ships, in shops and in other locations throughout
the shipyard. They conduct bill inspections when the scope of
work is completed by craft and in-process inspections while the
work is in progress, evaluating such factors as welding, weld
sequence and the use of proper material.
Compartment inspections are conducted when all craft work
is complete in a ship compartment, prior to selling it to the
customer.
The quality inspectors occasionally perform test witnessing as
well, according to LaRue. Once the work on distributed systems
is complete, the Test department checks the systems to ensure
they are functioning correctly. QA inspectors are on hand to help
ensure the tests are conducted according to procedure.
Inspectors from the NDT Lab use a variety of high-tech
tools and old-fashioned diligence to accomplish their job. They
perform ultrasonic testing (UT), liquid dye penetrant testing (PT),
radiographic testing (RT) and magnetic particle testing (MT).
LaRue said MT and PT are used for surface inspections, while RT
and UT are “volumetric,” meaning they can see inside the metal
and determine if there are subsurface defects.
NDT Lab inspectors look for voids and inclusions, areas where
the metal is not fused properly or some contaminant has been
left in the weld, according to LaRue.
“We expect to have four percent or less of the welds we NDT
test in the shipyard to have defects,” LaRue said. “If it’s higher
than that, we’ll work with the craft to take remedial action.”

The lab tests pieces of metal for content as well. One hightech
tool used to accomplish this is known as an alloy analyzer.
Resembling a phaser gun brandished by Enterprise crew
members in Star Trek, it emits a small amount of radiation and
can determine the makeup of a piece of metal or alloy, which is
displayed on a small screen on the top portion of the analyzer. If
the piece is not within specifications, it is rejected.
Other technology used in the
lab is more commonplace but no
less effective in finding defects in
welds and material. On one recent
day in the lab, NDT inspector/film
interpreter Jason Rushing closely
examined X-ray images of a section
of four-inch pipe. On one of them,
he noted a small rounded area
that appeared slightly darker than
the surrounding area. That caused the section X-rayed to be
considered a reject.
“What I rejected this for is porosity … basically, a bubble,”
Rushing explained. “It’s empty. I also look for inclusions that
would have either slag or anything foreign to the weld in it.”
Daniel Quandt, quality manager of the NDT Lab, said the
inspectors in the lab are highly-trained employees who go
through extensive on-the-job and classroom training. They are
required to pass two certification exams and a practical exam to
qualify to perform each NDT inspection method.
“The job requires people of the utmost integrity and honesty,”
Quandt said. “These NDT inspectors are inspecting welds and
components that are under high pressure or high stresses. If
the weld or component fails, it could result in loss of power or
steering to the ship, loss of integrity of the hull’s structure or
even death, if a high pressure pipe system failed and a crew
member was in close proximity.”
Quandt said audits of the NDT inspectors’ work are performed
every six months to monitor their inspection performance
and provide constructive feedback. In addition, SUPSHIP NDT
personnel monitor the Ingalls NDT inspections to assure the
Navy that procedures are being followed in accomplishing the
required inspections.
Thousands of piping system control joints and hull structure
sites on a ship require either MT, PT, UT or RT inspection,
according to Quandt. For UT on hull structures, random
sampling is performed on 12-inch weld sections.
“We test 12-inch sites that are representative of that entire
seam of weld,” Quandt explained. “Therefore, if you have an
acceptable 12 inches of weld you can assume the remaining
weld should be of that same excellent quality. Over the last
year, the Hull department has worked diligently to improve its
welding and it has shown in the NDT metrics.”
Inspectors can also be found in other areas of the yard,
inspecting various unit assemblies. On a recent morning in the
Covered Slab Area in Pascagoula, Quality Assurance inspector
“The job requires
people of the utmost
integrity and honesty.”
Chris Smith used a variety of tools to carefully inspect welds
on a unit assembly for LPD 27. One tool, a weld gauge, features
stainless steel fold-out blades while another resembles a small
version of a retractable mirror used by security officers to
inspect the underside of vehicles. He uses more common tools
as well, including a flashlight and tape measure, to look for
possible defects in material and weld seams.
Smith’s inspections occur while the work
on units is in progress and upon completion.
He uses a list of attributes that specify what
he looks for, such as proper material, proper
welding filler, structural cuts, alignment,
location of structure, weld sequence and
other factors.
Unit assemblies that have been moved
to the vicinity of ships undergo in-process
checks by quality inspectors as well.
“We’ll do outfitting inspections on the ground prior to the lift,”
Charles Kennedy explained. “Once it’s landed onto the ship, we’ll
inspect tie-in welds and erection joint welds for the unit.”
Mike McDaniel, superintendent of Quality Inspections, said,
“In-process checks can help catch any issues before the unit
is lifted into place, while the unit is wide open. The working
conditions are better. That can be a big cost saving measure. It
eliminates work downstream.”
Approximately 10 inspectors assigned to LPD 26 conduct tank
inspections, structural inspections, as well as electrical, pipe,
intake and exhaust inspections, according to McDaniel.
LaRue noted the special role of the Quality and Process
Excellence department.
Daniel Quandt
Continued on page 10
From left, Non-Destructive
Test inspectors Byron
Hamilton and Chad Parker
use an ultrasound scope on
a weld on the underside of
DDG 113’s hull.
9

Avondale Quality busy with LPD 25, shops
Members of the Avondale Quality team
include, from left: Lenny Danos, Quality ship
superintendent, LPD 25; Daryl Cuquet, Quality
manager; Bing Zeringue, Quality Inspections
manager; Dale Joseph, Quality Surveillance
manager; and Ronn Besselievre, Quality director,
alongside LPD 27 Units 3100 and 3200 under
construction at Avondale. Photo by Ed Winter
By Ed Winter
Avondale’s Quality and Process
Excellence shipbuilders have been busy
monitoring progress on Somerset
(LPD 25), as well as work in the shop
areas, where components are being built
for LPD 27 now under construction in
Pascagoula.
“Our focus lately has been on LPD 25,”
Ronn Besselievre, Quality director, said,
“making sure it is thoroughly inspected
and ready for its next big milestone,
builders trials, later this year.”
Besselievre said that Quality Assurance
inspectors have been performing a wide
variety of inspections on many of LPD 25’s
ship systems, as well as on shipboard
equipment.
“We need to ensure everything is
compliant and functioning as designed
before the ship goes to sea,” Besselievre
stressed.
Bing Zeringue, Quality Inspection
manager, said that his group is working
diligently to close out any open liens, non
conforming reports (NCRs), and deferred
work (DW’s) on LPD 25.
“We need to certify that all these items
are thoroughly checked out and finalized
before the ship can progress to its next
stage,” said Zeringue. “It’s a big job but a
critical step in final ship production.”
Quality Assurance Inspector Lenny
Danos has been concentrating on recent
compartment completions on LPD 25.
“We have been inspecting all aspects
of these compartments to make sure they
are totally complete,” Danos said. “It’s
vital to be sure before we can sell them to
our customer.”
Another QA inspector, Daryl Cuquet,
noted that in the coming weeks they will
be inspecting the installation of non-skid
material on the LPD 25 flight deck to
ensure it is performed properly.
“This is a tricky application process
so we will be monitoring the work to
ensure it is done to specs and performed
correctly,” he said.
Working in Avondale’s Factory, QA
inspector Dale Joseph has been focusing
his efforts on panel fabrication and unit
construction for LPD 27.
“We’re checking units being built in the
Factory, as well as inspecting LPD 27’s
Unit 3100 and Unit 3200, which are both
being built out on Platen 10, to ensure
quality workmanship,” Joseph said.
“Our inspectors are also looking at
LPD 27 pipe detail fabrications in the
Pipe Shop, and on package units and
foundations for LPD 27 in our Main
Fabrication Shop,” he added.
“So we have a lot of work on our hands,”
Besselievre summarized, “but we’re going
the extra mile to ensure that high quality
is being built into these two ships.”
Continued from page 9
“We are the conscience of the company,” LaRue said. “We’re
in a unique position where the customer may want more and the
supplier wants to do only what’s required in the contract. We have
to be the mediator between the two. It’s a healthy kind of tension.
“You have to understand both the customer’s and company’s
perspectives,” LaRue continued. “Our job is to enforce the
contract, objectively.”
LaRue said he believes Ingalls has re-established a good
reputation for quality with its customers over the past few years.
“You can walk LHA 6 now and I can tell you that cable plant on
that ship is one of the best this company has ever had,” he said.
“The wireways are very organized. We have a set of metrics that
monitor if the cable is appropriately tagged and routed. Over the
past few years, the amount of routing deficiencies has fallen to
less than four percent.”
LaRue said he’s proud that his group has re-established an
“appropriate relationship” with the craft and SUPSHIP.
“I say ‘appropriate’ because there should be some healthy
tension between us,” LaRue explained. “We have a good
relationship with both now. You can’t be biased toward either.”
He’s also proud of the improving relationships and sense
of teamwork within his group. Stanley Walding, manager,
10
Surveillance and Shop Inspection, agreed, saying, “I think we’re
engaged with the craft management at a higher level now. We
now work with the trade directors in developing action plans to
address improvement opportunities for their processes. We work
collectively to come up with strategies that benefit the shipyard.”
“It’s to the point where management from Operations will come
to us and ask us to go out and do some checks for them,” added
Randy Walker, manager, Quality Inspection/NDT.
The department faces a number of challenges this year,
according to LaRue, including LHA 6 builders trials and the
delivery of LPD 25. But he is confident that the shipbuilders whose
job it is to assure quality will meet the challenge.
“More so than any other group, they have to be aware of what
their signature represents,” LaRue said. “A daily challenge for
them is being constantly aware of what the requirements are,
because there are a lot of requirements.
“Our management staff has focused on being engaged,”
LaRue continued. “We’ve implemented supervisor audits, in
which they watch an inspector perform an inspection and provide
constructive feedback. We want to help them stay current on all of
the requirements of their job and to be sure when they sign their
name.”

offers ‘Destination’ in april
By Michael Duhe
Although regular workouts and a healthy diet
are important to staying fit, they’re only
part of overall wellness, according to Joni
Goodman, HealthWaves program manager.
“It’s also important to have a healthy state of
mind for well being,” she said. “You can be as fit
as possible, but if you’re also an emotional wreck,
you’re not well.”
Wellness also reflects the mental, emotional
and social aspects of an individual’s life, which
are equally important, said Goodman.
According to the Center for Disease Control,
“Many indicators that measure living
conditions fail to measure what people
think and feel about their lives, such as
the quality of their relationships, their
positive emotions and resilience, the
realization of their potential, or their
overall satisfaction with life, i.e.,
their ‘well-being.’”
In April, HealthWaves kicks off an eight-week “Destination”
series that focuses on the mental state of wellness. Goodman
said the series addresses the participants’ general outlook on
life. Its goal is to help participants attain a better state of mind
and to reinforce their power to make positive changes.
The first phase of the series, Destination Relaxation, begins
with focusing on relaxation. Participants will be given a self
efficacy questionnaire about their self perception and self
confidence. The answers will establish a baseline to be compared
with answers to a similar questionnaire given at the end of the
program. During this initial 30-day phase, participants will be
provided with advice on relaxation and stress management. Daily
relaxation activities, such as deep breathing exercises and yoga
poses, are provided as well.
The next part of the series is known as Destination Contemplation.
Its goal is to “open them up to change,” Goodman said. An electronic
presentation provides information on progressive relaxation, soothing
music and motivational sayings to prompt participants to contemplate
positive behavioral changes they can make.
The third part of the series is Destination Motivation, which prepares
participants to take concrete steps to improve their well being.
“Many people don’t have the confidence to make changes, so they don’t,”
Goodman said. “And some people are ready to change but don’t have the tools they
need. The Destination series can give them both the confidence and tools. At the end
of the series, they should feel like they can make a change.”
Spiritual Wellness • Environmental Wellness • Emotional Wellness • Social Wellness • Physical Wellness • Intellectual Wellness
HealthWaves is also offering “Work Well,” a program designed to help
prevent on-the-job injuries through a series of stretching movements and
exercises. An initial screening will help determine if a shipbuilder is having
issues performing particular movements, according to Melissa Schnoor, senior wellness
coordinator. Based on the results, exercises will be recommended to enhance movement.
“It’s very basic but it’s a great program,” Schnoor said.
Work Well screenings are now available at the FitCenter, as are blood pressure screenings,
as HealthWaves continues its “Pressure Points” campaign to combat high blood pressure.
For more information, call (228) 935-4580 or 0514.
Wellness coordinator intern Alisha Kortje checks the blood pressure of Dannon Butts, manager,
Quality Audits, during a recent Well Check. HealthWaves continues to offer Well Checks at
various locations in the shipyard and at off site locations. Photo by Michael Duhe
Tips to Clip: Controlling Cholesterol
High cholesterol increases your risk for heart disease.
People at any age can take steps to keep cholesterol
levels normal.
Get a Blood Test
Eat a Healthy Diet
Maintain a Healthy Weight
Exercise Regularly
Don’t Smoke
Treat High Cholesterol
High cholesterol
usually has no
signs or symptoms.
Only a test will
reveal it. The test is
called a lipoprotein
profile. It measures
several kinds of
cholesterol as well as
trigycerides.
Cholesterol tests
are available as part
of Well Checks now
being offered to
Ingalls shipbuilders
both on and off site.
A healthy diet
can help keep blood
cholesterol levels
down. Avoid saturated
fat, trans fats, and
dietary cholesterol,
which tend to
raise cholesterol
levels. Other types
of fats, such as
monounsaturated and
polyunsaturated fats,
can actually lower
blood cholesterol
levels. Eating fiber
can also help lower
cholesterol.
Being overweight or
obese can raise your bad
cholesterol levels. Losing
weight can help lower your
cholesterol.
To determine whether
your weight is in a healthy
range, doctors often
calculate a number called
the body mass index (BMI).
BMI checks are available
as part of Well Checks
being offered to Ingalls
shipbuilders.
Physical
activity can help
maintain a healthy
weight and lower
cholesterol. The
Surgeon General
recommends
that adults
should engage in
moderate-intensity
exercise for at
least 30 minutes
on most days of
the week.
Smoking injures blood
vessels and speeds up the
hardening of the arteries.
Smoking greatly increases
a person’s risk for heart
disease and stroke.
If you don’t smoke,
don’t start. If you do
smoke, quitting will lower
your risk for heart disease
and stroke. Your doctor
can suggest programs to
help you stop smoking.
Breathing secondhand
smoke increases a
person’s risk for a heart
attack and other heart
conditions.
If you have high
cholesterol, your doctor
may prescribe medications
in addition to lifestyle
changes. Controlling LDL
cholesterol is the primary
focus of treatment.
Your treatment plan will
depend on your current
LDL level and risk for heart
disease and stroke. Your
risk for heart disease and
stroke depends on other
risk factors including high
blood pressure, smoking,
age, HDL level, and family
history of early heart
disease.
11

aving played a major role in producing electronic
systems, equipment and components for the air
and missile defense industries, Litton Industries
saw an opportunity to apply its broad technological
capabilities to marine defense and commercial
shipbuilding.
In December 1961, Litton acquired Ingalls Shipbuilding.
And, almost immediately, both realized the benefits of
the relationship.
In 1962, Ingalls received a contract from Moore-
McCormack Lines of New York to build a series of six
cargo ships. These ships, the first of which was launched
in 1964, were the first U.S-built merchant ships to be
fully automated, allowing control of the ships’ engines
directly from the bridge. This contract was soon followed
by an award from American President Lines for five
advanced, automated cargo liners. By using high-tensile,
lightweight steel in the hull design, Ingalls built an even
faster ship, which had, by virtue of the decreased hull
weight, an increased capacity for cargo as well.
In the mid-1960s, Litton saw the approach of one of
the biggest shipbuilding booms in peacetime American
history. There were scores of new ships to be built to
replace the aging naval fleet, and hundreds of modern
commercial vessels were required to get America back
in the ranking among the world leaders in merchant
shipping.
A new shipbuilding facility
Backed by three decades of successful shipbuilding experience at
its original East Bank location, Litton announced in June 1967 plans
to build a totally new ship manufacturing facility on the west bank of
the Pascagoula River. The Ingalls West Bank facility would become
the first major shipyard built in the U.S. since World War II.
With an eye toward the future, Litton’s innovative idea was to build
ships using modular techniques. Modular ship production begins
with hundreds of smaller, pre-outfitted sub-assemblies that are
joined to form assemblies, which are then welded together to form
complete hull and superstructure modules.
These giant modules, each weighing thousands of tons, are joined
together on land to form the completed ship’s hull prior to launch.
The result of this early outfitting and modular construction is a ship
that is more than 70 percent complete at launch.
The new facility’s ship launch and recovery process would be just
as innovative as the company’s production methods.
Completed ship hulls would be rolled in on a rail transfer system
from the construction area to Ingalls’ floating drydock for launch. The
drydock would then be positioned over a deepwater pit and ballasted
down, allowing the ship to float free. Following launch, each ship
would be taken to an outfitting pier for a sparkling wine christening,
final outfitting and dockside pre-delivery testing, and onboard crew
testing.
On Jan. 11, 1968, ground was broken for the new design and
production facility on the west bank of the Pascagoula River.
In 1968, ground was broken for
the Ingalls West Bank design and
production facility, seen here in 1971.
Photos from Ingalls archives
1960 - 1961 - 1962 - 1963 - 1964 -
1960 – Avondale Marine Ways,
Inc. was officially merged into
Avondale Shipyards, Inc.
1961 – Henry Zac Carter
is named President of
Avondale Shipyards Inc.
1964 – Mormacargo
delivered to Moore-
McCormack Lines
12
1961 – First Ingalls-built
nuclear sub, USS Sculpin,
delivered
1963 – Attack sub
USS Barb delivered

Capt. Dave Nelson has served on Oregon II for 20 years. Photo by Steve Blount
Oregon II longest serving Ingalls-built ship
By Michael Duhe
Dave Nelson has a pretty good idea
about the quality of Ingalls ships. He’s
captain of an Ingalls-built ship that’s been
in service since 1967.
Nelson commands RV Oregon II,
a National Oceanic and Atmospheric
Administration research ship. Its
homeport is on the east bank of the
Pascagoula River, not far from where she
was launched.
“For the work that we do, she’s a
workhorse,” Nelson said.
That work includes conducting fishery
and living marine resource studies in
support of the research of the National
Marine Fisheries Service (NMFS),
Pascagoula Laboratory. The ship collects
fish and crustacean specimens and fish
larvae and eggs using trawls and benthic
longlines, as well as plankton using
plankton nets and surface and midwater
larval nets.
Nelson and his 18 crew members take
scientists and biologists on research
surveys in the Gulf of Mexico, Atlantic
Ocean and Caribbean Sea. Every species
caught is recorded. They look for trends,
such as species that are either increasing
or depleting, and enter the information
into a database. One recent survey
involved tagging and releasing sharks
caught between Key West, Fla., and Cape
Hatteras, N.C.
Nelson has served as captain of the
177-foot long Oregon II for five years. He
joined the crew as a deckhand in January
1993.
“I came from a world of commercial
fishing but I wanted something different,”
Nelson recalled. “When I joined NOAA, I
saw a bright future and I was pleased with
the ship.”
Nelson feels a special bond with
Oregon II, which has proven its reliability
and quality many times over the years.
“We do 200 days a year at sea,” Nelson
said. “Last year, we lost only three days
due to mechanical reasons. For a boat
that age, that’s pretty good.
“Most of the ships built today don’t
have the life expectancy this ship has,” he
continued. “It’s got its own unique traits.
It’s a very good boat and the scientists
are happy with it, too. She’s built very
well. When we go to drydock every two to
three years, we’re always told, ‘This thing
is built!’ The quality of steel Ingalls put in
her years ago … it’s my understanding
you can’t even get that quality of steel any
more. That’s why she’s still in operation
45 years later.”
Oregon II has been overhauled many
times over the years, including new
engines installed several years ago.
Nelson said she’s also inexpensive to
operate, an important factor in today’s
tight budget constraints.
“She’s still in good shape and I’m proud
of her,” Nelson commented.
1965 - 1966 - 1967 - 1968 - 1969
1965 – Avondale delivers
USS Davidson (DE 1045)
1966 – Assault ship USS
Tripoli delivered
1967 – Oregon II delivered
1967 – Avondale delivers
first-in-class U.S. Coast
Guard High Endurance Cutter,
Hamilton (WPG 715)
1968 – Ground
is broken for
Pascagoula
West Bank
facility
1969 – Keels laid
for 772-foot LASH
cargo vessels
Lash
Turkiye
13

LASH Italia is seen at Avondale in 1969.
Photo from Ingalls archives
By Ed Winter
Ahe decade of the 1960s were exciting and changing times
for Avondale. On June 30, 1960, Avondale Marine Ways
Inc. was officially merged into Avondale Shipyards Inc., a
wholly owned subsidiary of the Ogden Corp. of New York City.
Ogden would continue its ownership of Avondale for another 25
years.
This new name was a glimpse of even greater change to
come for Avondale during that important decade. A changing
of the guard also took place when one of the original officers
of the company, John H. Bull, who was with Avondale since its
inception in 1938 and who was Avondale’s president since 1954,
retired in July of 1961.
Bull’s successor, Henry Zac Carter, became the new company
president on Aug. 1, 1961, ushering in a new era of expansion,
diversification and growth. Under Carter’s leadership, Avondale
would embark on one the most prolific eras in its history with
the formation of several new divisions which would lead
to a burgeoning work force, many more contracts, and an
unparalleled record of production.
Some of the divisions formed in the 1960s included:
Avoncraft, which manufactured porcelain enamel gasoline
service stations; the Westwego Yard, where barges, offshore
supply vessels, tugs and towboats were built; and the Harvey
Quick Repair Facility on the Harvey Canal, where offshore
vessels were serviced and repaired.
Also during that decade, Avondale opened its Service
Foundry Division, where bronze propellers and other metal
castings were forged; the Steel Sales Division, which sold steel
to manufacturers all over the South; and the new Bayou Black
Division near Morgan City, where offshore oil drilling platforms
were its specialty.
Semi-submersible drilling rigs were already being built in the
main yard for a few years but this work increased in the 1960s for
customers such as Noble Drilling, SEDCO and ODECO.
The 1960s also saw a $38 million expansion program begin
at Avondale that included new fabricating shops and a modern
steel-handling facility. It also included the acquisition of 100
additional acres of land plus the introduction of the latest in
shaping and forming machinery as well as drafting equipment.
With Avondale employment levels growing dramatically along
with the company during the decade, the main yard was abuzz
with many construction projects, including several series of ships
for both commercial and military customers.
To begin the decade, Avondale delivered two U.S. Navy
guided missile destroyers – USS Semmes (DDG 18) and
USS Tattnall (DDG 19), in 1962 and 1963, respectively. Both
served for 30 years in the Sixth Fleet with deployments in the
Mediterranean and Caribbean, as well as in Europe and the
Middle East. Semmes served in the Middle East during the 1979
Iranian hostage crisis and Tattnall supported Operation Desert
Shield in the early 1990s.
The impressive variety of ships Avondale was building in
the 1960s and into the 1970s included 12 Hamilton-class High
Endurance Cutters for the U.S. Coast Guard – the predecessor
class to the National Security Cutters being built by Ingalls today.
The latest NSC being built in Pascagoula is notably named
Hamilton, and, as a testament to the high-quality Avondale
workmanship, several of these 40-year-old cutters are still in
service today.
The ‘60s also saw Avondale building a series of U.S.
Navy destroyer escorts (DEs) in a radically new method of
construction. The process involved the hull being assembled
in an inverted position and then placed in a series of massive
turning rings where it was rotated to an upright position. The
bow, stern and superstructure were added and the completed
vessel was then side-launched into the Mississippi River.
Overall, a total of 36 DEs in four different classes were built at
Avondale from the late 1950s through the early 1970s.
The company thrived in the late 1960s under President Nixon’s
10-year program to revitalize the sagging American Merchant
Marine fleet. This effort led to contracts to build several 500-footplus
commercial cargo ships for States Lines, Lykes Brothers,
Gulf South American and others, as well as additional work to
build multiple 800-foot LASH cargo ships for Pacific Far East
Lines and Prudential Lines.
By decade’s end, Avondale was delivering more than
20 vessels a year including DEs, cutters, LASH and cargo
steamships, 900-foot tankers and LNG ships, plus semisubmersible
drilling rigs, supply vessels, and scores of barges
ranging in length from 60 feet to 300 feet.
The 1960s was, indeed, a busy decade for Avondale, a pivotal
period of dramatic change, innovation and growth. These
bustling years of progress served as a solid foundation and
springboard for it to win even more commercial and military
work over the next 50 years.
14

Long Service
April
MASTER SHIPBUILDERS
Robbie Jay
45 years
Nolan Gisclair Jr.
40 years
Edward Griffith
40 years
Georgia Hurd
40 years
Francis Wolak
40 years
45 years
Donald N. Duckworth
Robbie J. Jay
Richard T. Ourso
40 years
Paul J. Barial
Robert L. Boegner Jr.
Nolan Gisclair Jr.
Edward J. Griffith
Georgia L. Hurd
Francis T. Wolak, AMSEC
Herman L. Winborn
35 years
Lianne S. Elliott, AMSEC
Mark B. Gagnet
Terry L. Harless, AMSEC
Leonard St. Cyr
30 years
Fred W. Habeck Jr.
25 years
Brenda M. Brown
Daryl M. Cuquet
Joseph R. Escalante
Lorenzo L. Fuller
Joseph A. Green
Paul Hardy
Roosevelt M. Hollie
Edwin Lofton
Scott A. Miller
Robert E. Montague
Steven A. Morehead
Catherine B. Norman
Charles L. Pineda
Arthur B. Porter
Arthur H. Sanderson
Darrell K. Smith
Curtis W. Tisbury
Errol J. Winn
20 years
Michael J. Dobrolet
Merle Hensley
Reginald L. Jones
Edward W. Keel
Roderick L. Mize
Theresa Underwood
Donald M. Van Dyke, AMSEC
15 years
Christopher K. Adkins, AMSEC
Steven T. Ard
Ryan Charles
Michael D. Cain, AMSEC
Brett H. Conner
Gregory A. Cox
Richard L. Davis
Patrick L. Dingle
Michael R. Dixon
Ernesto Flores, CMSD
Dezimond B. Gray
Fabian D. Holmes
Lawrence O. Holt
Frederick V. Holtz
Tony G. Johnson
Bruce A. Knowles
Derrick D. Larry
Roscoe L. Lett
Reginald E. McKinney
Terrence D. Nellum
Alvin M. Overstreet
Juan Perez
Donald P. Richardson
Donald L. Robinson
Raymond A. Sauerwin
Ervin L. Shoemaker
Roy D. Stewart Jr.
George E. Thompson
Donald J. Torres
Albert E. Touchard
Daniel G. Treace
Allen W. Tubb Sr.
Alexander W. Van Den Ende, AMSEC
Richard W. Williams
Zenovia L. Woodson
John C. Yarborough
10 years
Enoch C. Bell
Richard G. Betts, AMSEC
Joshua D. Box
Leonard Bridges II
Michael Brown
James G. Church
Kerry D. Daniels
Rubin J. Davis Jr.
George T. Dawson
Gary A. Denomy
Jay D. Fields
Melvin B. Forbes Jr., AMSEC
Dianna L. Genton
Bobby L. Harvey
Randall J. Hines
Richard E. Holmes
Alonzo L. Howard
Edward L. Irwin, AMSEC
Mia T. James
Robert W. Johnson
Stephen Michael Karnes
Frank W. Kerr
Antonio Mauricio
Charlie Palomo, AMSEC
Claude L. Payne
Connie O. Peregrina
Tracy A. Prioletti, AMSEC
John Rosario
John F. Ros
Jason L. Rushing
Michael A. Sanders
Raymond S. Smith
Darrion Stanley
Dennis W. Tufnell
Donald W. Waller
David N. Williams
Russell T. Wilson Jr.
WHERE ARE THEY NOW
The Ingalls-built guided-missile cruiser
USS Mobile Bay (CG 53) and an MH-60S
Sea Hawk helicopter from the Eightballers
of Helicopter Sea Combat Squadron 8
prepare for a replenishment-at-sea.
(U.S. Navy Photo by Mass Communication
Specialist Seaman Marco Villasana)
15

1000 Jerry St Pé Hwy
Pascagoula, MS 39567
PRST STD
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PAID
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PERMIT NO. 105
Vol. 3, Number 3 • April 2013
INGALLS SHIPBUILDING