Photo By Troy Miller | The recently formed Norfolk Naval Shipyard Transformation Office (Code 100T0) Team...... read more read more
Finance alum Nick Candito once said “Companies that change might survive, but companies that transform thrive. Change brings incremental or small-scale adaptations, while transformation brings great improvements that ripple through the future of an organization.”
Approximately two years ago, Naval Sea Systems Command (NAVSEA 04) made the decision to stand up transformation offices (100TO) at each of the four public shipyards: Norfolk Naval Shipyard (NNSY) as well as Portsmouth, Puget Sound and Pearl Harbor Naval Shipyards. NAVSEA recognized that substantial system transformation was required to address shortfalls and inefficiencies in ship maintenance, and the establishment of Code 100TO was essential to accelerate improvement. This also supported multiple high-level efforts such as Vice Chief of Naval Operations (VCNO) Performance to Plan, NAVSEA strategic improvement plans and Lines of Effort to drive innovation, improve data integration, and strengthen our digital capabilities to improve performance and delivery of ships.
In May 2023, NNSY officially began standing up Code 100TO with a mission to lead NNSY through change and growth; driving innovation, improving efficiency, and ensuring the shipyard’s long term success. This included reorganizing both the NNSY Innovation Lab and 100PI Process Improvement groups under a single department, as well as standing up two new divisions to accomplish Strategic and Digital Transformation. “Currently, Code 100TO is still in a growing period,” said Chief Transformation Officer Amanda Gulledge. “We are in the process of hiring several positions. Today we're around 35 people, and intend to grow to about 70 once all is said and done.”
The Transformation Office consists of four divisions. The first one is the Strategic Transformation Division (Code 100TO.1) that partners with shipyard and outside stakeholders to deliver strategic transformation through project and change management, coaching, metrics and training. Strategic initiatives are selected by the Shipyard Steering Committee and NAVSEA 04 Industrial Operations. These are initiatives that focus on shipyard-wide, large scale, high-level or impact areas. Examples include: wartime readiness, workforce development, job readiness and Inside Shop improvements to start.
“Workforce development is one of the biggest initiatives we are supporting right now,” said Strategic Transformation Division Head Michael Ewing. “We are working on core competencies for all the employees in the shipyard to ensure everyone is given the training and development needed in order to perform their job successfully.”
The System Improvement Division (Code 100TO.2) supports systems transformation and Lean process improvement.
“Code 100TO.2 has two branches. The first one is the Industrial Systems Branch which focuses a lot on what I would call the Code 900 (Production Resources Department) world. We look at various shop processes, workflows and see how we can support the mechanic, and assure nonstop execution of work,” said Systems Improvement Division Head Bill Harrell. “The second branch is the Planning and Execution Support Branch, which focuses on support codes such as Nuclear and Non-Nuclear Engineering (Code 2300 and 200), Quality Assurance Office (Code 130); Supply Department (Code 500); and the Lifting and Handling Department (Code 700). We also focus on what we call the strategic planning side of the house through the Operations Department (Code 300), supporting our waterfront projects to identify improvement areas to increase efficiency, lower cost, and improve safety.”
The Innovation and Technology Insertion Division (Code 100TO.3) conducts research development, tests and evaluations (RDT&E), innovations, rapid prototyping, new technology insertion and laboratory support.
“The Innovation and Technology Division injects new technology and equipment into the shipyard. We also perform rapid prototyping to solve problems, creating specialized tooling, mockups, and other items that enhance the way our mechanics are able to prepare for and perform the work they are assigned,” said Innovation and Technology Division Head Matt DeLong. “Folks tell us what would make their work easier and more expedient while still maintaining high quality. Then we, Code 100TO.3, conduct the research and come up with ideas for a potential solution to their problem, ultimately delivering solutions to the waterfront.”
The Digital Transformation Division (Code 100TO.4) supports advanced digital technology planning, development, research, and pilots for full scale implementation and delivery to shipyard end users.
“What the Digital Transformation Division does is bring new capabilities to the shipyard that will enhance our ability to perform at a more productive rate in the future,” said Digital Transformation Division Head Delmonte Spence. “Some of the things that we are working towards is a full Asset Visibility Management System [using Radio Frequency Identification] (RFID) that will show the location of all material in the shipyard on a digital map, making it easy to find our material. Delivering digital crew boards to the waterfront, this capability combines the various apps the supervisors use each day into one place to plan their work, assign mechanics, and make assist trade requests, just to name a few.”
Although change can be challenging and transformation even more so, the Transformation Office will continue to work towards Code 100TO’s vision of partnering with stakeholders to reimagine the way America’s Shipyard does business by unleashing creativity to build the shipyard of the future.
| Date Taken: | 02.06.2025 |
| Date Posted: | 02.06.2025 13:42 |
| Story ID: | 490240 |
| Location: | PORTSMOUTH, VIRGINIA, US |
| Web Views: | 320 |
| Downloads: | 1 |
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