OCTOBER 2005

Leadership Development At EB: Participants Describe The Process • 2

Earned Hours •3

Health Matters • 4

Electric Boat, Navy Team Up To MoveFloating Drydock • 6

Contract Roundup • 7

Open House • 8-11

Painting And Coatings Team MeetsNAVSEA Challenge •12

Electric Boat Receives $6 Million ForSubmarine Repair Work • 13

General Dynamics Reports StrongThird-Quarter Financial Results • 13

U.S. Navy Awards General Dynamics$162 Million To Convert USS Georgia ToSSGN •13

Classifieds • 14

Service Awards • 15

Retirees • 16

Electric BoatHonors ItsDistinguishedShipbuilders

On Oct. 14, Electric Boat desig-nated 79 employees

with 40 of service as Distin-guished Shipbuilders for theircontributions to the company'ssuccess over that time. The 2005honorees are at right.

INSIDE

Electric Boat

Seated, from left: Ronald Amer, Charles Ballato, William Barnes, James Barney, John Bass, Russell Borden Jr., Kenneth Brevard Jr., Wayne Burgess, Robert Bursell Jr., Salvatore Burton, John Carlson. Second row, from left: AlanChampagne, William Clark, John Daley, Leonard Denommee Jr., Robert Dimock Sr., Joseph Gendron, David Gienau,Robert Gingerella, Roy Glandis, Donald Greene, Francis Hobby. Third row, from left: Robert Jacques Sr., ThaddeusJadczak, Paul Jutkiewicz, Ronald Kirkland, John Koning Jr., Gilbert Lavoie, Robert Lawrence, William Litwin, StevenMello, Raymond Micklich.

Seated, from left: Kenneth Michaud, Leonard Montesi, John Morey, Paul Morris, David Nelson Sr., Michael Toner,Paul Olivier, Leon Owens, David Pacheco, Stephen Parenteau, James Peterson Jr. Second row, from left: RobertPion, Benjamin Pipech, Kenneth Prescott, Henry Rianhard, Hubert Rice, Paul Romagna, Diana Scarano, ErichSimonds, Frederick Smith III, Paul Smith, Edward Smuts, William Stoddard. Third row, from left: Richard Stottlemyer,Edward Suter, Harold Swanson, Roland Tobey, Joseph Vacca, Jr., Richard Walsh, Garfield Williams. Honorees Notin Photograph - Paul Beaupre, Joseph Booth III, Thomas Concannon, Gilbert Dionne, Edward Gaffney, Paul GidiusJr., John Hollis, John Jacobs, Ronald Jacques, Lynn Kennerson, Louis Martinez Jr., John Murphy, John NickolenkoJr., Rudolph Niemi, David Paul Jr., Richard Romagna, Peter Silver Jr.

EEDDIITTOORR’’SS NNOOTTEE:: In March 2003, Electric Boatlaunched a program to develop its future lead-ers, providing participants with the skills andexperiences they will require to sustain the suc-cess of the company and advance their careers.Recently, the first group of 25 employees –known as Business Leader Group 1 (BLG1) –completed its formal training. In the followinginterview, three BLG1 members described theprogram and its effects on them. Participating inthe Q&A were Dan Panosky, manager – com-pensation and salaried employee relations (641),Dan Gietzen, multi-mission system programmanager (419) and Tony Moniz, superintendent –automated frame and cylinder, modular con-struction and support services (915).

What were your expectationswhen you were selected for theBLG?

Panosky: I had two primary expecta-tions. In the near term, I was hoping toexpand and enhance my management skillswithin my current areas of responsibility.Items such as employee development,effective and appropriate delegation, andtime management techniques were of pri-mary interest. In the longer term, I washoping to understand more about the differ-

ent aspects of the business, particularly inareas beyond those I had traditionally beeninvolved with. I didn’t have any specificexpectations in terms of how this secondgoal would be achieved, but realized thatsimply interacting with a broad cross sec-tion of other folks within the BLG groupwould definitely have some benefit andvalue.

Gietzen: When I was selected for the firstbusiness leader group, without prior historyto research or prior participants to consult, Iwas not exactly sure of what I was gettinginto. With that aside, I viewed this as anopportunity to become exposed to newparts of the company. This exposure couldconsist of meeting new people, experienc-ing different perspectives and learningabout parts of the business that I have notbeen exposed to in the past. In addition, Iexpected to learn new leadership skills thatwould help me during my career.

Moniz: I was hoping the program wouldprovide a positive learning experience thatwould allow me to become a better leader. Iwas also hoping to gain a better under-standing of the entire business – not just the

area that I am presently responsible for.

Describe how those expecta-tions meshed with the actualstructure and requirements ofthe program.

Panosky: The layout of the overall pro-gram provided both formalized training andassignments, as well as more informal, andI think equally effective experiences. As anexample, the business simulation requiredus to evaluate and consider typical businessdecisions that involved aspects of EB I hadlittle prior involvement with. Working overseveral months with a small team of peoplefrom other areas of EB provided me with abetter understanding of the issues to con-sider in making business decisions to pur-sue new work (e.g., resource issues, facilityrequirements, the contractual impacts ofthese decisions, etc.). As a result of thestructured assignments such as this one, aswell as the less formal activities, I had theopportunity to develop a rapport with manyother people at EB. Through the course ofthe entire program, I was able to learn moreabout other parts of the business as well asshare ideas on a range of other manage-

2 I October 2005 I ELECTRIC BOAT NEWS

Leadership Development At EB: Program Participants Describe The Process

The first group of participants in Electric Boat’s leadership-development program recently completed the formal part of their program. In the front row are,from left, Dave Konicki (663), Sean Davies (508), Dan Panosky (641) John Sedor (271) Colleen Whipple (615) Bill Frydryk (900) Dan Dinneen (100) Chuck Martin(355) Tony Moniz (915) and Lucas Demetroulakos (438). In the back row are, from left, Dan Gietzen (419) Franz Edson (409) Kim Beyer (355) Don Moore (686)Steve Labrecque (642) Ed Wells (330) Mike Gresh (604) Steve Nohara (419) Kurt Hesch (686) Art Serpa (900) Ron Medrzychowski (400) Stan Walczyk (274) MattMunch (449) Chris Taylor (275) and Tom Lyon (685).

ELECTRIC BOAT NEWS I October 2005 I 3

Earned Hours • Where We Stand

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

Emaildbarrett@ebmail.gdeb.com

ment issues and challenges we all face.

Gietzen: BLG 1 was composed of agroup of very talented and dedicatedemployees, many of whom I had nevermet. The program consisted of severalgroup exercises and functions that allowedme to develop a personal and professionalrelationship with several people in thisgroup. The program also included severalworking dinners hosted by the executivestaff, which enabled me to build a relation-ship with the executive staff and to developan understanding of their area of the busi-ness. Additionally, we participated in abusiness simulation that provided insightinto parts of the company that I had notbeen exposed to, which gave me an appre-ciation for those functions.

Moniz: One of the learning experienceswe went through was the business simula-tion. We were divided into teams and had toanalyze information and make decisions,both as individuals and as a team. The sim-ulation led us through aspects of the busi-ness that some people did not have expo-

sure to prior to the exercise.

We also were given a battery of tests andsubsequently given feedback that addressedleadership effectiveness, personality pro-files, motivational profiles and a 360-degreeprofile. Both the simulation and the testingwere good learning experiences.

Additionally, we also had business dinnermeetings with the vice presidents and vari-ous directors, who explained to us whatroles their organizations played in supportof the overall business. These sessions pro-vided me with a better understanding of theoverall business.

What was the most importantlesson you took away from theprogram?

Panosky: I’ve developed a far greatersense of understanding and appreciationregarding the complexity and challenges ofour business. In particular, there’s a con-stant focus we need to have on balancingthe impact of our decisions on the people,the business, and our wide range of cus-

tomers. In addition, for many of the com-plex issues we deal with, we can’t expectany one person to have all the answers. Itmay sound like a cliché, but teamwork,being able to either lead or effectively sup-port a team, is critical wherever you arewithin the organization.

Gietzen: People from different areas ofthe company have different perspectiveswhen put into the same situation. It’simportant to listen to and understand theseperspectives when working together tosolve a problem. This will allow you to findsolutions that you may not have thought ofif you used only your point of view.

Moniz: I think that all aspects of the train-ing exposed my strengths and weaknesses,and that I need to be aware of what thesestrengths and weaknesses are. With thisawareness and by working on these issues,I believe I can become a better leader in thefuture.

How will your BLG participation

continued on page 5

4 I October 2005 I ELECTRIC BOAT NEWS

HEALTH MATTERS

Bob Hurley, MD Medical Director

explain the rising toll of deaths. The public had to comply with the mul-

tiple public health ordinances enacted tosuppress the dissemination of the disease.Gauze masks to be worn in public weredistributed. Stores could not hold sales,funerals were limited to 15 minutes, andsome towns required a signed health cer-tificate to board a train.

Consider these statistics: P In 1918, more people died in one yearthan in four years of the medieval bubonicplague. P 675,000 Americans died that year, morethan the number who perished in WWI.P One fifth of the world’s populationbecame infected with the influenza virus.P The calculated average life span in theU.S was reduced by 10 years.P Compared with a typical flu of 0.1 per-cent, Spanish flu had a mortality rate of 2.5percent.

Today, researchers from the Centers forDisease Control, (CDC), Mount SinaiSchool of Medicine and the Armed ForcesInstitute of Pathology have recently recon-structed the 1918 influenza virus, compar-ing the genetic mutations of the 1918 flu tothose seen in the H5N1 Avian flu virus,which is killing tens of millions of poultryand some people in Asia. Since mostinfluenza viruses are descendants of the1918 flu there is little fear of its recreation,yet their findings have significance tothose of us alive today. The reason for theworld-wide pandemic was the successfuljump of an Avian virus to man.

Human influenza viruses continuallyevolve, which explains why a new flu vac-cine is needed each year to confer thegreatest amount of immunity.

The term antigenic shift is a term usedwhen a major change in the genetic prop-erties of the influenza virus takes place.This occurred in 1957 with the Asian fluand in 1968 with the Hong Kong flu.These two epidemics characterized theflu’s ability to not only incorporate aviangenetic traits but also swap genes toincrease infectiousness.

Today there is much in the news of anavian bird flu found most recently inGreece and parts of southern Europe.

On Monday, March 11, 1918,Army cook Albert Gitchell pre-sented to the camp infirmary at

Fort Riley, Kansas, with complaints of a“bad cold.” By noon the camp surgeon hadmore than 100 sick men with symptoms ofa respiratory illness. As the spring pro-gressed, there were outbreaks at severalother Army camps. With World War I stillon, however, reports of these outbreakswere kept secret.

Shortly after the outbreak at Fort Riley,84,000 GIs set sail for Europe, followed byanother 118,000 the next month. By May,the epidemic had established itself on twocontinents and compromised the ability ofthe combatants to wage war. Back athome, from September to November 1918,the flu killed 10,000 people per week insome U.S cities. Although we can never becertain, some historians believe the event atFort Riley launched one of the greatestpandemics in human history. Before run-ning its course nearly two years later, thismassive influenza pandemic killedbetween 20 and 50 million people world-wide.

This Spanish Flu (the Spanish called itthe French flu), was named followingreports of the first wave of an eventualeight million deaths in Spain. Starting as a“three-day flu,” the influenza mutated afterthe initial outbreaks into a killer, character-ized by an unusually high death rateamong otherwise healthy people. In typicalflu seasons, the elderly and young childrenwere most affected. Physicians, scientistsand boards of health were unable to

Many birds have been slaughtered andpublic health officials of national and inter-national reputation are meeting to makepolicy to stop this bird flu. The reason forconcern is the type of virus, H5N1 whichstands for the genetic traits of Hemaglut-tinin (H) and Neuraminidase (N). The Hand N are critical to the severity of theinfluenza strain. It allows the infection togo deep into lungs and replicate under dif-ficult circumstances. So far the scientistsaren’t sure what specific mutations are keyfor human to human transmission. But onething is certain – if the H5N1 makes a suc-cessful jump to humans, as the 1918 avianflu did, we will have a calamity of world-wide proportions, as we have no immunity.

Evidence-Based Medicine Guide-lines

First, schedule an appointment with yourprimary care provider to get a flu shot foryou and your family. Remember, for chil-dren under nine who are getting the flushot for the first time, it’s given in two sep-arate shots one month apart. It can take upto one or two weeks after the shot for thebody to build up protection to the flu. In atypical flu season the following people aremost likely to suffer consequences from aflu infection and therefore are given prefer-ence in situations of vaccine shortage:PPeople 65 or older with comorbid condi-tions.PResidents of long-term care facilities.PPeople between two and 64 years withcomorbid conditions.PPeople 65 years and older withoutcomorbid conditions.PChildren between six and 23 months.PPregnant women.PHealth-care workers who provide directpatient care.PHousehold contacts and out-of-homecaregivers of children six months andunder.

People who should not get the flu shotinclude:PInfants under six months. PAnyone who’s severely allergic to eggsand egg products - because the ingredientsfor flu shots are actually grown inside eggs.If your child is allergic to eggs or egg prod-

ELECTRIC BOAT NEWS IOctober 2005 I 5

ucts, let your child’s doctor know beforehe or she gets a flu shot. PAnyone who’s ever had a severe reac-tion to a flu vaccination. PAnyone who has Guillain-Barré syn-drome (GBS), a rare medical conditionthat affects the immune system andnerves. PAnyone who is sick with a fever.

Antiviral MedicationThe U.S Department of Health and

Human Services (HHS) and the CDChave released new interim guidelines toadvise your physician in the use ofantiviral medications during the upcom-ing flu season

Should you fail to be vaccinated dueto limited supply or for other reasons youare not defenseless. The FDA hasapproved four antiviral medications:amantadine, rimantadine, oseltamivir(Tamiflu) and zanamivir (Relenza).

Tamiflu is approved to treat bothInfluenza A and B strains in patients oneyear old and older. It has been shown tobe effective in preventing symptoms 92percent of the time when given once aday for seven days. Adverse eventsinclude nausea and vomiting. A liquidsuspension is available.

When given within the first two days

of symptoms, all four drugs reduce theduration of the illness by one or twodays.

The CDC recommends amantadineand rimantadine for pretreatment to abortinfection and Tamiflu and Relenza fortreatment of potentially life threateninginfluenza-related illness.

Pregnant women should consult withtheir physicians about the use of antiviralmedications.

Children between one and 12 mayreceive amantadine or Tamiflu and chil-dren between seven and 12 may receiveRelenza. Rimantadine is not approvedfor children under 13.

An exposed high risk individual orwho cares for a high risk individualshould receive seven days of pretreat-ment.

The CDC does not recommend pre-treatment/prevention for non high-riskindividuals.

In communities where the supply ofantivirals is in short supply:

Limited stock piles of antiviral agentsare held in the event of a pandemic andwill be available for outbreak settings.For further information call 770-488-7100 or go to the CDC Web site.

Influenza Health TipsThe single best way to protect against the flu is to get vaccinated each fall.

Avoid close contact. Avoid close contact with people who are sick.When you are sick, keep your distance from others to protect them from get-ting sick too.

Stay home when you are sick. If possible, stay home from work,school, and put off errands when you are sick. You will help prevent othersfrom catching your illness.

Cover your mouth and nose. Cover your mouth and nose with a tis-sue when coughing or sneezing. It may prevent those around you from get-ting sick.

Clean your hands. Washing your hands often will help protect you fromgerms.

Avoid touching your eyes, nose or mouth. Germs are oftenspread when a person touches something that is contaminated with germsand then touches his or her eyes, nose, or mouth.

benefit the company?

Panosky: As with several of the others inmy group, I was fortunate and had theopportunity to rotate to a different manage-ment position. Like most us throughout ourcareers, one of the best ways to continuelearning is through new on-the-job assign-ments. Without a doubt, my BLG activitieshave allowed me to broaden my knowledgeof the business and also allowed me toexpand my working relationship witheveryone in the BLG group as well asmany others across the company. I’m confi-dent that my increased knowledge of EB,and more importantly the business relation-ships I’ve built with many people, willallow me to better contribute to any groupor team that I’m involved with in the future.

Gietzen: The success of Electric Boat isdependent on the ability its employees towork with each other, with other compa-nies, and with our customers. This programgave me the opportunity to learn moreabout the company, to learn more aboutmyself and to learn more about other lead-ers in the company. These experiences willenable me to become a better communica-tor with people in all areas of the companyand the industrial base. Good communica-tion is essential for people to work effec-tively with each other. This is even moreimportant now as Electric Boat ventures outinto different types of business opportuni-ties and requires its leaders to effectivelyinteract with the customers and industrial-base members involved in these businesses.

Moniz: I can think of three. The first isthat the program has helped me put moreemphasis on how the decisions we makeeveryday can affect the business, anotherset of eyes watching over the business isalways a good thing. The second is the net-working opportunities that the program hasgiven to all of us and the third is for me tocontinue to work on my strengths andweaknesses all of these can only improvemy leadership skills which in turn will ben-efit the company.

continued from page 3

6 I October 2005 I ELECTRIC BOAT NEWS

For the first time since assumingoperational control of the Shipping-port drydock at the Groton subma-

rine base three years ago, Electric Boat thismonth oversaw its successful move awayfrom the pier for a periodic survey of theriverbed beneath it.

“It’s an oddity to see this big monster –432 feet long, 100 feet wide – move out,”said chief docking engineer and Shipping-port manager Joe Heery (797). “And for afirst-time evolution, I’d have to say thateverything went extremely well.”

Heery said the move required ampleplanning and coordination, but then wascompleted in a relatively short five hours.

“We were kind of apprehensive aboutthis process beginning, because it had neverbeen done by EB,” he said. “It seems sosimple, but the tight fit of the dock at itspier, plus the tides and the wind, made it areal challenge.”

Heery said the EB dock crew techniciansand crane/rigging personnel assigned to the

drydock contributed to the effort by discon-necting all its services – power, water, com-pressed air and so on – and then removingthe four monstrous pins that affix the Ship-pingport to the pier.

The move itself involved Navy PublicWorks cranes, tug boats and mike boats,and four Navy pilots. Then, following theriverbed survey, the process was reversed toreturn the dock to its normal location, rein-sert the pins and reconnect all the services.

“It was a learning experience,” Heerysaid. “In fact, we did a debrief of the evolu-tion so we can incorporate the lessonslearned for the next time we do this.”

Lt. Cmdr. Joseph Drake, assistantregional maintenance officer with RegionalSupport Group Groton, praised ElectricBoat and the entire planning team for theflawless move. “It went very smoothly,” hesaid. “There was nothing we had to step into do. The team took care of everything.”

Drake also commended the EB employ-ees who disconnected the Shippingport’s

services prior to the move and reconnectedthem afterward. “That’s the biggest choreassociated with tripping her out of themoor,” he said. “With a crew of just a hand-ful of people, those guys did what we usedto do with the crew of 100 Navy person-nel.”

Heery said the Shippingport move is justone of many accomplishments that EB canclaim since taking over the drydock’s oper-ation and maintenance in 2002.

“This is a win-win story for the Navy,”he said. “A very small number of EBemployees make an awful lot of things hap-pen there.”

The Shippingport drydock is pushed backtoward its berth at the Groton submarine baseafter routine surveys were conducted of theriverbed beneath its moorings. The Shippingportmove, facilitated by a team of EB and Navy per-sonnel, went off without a hitch.

U.S. Navy photo by JOSN Arianne Anderson.

Electric Boat, Navy Team Up To Move Floating Drydock

ELECTRIC BOAT NEWS I October 2005 I 7

U.S. Navy Awards Electric Boat $107 Million For Virginia-Class Submarine Development Work

The U.S. Navy has awarded Electric Boat a $107.3 million contract to provide lead-yard servicesand research and development studies for Virginia-class nuclear-powered attack submarines.As the Virginia program’s lead yard, Electric Boat will provide a wide range of services to

improve design, construction and test activities for each submarine of the class throughout its constructionand Post-Shakedown Availability periods. Additionally, Electric Boat will perform research and developmentstudies to evaluate new technologies for insertion in Virginia-class ships. Ninety-four percent of the workwill be done at Groton; 5 percent at Quonset Point, R.I.; and 1 percent at Newport, R.I. Completion of thiswork is scheduled for Sept. 30, 2006.

Electric Boat delivered the first submarine of the class, USS Virginia (SSN-774), to the Navy in October2004. With its construction partner Northrop Grumman, the company has contracts to build another nine Vir-ginia-class ships.

The U.S. Navy has awarded a BathIron Works-led team a $223 mil-lion contract for the detailed

design and construction of an innovative,trimaran-hull Littoral Combat Ship (LCS)as part of its newest ship class. The teamwill complete the design and construct ahigh-speed, networked, 127-meter surfacecombatant ship for delivery to the Navy inOctober 2007.

The General Dynamics Littoral CombatShip features an innovative, high-speed tri-maran hull that is based on a proven Austal(Henderson, Australia) design that is cur-rently operating at sea. It will have one ofthe largest usable payload volumes of anyU.S. Navy surface combatant afloat today –providing the flexibility to carry out onemission while a separate mission module isin reserve. The General Dynamics LCS’slarge flight deck sits higher above the waterthan any U.S. Navy surface combatant andwill support near-simultaneous operation oftwo SH-60 helicopters or multipleunmanned vehicles. The ultra-stable tri-maran hull allows for flight operations inhigh sea conditions. In addition, the deck issuitable for landing much larger H-53 heli-copters, should that become a futurerequirement.

The General Dynamics Littoral Combat

Ship’s open architecture electronics suitesignificantly contributes to the ship’s abilityto facilitate a wide range of missions, whileincorporating stealth technology to increasecrew and ship survivability. GeneralDynamics Advanced Information Systemsand its team have developed the LCS coremission systems infrastructure – a flexibleinformation technology backbone thatallows “plug and play” integration of boththe core systems and the LCS missionmodules. The approach builds upon Gen-eral Dynamics’ highly-flexible total ship

computing environment that meets Navyopen architecture requirements and isexclusively built upon published industrystandards and non-proprietary interfaces. Itallows for future growth and seamlesslyintegrates both domestic and foreign com-bat components to create a core missionsystems solution that dramatically lowersacquisition and lifecycle costs.

The Littoral Combat Ship is a key ele-ment of the Navy’s plan to address asym-metric threats of the 21st century. Intendedto operate in coastal areas of the globe, theship will be fast, highly maneuverable andgeared to supporting mine detection/elimi-nation, anti-submarine warfare and anti-surface warfare, particularly against smallsurface craft.

General Dynamics Bath Iron Works isthe prime contractor for the GeneralDynamics Littoral Combat Ship Team.Partners include Austal USA (Mobile, AL);BAE Systems (Rockville, MD); MaritimeApplied Physics Corporation (Baltimore,MD); L3 Communications Marine Systems(Leesburg, VA); Northrop Grumman Elec-tronic Systems (Baltimore, MD); and Gen-eral Dynamics Advanced Information Sys-tems (Washington, D.C).

CONTRACTROUNDUP

General Dynamics Awarded $223 Million Contract For First Trimaran Littoral Combat Ship Construction

8 I October 2005 I ELECTRIC BOAT NEWS

Groton EmployeeOpen House -Oct. 1, 2005

Under postcard-perfect skies, more than8,300 employees, Navy personnel, familymembers and retirees entered the shipyardgates for the first open house at Grotonsince 1999.

Displays, demonstrations and exhibitsrepresenting all facets of the business gavevisitors a rare glimpse into the complexi-ties of submarine design, construction andlife-cycle support. But most prominentlyon display during the day was the prideElectric Boat employees take in theirwork and the contributions they make tothe finest submarines in the world.

ELECTRIC BOAT NEWS I October 2005 I 9

10 I October 2005 I ELECTRIC BOAT NEWS

ELECTRIC BOAT NEWS I October 2005 I 11

12 I October 2005 I ELECTRIC BOAT NEWS

As painting and coating workbecomes increasingly importantto Navy overhaul and repair

contracts, Electric Boat has responded bycreating new training, buying new equip-ment and making sure the painters haveeverything they need to do their best work.

The efforts appear to be paying off, basedon EB’s top-rate performance in its firstNAVSEA Preservation Assessment lastmonth.

“The Navy is concerned about the per-formance of coatings on ships in the fleetand ensuring that the coatings last as longas they possibly can,” said principal engi-neer Mark Panosky (341), who served on ateam that prepared for the assessment. “Sothe Navy developed a rigorous assessmentprogram where they go into a shipyard andevaluate everything from the receipt inspec-tion program for coatings all the waythrough waste disposal, and everything inbetween.”

Panosky said the assessment team foundmany things to like about EB’s painting /coating program.

“They were impressed with our programfor self-assessment and process improve-

ment, and the way we’ve implemented a lotof changes in the last six months,” Panoskysaid. “At the closeout meeting, one of theassessment personnel said he would nowuse EB’s practices as a benchmark forfuture assessments elsewhere.”

Painter Superintendent Skip Castro (251)said the Navy’s greater emphasis on paint-ing and coatings reflects the growing costof maintaining the fleet. “Ninety-nine per-cent of the time the largest budgetary lineitem in an overhaul and repair contract ispreservation,” he said. “So for us to effi-ciently get our work done is extremelyimportant to our customer.”

Because EB only recently re-entered theoverhaul and repair business, bringing theassociated blast, paint and coating processesup to speed was challenging, Castro said.The paint department created six process-improvement teams to focus on specificareas such as planning, training, people,equipment, and quality assurance.

While some of the evaluations are stillongoing, others have already resulted invarious changes, such as the creation ofnew training and improvement to existingtraining classes, the acquisition of new

equipment, the streamlining of job instruc-tions and better engineering support for thetrades.

“When the Paint Shop has problems,we’ll send people in to help work throughthe issues,” Panosky said of his engineeringgroup. “The painters have to meet theschedules and the cost and get the workdone right, and we’re here to help.”

Castro said one of the six improvementteams is focusing strictly on equipmentneeds and requirements. “We recognizedthat some of our equipment was antiquated,and probably not suited for the type ofwork that we’re currently performing,” hesaid.

The team’s efforts have already resultedin several tooling and equipment purchases.“All of the items were tested and approvedby our painters in a production environ-ment.”

Painter specialist Jim Fadden (251), pres-ident and chief steward of the paintersunion Local 1122, said the new equipment,training and other changes will enhance hismembers’ job performance.

“We were pleased with the results of the

From left, painters BobLakowsky, Rich Pomroyand Jane Rose (all of251) discuss some ofthe teaching aids theyuse in EB’s new spot-preservation class,which they developedin conjunction withDepartment 341. Aspainting and coatingwork has taken ongreater importance inNavy overhaul andrepair contracts, EBhas responded by cre-ating new training, buy-ing new equipment andmaking proceduralchanges.

Painting And Coatings Team Meets NAVSEA Challenge

continued on page 13

ELECTRIC BOAT NEWS I October 2005 I 13

U.S. Navy Awards General Dynamics $162 Million To Convert USS Georgia To SSGN

General Dynamics ReportsStrong Third-Quarter Financial Results

General Dynamics has reported 2005 third-quarter revenues of $5.4 billion, a 16percent increase over third-quarter 2004 revenues of $4.6 billion. Operating earn-ings increased in the quarter to $588 million, compared to $493 million in third-

quarter 2004. Net earnings were $374 million, or $1.84 per share on a fully diluted basis,compared to net earnings of $322 million, or $1.60 per share fully diluted, for the year-agoperiod.

Cash flow was very strong with net cash provided by operating activities in the quarter at$600 million, while free cash flow from operations, defined as net cash provided by operat-ing activities less capital expenditures, was $527 million. Year-to-date, net cash from operat-ing activities climbed to $1.2 billion and free cash flow from operations was nearly $1 bil-lion, $168 million more than was generated in the same nine-month period last year.

Company-wide, total orders in the third quarter were $5.1 billion. Funded backlog at theend of the third quarter was $29.3 billion, and total backlog was $43.4 billion, compared to$25.1 billion and $39.8 billion, respectively, at the end of the third quarter of 2004.

“This was a very strong quarter for General Dynamics,” said company Chairman andChief Executive Officer Nicholas D. Chabraja. “Revenue, operating earnings and marginrates increased substantially in three of the company’s four major business segments and,despite a charge in the Marine Systems group’s commercial shipbuilding program, net earn-ings grew a healthy 16 percent overall.

“We’re very pleased with the level of cash generated by operating activities and free cashflow for the quarter, which puts us ahead of our cash plan for the year,” Chabraja continued.

“While the company’s total backlog remained essentially the same when compared to thesecond quarter of this year, Information Systems and Technology’s total backlog grew by$800 million in the quarter and is $2.5 billion higher than at this time last year. In the Aero-space sector, despite increased deliveries in the third quarter, funded backlog grew by nearly$180 million from just 90 days ago.

“Our focus on performance continues to generate positive results on behalf of sharehold-ers,” Chabraja said.

The U.S. Navy has awarded Elec-tric Boat a $162.4 million con-tract modification to convert the

USS Georgia (SSBN-729) from a Tridentballistic-missile submarine to a TridentSSGN, a multimission submarine opti-mized for tactical strike and special-opera-tions support.

This award modifies a five-year, $443million contract announced in September2002 for design and related support work toconvert the first four Trident ballistic-mis-

sile submarines to an SSGN configuration.If all options are exercised and funded, thecontract will be worth a total of $1.4 billion.

Under the terms of the modification,Electric Boat will convert USS Georgia atNorfolk Naval Shipyard in Virginia, con-current with the ship’s Engineered Refuel-ing Overhaul. Seventy-seven percent of theconversion work will be performed at Nor-folk; 16 percent at Quonset Point, R.I.; and7 percent at Groton. The conversion isexpected to be completed by September2007.

NAVSEA assessment, but we feel we cando better – we know we can do better,” hesaid. One strategy the painters haveadopted is a detailed review of upcomingwork to avoid any surprises.

“Skip and I worked closely together toestablish teams from the front lines,” Fad-den said. “The members and their foremenand general foremen know best what theissues are and how to fix them. These spe-cial teams will study each overhaul andrepair job in advance to make sure all thepotential problems specific to that job areaddressed beforehand.

“In the short time they’ve been together,the teams have done a wonderful job, andbecause of their efforts we’re going to beprepared,” he continued. “We’re absolutelydedicated to success. If we’re not success-ful, the company’s not successful, and viceversa. And the painters know that.”

Castro said the painters deserve praisefor their professionalism and expertise,particularly during the company’s inaugu-ral preservation assessment. “Many EBpainters were approached by the auditors,”he said, “and they all provided the correctanswers to the probing questions that wereasked by the auditors. Our folks demon-strated how knowledgeable they are andhow committed they are to our success.”

Electric Boat Receives $6 Million For SubmarineRepair WorkTotal contract worth up to $49M

The U.S. Navy has awarded Elec-tric Boat a $5.9 million contractmodification to perform mainte-

nance, repairs and alterations on the USSAugusta (SSN-710).

Known as a Pre-Inactivation RestrictedAvailability, the work will be performed atthe Naval Submarine Base in Groton andcomprises alterations, repairs, maintenanceand testing. Initially awarded Sept. 20, thecontract being modified has a total potentialvalue of $49.1 million, and is scheduled forcompletion by April 14, 2006.

continued from page 12

$ClassifiedAUTOS/TRUCKS

ATV, Polaris, 250 SportTrak, auto-matic, electric start, electric winch,new snow plow. All tuned up,new battery, runs great. $650.564-2223.

HONDA ACCORD LXI 1989, 2door coupe, 142k miles, auto,black with beige interior, $1500 orbest offer. Call 437-3489,evenings.

UTILITY TRAILER, heavy duty,made from a one-ton Chevrolet 8foot bed pickup truck. Fully opera-tional with bed liner and frontmounted spare tire. Asking $150.401-596-1379.

BOATS

CANOE & INFLATABLE. 15-footcanoe with square back, or 8-footQuicksilver inflatable, with electrictrolling motor. $250 each withmotor. $200 each without motor.546-6449.

FURNITURE

BED, mahogany double bed,good condition, no mattress orbox spring. $75. Call Ray at 443-0590.

BEDROOM SET, bunk beds withseparate desk, dresser, chest, andbook case. Bed frames needwork, otherwise great condition.$100. OBO. 401-315-0484.

CHILD’S GLIDER CHAIR, $40.Canopy stroller, Kolcraft $10; LittleTykes push car $35; Cosco carseat $25; 20-40 lb motorcycle/bat-tery, 2-5 yrs old, $100. All excel-lent condition. Large rockinghorse, 18 yrs old, best offer. 443-0687, leave message.

TELEVISION AND ENTERTAIN-MENT SECTIONAL, like new,holds 34" television, CD andsound systems along with CDs

and tapes. Asking $75. 887-2335.Very nice piece of furniture.

WALL MIRROR, vintage 1950 wallmirror, 66"x42" with 6" beveledand wheat pattern etched borderpanel; $500 or best offer. 376-8768.

MISCELLANEOUS

JOHN DEERE 430 DIESEL GAR-DEN TRACTOR 1988, with 54"mower deck, new 47" snowblower, utility trailer, lawn roller,grass collector. Hydraulic PTOfront and rear. $4,300. 401-295-5049.

AMERICAN GIRL DOLL CLOTHES& FURNITURE, wooden doll cra-dle, Fisher Price schoolhouse,children’s books, puzzles &records, Crissy doll, MickeyMouse earrings, metal Tonkadump truck. 401-596-5788.

COAL STOVE, large 100lb. capac-ity, Warm Morning, $300. Call859-1871.

DRUM SET, Pearl Export Select(lacquered) 7 drums, 7 cymbals,all hardware incl. pearl drum rackand clamps, I.S.S. mounting.Have pictures. $1,500. 748-2383.

FENDER ACOUSTASONIC SFXACOUSTIC GUITAR AMP, 3-speaker model, 32-effect pre-sets,with owners manual, only drivenin church on Sundays (honest).$450. 376-4583.

GOLF CLUBS, complete set 3-9Pw-sw, 1-3-5 wood Peterson alu-minum shaft. New grips. $50.572-0655.

HOUSEHOLD ITEMS, quilts, blan-kets, breakfront, easy chairs, lamptables. 3 caned chairs, 2 singersewing machines. Best offer. 599-2626.

JACKET, LL Bean men's suede

jacket. Size 42. new condition.$75. 376-8768.

THE LA BITS, reamers, drills,muller cutters, etc., many neverused, others like new. Many sizesand multiple qtys. Come viewand make offer. 303-6602 or 376-9029.

WHIRLPOOL RANGE, range hoodincluded, $200 or best offer. Call437-3489 evenings.

PEAVEY BASS CABINET, withtwo 15" speakers, $200. 376-4583.

SNOWBLOWER, True Value dualstage 5 hp Snow Chief. 6 forwardspeeds, 2 reverse, excellent con-dition. $150. 572-0655.

BLUE WILLOW DINNER PLATES,MADE IN ENGLAND, depressionglass pink cake dish, Wesmorlandglass basket, aerator, air com-pressor, and tractor tires size16x6. 401-596-5788.

REAL ESTATE

BUILDING LOT, 1 ACRE, LongCove Road, Gales Ferry, Price$115,000. Call 287-0517.

LONGBOAT KEY, FL – for rent,2B/2B condo, washer/dryer, cable& carport, on canal, next to park,walk to semi-private beach.

$600/week - $2000/mon. 401-783-1273.

ORLANDO VAC. SPECIAL –2/19/06 to 2/26/06, 2B/2B, loftcondo sleeps 8 to 10, 1 mile fromDisney - $200 per adult for week(4 adult min), kids free - flightsaddt'l call 1-508-678-7055.

ROOMMATE WANTED: NorthStonington. Share 3 bedroomCape. Private, quiet, new bed-room set. Washer/dryer, PChookup, 2 fire places, storage.Utilities included. $600. Call 599-0296.

TIMESHARE, Newport Bay Club.Two weeks (July and January).$3,000 for both weeks. CheckRCI.com, property number 1510for timeshare and resort informa-tion. 546-6449.

VILLA FOR RENT, direct beach-front, Puerto Vallarta, Mexico.2B/2B. Full amenity package.Price range $1,050-$2,150/wk.Available year round. 303-6602.

WANTED

PIANO, digital. 442-8659.

CATEGORY choose from

Terrie Pangilinan,

EB Classified, Dept. 605,

Station J88-10.

Employees without e-mail can submit their ads throughinteroffice mail to:

ITEM NAME; DESCRIPTION; ASKING PRICE; and HOME TELEPHONE (include area code if outside 860). Deadline is the 15th of the month.

Maximum of two 25-word ads per employee per issue.

Please include your name, department and work extensionwith your ad (not for publication).

To submit a classified ad, send an e-mail to EBNewsAds@gdeb.com with the following information:

AppliancesAutos / TrucksAuto PartsBoats

ComputersFurnitureMiscellaneousMotorcycles

PetsReal Estate /Rentals

Real Estate /SalesWanted

14 I October 2005 I ELECTRIC BOAT NEWS

ELECTRIC BOAT NEWS I October 2005 I 15

453 Robert A. Vanbibber649 Melvin E. Olsson

242 Paul R. Gidius Jr.272 John T. Morey341 Gilbert E. Dionne403 John G. Jacobs431 John E. Bass496 Russell B. Borden Jr.645 Gilbert J. Lavoie

100 Henry A. Hoffler274 Gerard M. Lanoue459 George M. Stankiewicz495 David M. Decman501 Ralph H. Perry545 Andrew Blayman

242 Harvey A. Goddard243 Mark A. Griffin252 Harold F. Edman252 Herbert A. Matteson Jr.252 Paul H. Vine411 Andrew M. Morrone447 David G. Gallo650 Robert J. Mark744 Michael J. Kelly803 John J. Cox817 George S. Wilson Jr.900 Keith D. Moffat902 Francis Fayne903 James M. D’Ambrosia911 Gerard R. Cournoyer911 James H. Gardner Jr.915 Fred P. Coury Jr.915 Samuel A. Manchester921 Edmund D. Carlson Sr.921 Gordon G. Gendron924 Edward A. Pellegrino935 John J. Zina950 David E. Sherman962 Michael R. Austin962 Newton H. Keeler970 Wayne K. DiCarlo

100 Bruce R. Ali226 James S. Turano Jr.241 Rodney O. Brooks241 Jeffery K. McPhail241 Terry L. Moore251 Donna L. Brycki251 Ronald L. Dobson251 Normand J. Gervais Jr.251 Mary Holsworth251 Marcus E. Luter Jr.251 Arthur D. McFarland251 Wilfredo Nival251 Carla S. Zimmerman252 Robert L. Bogue252 Michael S. Harvey252 Charles L. Molkenthin252 Marc R. Trudeau271 John B. Keenan274 John R. Ryan275 James W. Hock445 Joseph L. Muir449 Mark E. Allard452 Stephen J. Yavinsky453 Helma G. Evering459 Stanley A. Campbell459 James G. Dallas459 Richard S. Greika460 Jeffrey P. Kollwitz493 Michael A. Gillia641 Debra A. Gaynor

Service Awards

45 years 25 years

35 years

641 Denise J. Pierson660 John R. St. Jean663 William T. Curry III811 John C. Schell861 Daniel C. Danek865 Thomas D. Brayman865 William R. Heaton901 Edward J. Stewart904 David C. Desroches915 Douglas W. Prestly915 David L. Riley915 Carl T. Roberts915 Norman J. Rouillard921 Joseph G. Auclair

243 Nicholas A. Bottone Jr.355 Clyde R. Lewis427 Daniel J. Dufour447 Raymond T. Winemiller452 Scott F. Eldridge452 Joseph L. LeBeau462 Franco Fontana472 Donald R. Miller610 David E. Johnson705 Cecil L. Hampton705 Edward F. Lucke705 Thomas W. Roper915 Joseph J. Gannon915 Todd C. Laramee921 Gary J. Cavanaugh

20 years

30 years

40 years

STANDARD PRESORTU.S. POSTAGE

P A I DGROTON, CT

PERMIT NO. 392

Retirees242 Everett F. Church

42 yearsForeman

244 John E. Sage Jr.32 yearsBoilermaker Trade Tech.

252 Ronald L. Edmiston29 yearsCarpenter W/L

330 Daniel J. Freiert22 yearsPurchasing Agent Sr.

333 Joseph A. Charette Jr.39 yearsMaterial Coordinator

429 Judith L. Amoriello38 yearsAdmin. Specialist

452 Harold L. Bentley41 yearsDesign Tech.-Piping

452 Richard W. Chase11 yearsVent. Sr. Designer

463 George A. Ziegra39 yearsEngineering Spec.

501 David L. Hornik32 yearsForeman

646 Charles J. Ballato40 yearsHuman Res. Spec. Sr.

650 Stephen E. Desrosiers32 yearsSr. Contract Spec.

705 John D. Lesser31 yearsProject Control Coord. Spec.

852 Peter Ugalde32 yearsHR Specialist

901 Henry Moretti Jr.28 yearsArea Manager

902 Paul J. Boisclair25 yearsInstall. Tech. III

904 Joseph Gionti30 yearsInstall. Mech. I

951 Frank L. Canfield8 yearsAsst. Prog. Mgmt. Chief