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'One Shipyard' Team Completes Salt Lake City Availability

NAVSEA News Wire

Release Date: 7/11/2003

By Puget Sound Naval Shipyard & IMF Public Affairs

BREMERTON, Wash. -- Combine a team made up of personnel from the four public shipyards, about 15 Navy commands, more than a dozen private industry partners, and USS Salt Lake City (SLC) (SSN 716) crewmembers, with a "Can Do" attitude, and the end result is a successful and very extensive maintenance availability.

The coordination and integration of these diverse entities, the heart of the "One Shipyard" concept, working onboard a nuclear powered submarine with very restrictive space limitations is no small feat. However, the SLC Project Team got busy and set the standard for flexibility and work integration in a recent Interim Drydocking (IDD) availability.

Led by Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS&IMF) Project Superintendent Walt Shuford, team members arrived on site in early February 2003 to start the project. In mid-February, SLC moved into the drydocking facility at Point Loma Submarine Base in San Diego.

In addition to PSNS&IMF, the primary project team members included Portsmouth Naval Shipyard; Norfolk Naval Shipyard; Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility; Commander, Submarine Squadron 11; Shore Intermediate Maintenance Activity, San Diego; Fleet Technical Support Center, Pacific; Space and Warfare Center; Naval Surface Warfare Center, Carderock; Supervisor of Shipbuilding, San Diego; the floating drydock Arco (ARDM 5); Earl Industries LLC; and Oceaneering.

Some of the major items accomplished during this complex work package included complete removal, reinstallation, and testing of all mast and antennas; air induction and diesel exhaust repairs; shaft replacement; an unprecedented tank package; pump and piping work in the Torpedo Room; steering and diving component repairs; valve work; and work on the hatches.

Because SLC was previously scheduled for inactivation, the work planned for this availability was nearly twice that of a typical interim maintenance availability. Despite the complexity and the fact that unplanned work growth was much greater than expected, this combined team completed the availability within one day of the original schedule, and under cost.