George Washington (CVN 73) - Naval Cruise Book

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rhe 3M Office was the ship’s preventive maintc-[coordination center, working with each tment’s 3M assistant to provide the support it id to maintain George Washington’s many com-lystems. The 3M Office was responsible to the jtive Officer for coordination and direct supervi f all administrative facets of the ship’s 3M n. Newly developed PMS procedures were faulted for distribution to work centers, and guidance and clarification of applicable instructions and policies was provided to all departments. Work center feedback reports, FBRS, were reviewed for accuracy, approved, and sent to the type commander for incorporation to the 3M system. The quality of the ship's 3M organization was evident during the COMNAVAIRLANT 3M evaluation, when the program received the highest grade assigned to an Atlantic Fleet aircraft carrier. LCDR Petor Stromann MMC(SW) Norbert Lonczak DPI David Taylor DP2 Mark Miller Engineering 3-M Division 389

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CW04 Jack Fritz MMCS(SW) Mario Fortune ET1 William Harris Engineering ABF1 William Baskins EMI(SW) Barry Bevins HT1 Ronald Bagley MM1 Steven Bartholf Quality Assurance Quality Assurance Division was comprised of one officer, one senior chief and five first class petty officers who were technical experts in the areas of hull, mechanical, electrical, fuels and electronics. If a major component broke and it affected the ship’s mission or safety of the crew, QA personnel were on the scene evaluating and planning the proper repair procedure to ensure that a safe, high quality repair was made. QA’s motto was, “Do it right the first time”. QA led the way in battle group repairs by heading up two fly-away teams for emergent boiler repairs on board USS Kalamazoo (AOR-6) during the Atlantic transit. In addition, QA generated more than 30 controlled work packages in support of emergent work for ships within the George Washington Battle Group. In addition to overseeing repairs, QA was tasked with training the crew in QA procedures. Starting from the beginning of the deployment QA qualified 15 Quality Control Inspectors with an additional 15 set by the end of the deployment. QA’s goal was to get the crew to think safe, think quality, think QA!

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Repair Division HTC(SW) Robert Bissett MR1(SW SCW) Richard Leopold HTI(SW) Ronald Rose HT1 David Simmons HT1 Steven Townsend Repair Division consisted of five work centers responsible for various maintenance throughout the ship. The shipfitter shop performed structural fabrication. An example of their work included the brackets in the squadron ready rooms for flight deck monitors. The shipfitters shop also manufactured a towable target for the pilots to sharpen their attack skills. The carpenter shop manufactured numerous plaques for distinguished visitor embarks and repaired the insulation on piping systems that kept the crew safe and cool. The nuclear weld shop performed repairs to aircraft equipment such as spotting dollies, tow bars and vital sections of piping used for the jet blast deflectors. They conducted emergent repairs to firemain piping and to steam cut flanges in the main machinery rooms. As part of the battle force IMA, they performed emergent repairs to the USS Kalamazoo and the USS Thomas S. Gates. The pipe shop responded to trouble calls 24 hours-a-day. By doing so, their work helped maintain critical quality of life systems such as the showers. The machinery repairmen manufactured a variety of parts from blueprints and samples by using the different milling machines, lathes, and drilling machines. Their work in support of the battle force IMA consisted of manufacturing shaft and wearing rings for several electric motors on battle group ships. They were also the ship’s engravers, who made name tags and engraving trophy brass for plaques. The locksmith repaired numerous locks, including safes, and replaced door locks. MR2 Mike Cantlon HT2 Victor Freeland HT2 Shawn Gavin HT2 Keith Sapp HTI(SW) Jeffrey Wimer MR2(SW) Steve 390 Engineering