Pantex Blog
Pantexan Calvin Nelson secures recognition for expertise
Pantex’s own Calvin Nelson was recently awarded the 2015 Analyst of the Year for Transportation Security by the Department of Energy’s Nuclear Materials Information Program. The award, for which Nelson is the first‑ever Pantex recipient, recognizes outstanding analytic support to the NMIP.
All transportation security analysts and criteria managers working in the program, including the national laboratories, submit nominations to the NMIP Program Management Office in Washington, D.C., where the finalists are selected. “Nominations are submitted based on an individual’s dedication, teamwork and diligence to the program,” said Tommy Butler, director of special programs. “For Calvin to be selected for this award is without a doubt noteworthy of his performance.”
NMIP is a Presidential Directive program, meaning it was one of a few programs that have been briefed to President Obama. Besides covering transportation security, NMIP also covers site security as well as materials properties.
Even with his 30‑plus years of experience at Pantex, Nelson was not expecting to win the award. “I was really surprised when I got the notification that I had been selected,” Nelson said. “It is a great honor, and I’m so proud to have the opportunity to work with some great folks at the labs and at DOE Headquarters. Also, it’s been great to bring some of these folks that I work with to Pantex and show them our unique capabilities.”
Going pink from Texas to Tennessee
From Texas to Tennessee, Consolidated Nuclear Security employees were in the pink for October. More than 100 employees, friends and family members participated in the Susan G. Komen Race for the Cure in the two locations while other employees wore pink and even dyed their facial hair.
Pantex employees, friends and family members laced up their shoes for the Greater Amarillo Race for the Cure. CNS was a platinum sponsor of the event.
In Texas, about 75 Pantexans, friends and family members, including two breast cancer survivors, participated in the Greater Amarillo Race for the Cure. CNS contributed $2,500 to the Susan G. Komen Amarillo Affiliate as a platinum sponsor of the event and paid for employee registration. Curtis Chamberlain, a production manager, who ran in the event with his 11-year-old daughter, said it was a “good opportunity to spend quality time with her and support a worthy cause.”
In mid-October, Y-12 LiveWise hosted a women’s health fair and encouraged all employees to wear pink for breast cancer awareness. During the fair, employees could receive flu shots, participate in some health screenings and receive health information.
Employees, friends and family members from Y-12 prepared for the Knoxville Race for the Cure in the pre-dawn hours Oct. 24. (Photo by Big Orange Professional Photography)
A few weeks later in Tennessee, 33 Y-12ers joined the cause at the Knoxville Race for the Cure. CNS provided t-shirts for the runners in addition to covering employee registration fee. Shelia Scarfo of Y-12 participated with her two daughters. She said, “I walk with one of my daughters each year since my grandmother died from this disease, and my mother is a survivor.”
One Y-12 employee felt breast cancer awareness was worth significant attention and dyed his beard pink. Rodney Ryder, a lineman in Power Operations, dyed his beard pink noting “I have extended family members who are battling breast cancer.” When he went to a salon to inquire about dying it pink, the stylist agreed to do it (and provide any needed touch ups) for free, given the cause.
Ryder says all the teasing from co-workers is worth it. “When a woman tells me thank you or shares her story with me, I know my purpose of dying it was right. I’m thinking of doing it yearly,” he said.
Pantex Protective Force hailed as “well prepared, well trained”
In July and August, Pantex hosted the Office of Enterprise Assessments for a complete multi-topic inspection. The EA team consisted of approximately 100 subject matter experts in the topical areas of Safeguards and Security.
During the EA inspection, the Protective Force was required to perform a wide variety of tasks to demonstrate proficiency in protecting the site. During the inspection process, the Protective Force performed more than 250 limited scope performance tests. These tests included firearm proficiency, general knowledge testing, Special Nuclear Material recognition, use of deadly force, physical fitness proficiency and donning personal protective equipment. In most of these tests, the Protective Force performed at 100 percent according to the proficiency standards outlined in DOE Orders.
“During daily inspection update meetings, Protective Force management relayed comments that they had received by the EA team. Some of the comments included that the force was ‘well prepared,’ ‘well trained,’ ‘professional’ and ‘committed’ among other great remarks.” Audy Jones, Safeguards and Security Operations, said.
In the force‑on‑force portion of the inspection, the Protective Force was tested against a variety of simulated attack scenarios. These scenarios included an adversary team attacking the site at different hours of the day with a multitude of weapons using an array of tactics. The Protective Force was able to quickly recognize the threat to the site and, by following established plans developed within the guidelines outlined within the use of force policy, neutralize the adversary prior to them completing their mission.
“At the end of the exercise, the EA team stated that they should have videotaped the exercise as they had not witnessed this level of professionalism in an exercise at any of the sites they had visited previously. They went on to say that the bar has just been set for other sites.” said Michael Mitchell with Protective Force Operations and Training.
The EA team recognized the Pantex Protective Force their outstanding performance during the entire inspection. EA team members stated that Pantex is only the second site in the history of the inspection process to go through a complete multi-topic inspection and not receive any findings or issues in the final report.
Building makeover at Pantex: three stations
Dating back more than seven decades, some of the Pantex buildings are in need of repairs. Recently, three stations received an overhaul as a Quality of Life initiative. Problems in these facilities included insulation, rusted doors and lights and non-functioning utilities.
“They were simply worn out. They were freezing cold during the winter, full of dust in the spring, and hot and full of bugs in the summer,” said Debbie Weeks with Infrastructure Projects.
The renovation team overcame myriad challenges to complete the work on schedule, including changed site conditions, Panhandle weather, electrical outages, resource constraints and scheduled coordination. Success was only made possible through the commitment of the team, a high level of cooperation across departments and management support.
“The biggest challenges we faced involved the dilapidated state. Almost everything we removed or replaced revealed more problems that needed to be addressed. The team really worked together to figure out and implement the best solutions safely and efficiently,” said Weeks.
The planning phase for the project began in March of 2013. Building 1 was up first on the drawing board, and the contractor began field work in November. Despite a typical Panhandle winter, we finished before Valentine’s Day in 2014.
Building 2 followed suit, and work began in July of 2014, with completion in January 2015.
Building 3 presented some bigger challenges. An entire abandoned control bank and a trailer of wire were removed, and a functional millwork cabinet with streamlined console was installed. It received a coat of spray on insulation and was completed in July 2015.
Renovations at all three locations included new HVAC units, doors, window tint, epoxy flooring, dimmable LED lights, sidewalk lights, storage cabinets, traffic monitors, bird deterrents, pest deterrents and fixtures. Where needed, walls and ceilings were patched and painted, acoustical tiles were installed and exterior paint was applied.
“Now that the renovations are complete, many have commented especially on the comfort and functionality. The before and after pictures show the marked difference in the appearance,” added Weeks. “But to me, it went much deeper than that. Our entire team really took this project to heart and embraced the concept of improving the working conditions. It was very rewarding to us to help improve the quality of life,” said Weeks.
Integrating Safeguards, Security, & Emergency Services at CNS
Integrating organizations across two states (and two time zones) can be complex. The divisions within the Safeguards, Security, & Emergency Services organization have been working to integrate, standardize and consolidate their many processes at the Pantex Plant and Y‑12 National Security Complex and are making great progress.
Linda Pyatt, Y-12 S&S Performance Assurance Issues Management, assists Gannon Tucker, the CNS SS&ES change control administrator based at Pantex, with consolidating security's document control.
The initial approach was to simply enable department‑level managers to integrate their processes with their counterparts. They were able to identify many ways to integrate, but it became difficult to fully execute those ideas. An Integration Management Team was created and charged with facilitating the divisions through this complex process. The team took on a systems approach and assisted each department manager with developing an integration plan for his or her group then guided and assisted them in surmounting obstacles as they worked through their plans.
Brian Deorocki of SS&ES Operations Management at Pantex explained, “Individual department managers focus on their areas and are not always able to see the big picture as it relates to all of the internal and external connections. The team, however, is able to see the system as a whole and is better able to integrate the moving pieces, so to speak.”
A steering committee oversees integration efforts and resolves issues that could not be resolved at the department level. The committee is comprised of the four direct reports to the SS&ES vice president. Ultimately, the S&S steering committee approves all integrating actions. The Integration Management Team works closely with various teams from Booz Allen Hamilton and is accountable to the steering committee to ensure no independent effort exists that will conflict with the CNS five absolutes.
These positive working relationships have enabled the development of integration plans and consistent processes. For example, the administration of random drug and alcohol testing can now take place at either site for visiting personnel. Also, the Annual Security Refresher Briefing had been a requirement for all personnel at Y-12 when the DOE order only required it for cleared personnel; that process is now standardized at both CNS sites and complies with the DOE order. Weekly security shares, used as security reminders during meetings, are now used jointly at both sites and can be accessed on the CNS intranet. In many cases, just the formalization and documentation of some long‑established informal processes naturally fit into the integration effort. The SS&ES integration strategy has been to work with each program separately and simultaneously.
Performance Assurance is leading the way toward integrating both security programs. This department provides internal services to divisions and easily transcends across those division lines, with standardized processes for assessments, issues management and performance testing. Performance assurance activities can also effectively identify gaps in other integration efforts warranting attention. To date, Performance Assurance is operating as one team to fully integrate the program across the enterprise.
SS&ES teams continue integrating the Pantex and Y-12 programs. A strong foundation cannot occur over night, but CNS security personnel are striving to see it completed soon.
Ken Freeman, SS&ES vice president, said, “The integration effort has been challenging, but we are very pleased with the work our employees are accomplishing. Through their continued collaborative and cooperative efforts, we anticipate having even greater success in FY 2016.”