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Members of Quality stand with the W88 team awarded the inaugural "The Standard is the Standard" award.

The standard is the standard.

Former Pittsburgh Steelers Head Coach Mike Tomlin is widely credited with coining the phrase. During a press conference, Coach Tomlin was asked where that particular maxim came from. His response:

"I don't know."

There might be no better answer to that question. Such a credo isn't born off the cuff or from inside a fortune cookie. It just... is.

When excellence is the standard, the room for error is marginal at best. And now, thanks to a collaboration between Quality Product Verification (PV) and Production Operations, deep within the margins is now where the standard seems to be.

"During our review of unit folders submitted from Weapons Operations, we wanted to focus on the incidental defects that can potentially lead to nonconformances," PV Manager Jesseca Cook said. "We really believe that if we take care of the smaller things that the bigger things will take care of themselves."

Quality Assurance Specialist Nate Tucker went to work creating a tool. The result was a tracking system that allowed PV to identify and organize the type of defects that the Quality Assurance inspection technicians were identifying. PV then presented this data to Weapons Operations management who embraced the opportunity to effect change and reenforce the standard of excellence.

“We knew there had to be a better way," Tucker said. "My personal goal was to get to the root cause of these issues by really drilling down and tracking individual defects. And the impact? It's been incredible, not just for Operations, but for Quality too."

"Now we are able to evaluate incidental defects and associate the contributing factors to determine leading issues and reduce nonconformances," Cook said. "We've seen a 73% reduction in our incidental defects since we started this initiative. We're now down to just minor details which alleviates frustrations for both organizations."

The resulting data of the new initiatives is undeniable with the entire plant achieving a 0% total defect rate for November 2025, the first perfect month for Pantex in over three years. PV was also able to achieve its goal of reducing nonconformances by 20% for fiscal year 2025. This improved performance directly contributes to the success of the plant by reducing downtime, increasing production efficiency, and setting the standard for new technicians who will soon join the Production team.

The rapid improvement led the PV team to create "The Standard is the Standard Award," given to a team deemed to align with the standard of excellence and the commitment to a quality culture. A W88 team consisting of Production Technicians Thomas Havery, Steven Hernandez, Juan Hinojosa, Michael Jarocha, Brian Johnson, John Kelly, Isaac Rich, Paul Rodriguez, Brandon Sena, Brandon Shedd, and Austin Stashi was selected as the first recipient of the award.

"Even if you think no one is paying attention, doing the right thing, having that questioning attitude, and checking each other's work to ensure everything is done to the highest quality is always the way to go," Production Technician Isaac Rich said. "Support your team to your best ability because everyone on our team plays an important role in our end goal which is delivering working, high-quality product to our nation for its defense."

Coach Tomlin might not know exactly where his famous catchphrase came from, but the standard set by these two Pantex teams is the standard – unmistakably so.

"This award is an acknowledgement of the standard set by both Quality and Production Operations, and the amazing technicians we have here that rise to the challenge," Cook said. "I think it really gives confirmation to our NNSA customer, the Department of War, and our nation that Pantex is setting a high standard. It proves the excellence of the two organizations.”

Tech, tools, and talent - three components comprising a stellar IT division. Within lies a myriad of groups, each significantly supporting mission success in their own unique IT way. One such team uses a program designed to make everyone's life a little easier. This is Oracle Application Express, also known as APEX.

APEX is a software tool used to rapidly build and develop applications (apps). Compared to traditional development platforms, APEX is low-code, meaning users, such as members of the Pantex APEX team, are able to create apps with minimal coding, using visual interfaces and pre-built components. Still confused?

"Traditional development is like building a treehouse from scratch," Software Engineer Jon Jones said. "You have to design it, measure and cut the wood, and gather hardware, not to mention assemble all of it. With APEX, think of it like a Lego set. You have all the appropriate pieces and just need to put it together."

Building apps with APEX is a little more complicated than snapping plastic blocks together and requires some related skills. However, the point is that there is ease in the execution as compared to traditional methods, and with that ease comes benefits.

"APEX helps businesses create useful web apps much faster than traditional methods, saving valuable time and resources," Jones said. "It also ensures these apps are secure, reliable, and work efficiently with existing data."

Pantexans have swiftly adopted this revolutionary application-build method, as several significant and currently in-use projects used APEX. Major apps include the Dose Records Information System (DRIS), the facility e-logbook, and APEX pay inside all Pantex Pantries; however, service with a smile does not stop at successful deployment.

“After we build an app, our team remains actively involved by ensuring it runs smoothly, fixing any issues and adding new features as your business grows," Jones said. "Customers can count on us for ongoing support and a partnership approach to keep their application effective and up-to-date.”

Before you reach out to the APEX team, you need to consider some things to determine if their services could benefit you.

"Ask yourself about what's working and what's not, and what do you want to see changed," Jones said. "Dream big. Really think hard about what could make your day-to-day or other operations more efficient and effective. We will do our best to make those dreams come true."

If you have a request, you can submit an IT Project Request through the Service Catalog. On the form, please provide information such as a description of your needs, cost benefit, funding source, and safety and security impacts. The more details you provide, the better. Once you submit the request, the APEX team will contact you to discuss the project.

"We want to understand the struggles with their current solution and how we can help," Jones said. "If we think the project is a good candidate, the application will go on our backlog to get started on as soon as we can."

As a critical element to developing leaders, mentoring benefits both mentor and mentee. To encourage mentoring behavior and take leadership development at Pantex to the next level, Human Resources Talent Management introduced a 12-month formal mentoring program in August 2025. As the Pantex Mentorship Program nears the end of its inaugural year, participants reminisce about the program’s successes.

“The program provided a great opportunity for self-discovery and a deeper understanding of my own professional aspirations,” Rebecca Hatch, information security specialist and mentee said. “This experience reaffirmed a desire to consistently challenge myself and strive for higher levels of performance in
everything I do.”

The 2025-2026 mentorship program attracted 48 mentors and 104 mentees. Each applied separately and were assigned partners by Talent Management. The pairings were often from different organizations, based on common interests and availability.

Project Performance Analytics Senior Manager Justin Fox mentored several employees, including Hatch. Fox said the program offered him a chance to share his experiences — both successes and failures — and help his mentees avoid the same pitfalls.

“I wanted to be a mentor because I feel it’s everyone’s responsibility to use their own experiences to help push others further than they’ve gone themselves,” Fox said. “I believe a mentor is someone that is not only a sounding board and confidant, but also an advocate and sponsor of the people they’ve chosen to invest in.”

Through the program, mentors and mentees were encouraged to meet regularly to connect on topics such as goal-setting, feedback, effective communication, conflict management, and ethical decision- making.

Safety Analysis Engineering Analyst Madison Davis said she applied to the program because she wanted to push herself out of her comfort zone as well as learn from someone who is insightful and experienced.

“My mentor and I have gotten to know each other,” Davis said. “He mentored me by having one-on-one open conversations about the monthly topics and examples to help each of us learn. He has also brought me along into the field to learn about construction projects and fire protection engineering.”

Davis’s mentor and Projects Engineering Line Supervisor Luke Powell said he focused on establishing a comfortable environment where his mentees could tackle challenging areas, emphasizing mutual growth and positive intent in his coaching efforts.

“Like exploring a new playground, but with fences that protect you from risks of playing in the street, the program provided a structured framework and clear objectives, which helped formalize the relationship and ensure consistent progress,” Powell said. “A significant highlight has been witnessing rapid trust-building with my mentees, leading to tangible progress.”

With the successes of the pilot mentorship program, Talent Management plans to grow and improve the program next year to continue to build relationships and drive improvement in leadership development at Pantex. The pilot program was only available to non-bargaining employees, but, this year, Talent Management will be opening up the program to bargaining employees as well.

Thousands of dedicated Pantex citizens like Kenton Falerios work every day to support the Pantex mission. Take three minutes to learn about who he is, what he does, and why he is proud to be a Pantexan.

More doesn’t always mean better... unless you’re talking about dogs. Kenton Falerios would know — he has nine.

“Dogs are God’s gift to mankind; angels without wings,” Falerios said. “I really love them. I’d have more, but my wife drew the line at nine!”

Falerios works in Emergency Management as the lead emergency exercise planner, and just like how a guard dog is always prepared when needed, he develops response procedures so Pantexans are always poised and ready for potential emergencies.

Molly, Emma, Pinta, Mya, Remi, Rosebud, Elsa, Jasmine, and Max help make up the Falerios pup pack. Each has a role — princess, cuddler, protector, and instigator. At Pantex, each of us has a role in emergency response... albeit with more work-appropriate positions. Falerios conducts site-wide and functional exercises in addition to overseeing the controller/evaluator training and building warden program. He says he couldn’t do it all without the support of others, which is why he leans on his work pack.

“After spending 22 years in the U.S. Army, I learned that one person cannot do it all,” Falerios said. “To be able to achieve our goal and accomplish our mission, teamwork is a must. All the site managers and directors have all been very supportive when I approach them regarding using their facilities for exercises. They understand the importance of exercises, and it sure makes my job easier.”

And just like each pup has their own personality and features, Falerios uses his personal touch to make a distinct difference in emergency planning.

“Every organization has plans, procedures, and checklists, but it’s that personal experience, that finesse, or personal touch that makes a difference,” Falerios said. “If folks have pride in what they do, then they’ll show it through the products they deliver, which makes the organization better overall.”

How do you and your team contribute to mission success?
Emergency Management is one of those departments I like to call the “silent professionals.” We develop the emergency response procedures and training that you hope will never be used, but when they are needed, you’re glad you have them.

What has been your proudest moment at Pantex to date?
When Defense Nuclear Facilities Safety Board’s Vice Chair Thomas Summers, stated that the Lone Wolf-25 Exercise was robust, creative, and one of the best exercises that he had seen and that the Pantex Emergency Management Department is the model of Emergency response in the DOE complex.

Why is it important we hold ourselves accountable in our daily tasks?
Never accept the easy wrong over the hard right. For what we do out here, why would you not want to produce the best product you can? Our country depends on us to produce the best product regardless of our political leanings or personal beliefs.

Who in your life has inspired you the most and why?
My parents. They taught me if you have time today then get it done, because you don’t know what tomorrow will bring. I kept that same philosophy with me in the Army and afterward.

National Public Safety Telecommunicators Week is celebrated the second week in April and honors dispatchers like Britnee Callaway. Photo by Michael Schumacher.

Last year there were over 365 medical, fire, and hazardous material calls that came into the Emergency Services Dispatch Center (ESDC) at Pantex. The dispatchers who take those calls are the lifeline to emergency services, working to get help to people when they need it.

“We are the first point of contact when you have an emergency or need assistance,” Dispatcher Britnee Callaway said. “We understand that time is precious and can make a difference in the outcome of a call. If we receive a call for service, we ask a lot of questions to ensure we get the right resources to your location quickly. As one dispatcher is taking a call, another is dispatching the Fire Department to get them started to the location.”

National Public Safety Telecommunicators Week is April 13-19 and honors the dedication of dispatchers in their critical safety role. Emergency Services dispatchers are important to Pantex, the nearby communities, and the first responders going to the incident.

“My favorite part of being a dispatcher is not always knowing what the day is going to bring outside of the day-to-day tasks,” Callaway said. “At any point, someone could be having an emergency, and we get to help. Not only do we serve the Pantex community, we also assist the surrounding counties. So, each day has the potential to be more exciting than the last in terms of service.”

Callaway joined Pantex Emergency Services in 2024. At the time, there was a total of 10 dispatchers running a 24/7/365 operation. The number of dispatchers has recently increased helping to alleviate fatigue and strengthen resources during multi-incident response.

“With this growth, we have been able to better serve the community that carries out the Pantex mission,” she said. “Along with new dispatchers comes new ideas, processes, and technology from previous departments. It’s exciting to see how the technology has evolved and to have the opportunity to incorporate some of this into our role here.”

Dispatchers regularly assist with testing fire systems, monitoring buildings for new and existing alarms, assisting with hazmat calls, keeping records, and monitoring events happening around the community. The dispatchers working in the ESDC bring a wealth of experience from previous internal positions at Pantex and from outside agencies. They take pride in serving Pantex in this critical role.

“We are a mix of personnel that have served different departments,” Callaway said. “The members with the longest experience have been previous security police officers; the newest members came from surrounding county and city services. We even have a previous operations control specialist for Apollo Med Flight. With these different backgrounds, we have even more experiences available for us to draw from.”

Dispatchers are the front line of communication between people who need help and the emergency service providers administering aid. Without their calm demeanor, quick thinking, and skillful decision making, it would make getting critical help to those who need it much harder. This week and throughout the year we honor the dispatchers who answer the call.

AMARILLO, TX– PanTexas Deterrence, LLC, (PXD) the management and operating contractor of the Pantex Plant and the Amarillo Area Foundation (AAF) are now accepting proposals from nonprofit and charitable institutions throughout the 26 northernmost counties in the Texas Panhandle.

Application opens Monday, April 6, and closes at noon May 1, 2026. Grant amounts will range from $2,500 to $10,000 and the submissions will be reviewed by the Advisory Committee for the Pantex Community Investment Fund, a component fund of the Amarillo Area Foundation.

Organizations who fit the eligibility requirements and whose work is in line with the priorities are encouraged to apply. Only one application per organization will be accepted and prior recipients with an open Pantex grant are not eligible.

The priorities for funding are:

• Basic Needs (Food, Clothing, and Shelter)
• Children, Youth, and Family
• Community Development
• Education
• Health and Wellness

Priority will be given to proposals from organizations located and operating in one of the 12 contiguous counties surrounding the Pantex Plant with preference given to projects that serve multiple priority counties. These counties are Armstrong, Carson, Deaf Smith, Donley, Gray, Hall, Hutchison, Moore, Oldham, Potter, Randall, and Swisher.

For more information go to https://www.amarilloareafoundation.org/pantex/.

Applications are available online on the Amarillo Area Foundation’s Spectrum Portal. To register or log in, go to https://aaf.spectrumportal.net/.

If you have any additional questions, please contact Raul Rodarte-Suto at 806.376.4521 or raul@aaf-hf.org.

PanTeXas Deterrence, LLC (PXD) is the management and operating contractor for the National Nuclear Security Administration’s Pantex Plant located in Carson County near Amarillo, Texas. Pantex maintains the safety, security, and effectiveness of the nation’s nuclear weapons stockpile. PXD is a joint venture led by a BWX Technologies, Inc. (BWXT) subsidiary – it also includes Fluor; SOC, A Day & Zimmermann Company; and The Texas A&M University System.

For more information on Pantex, visit www.pantex.energy.gov. Follow Pantex on Facebook, X, YouTube, Instagram, or LinkedIn.

CONTACT
Darla Fish
Communications
Office (806) 573.0484

Darla.Fish@pantex.doe.gov

Dr. Bob Webster speaking to Pantexans at the first President’s Colloquium. Photo by Michael Schumacher.

According to Merriam-Webster, the word colloquium is defined as an academic meeting in which specialists deliver an address on a topic and then answer questions from the audience.

The idea of having these colloquiums is to enable experts from the Nuclear Security Enterprise (NSE) and key stakeholders to share important information and insight with Pantexans,” said Kelly Beierschmitt, Pantex president and general manager.

Earlier this month, the first President's Colloquium was held at Pantex with Dr. Bob Webster from Los Alamos National Laboratory (LANL) as the distinguished speaker. Webster is the Deputy Laboratory Director for Weapons at LANL and has three decades of experience in the weapons industry.

“The President’s colloquium is an important forum to engage directly with the workforce, share perspectives, and reinforce how each site contributes to the broader mission,” said Webster.

Webster, wearing a Hawaiian shirt that featured cows, welcomed the full auditorium of Pantexans. He introduced his topic by highlighting his shirt and detailing how it is a historical nod to a time at LANL when Hawaiian shirts and jeans were the traditional Friday look. Webster stressed the importance of understanding the history of the mission to continue to move forward.

Both Beierschmitt and Webster spoke on the importance of the laboratories and sites in the NSE communicating and working together to benefit the mission of maintaining the nation’s nuclear stockpile.

“No one site executes the mission alone,” Webster said. “Our work is deeply interconnected, and understanding each other’s challenges, capabilities, and priorities makes us more effective as a whole.”

The classified briefing focused on Webster’s experience and different projects he’s worked on while also highlighting how Pantexans contribute to his work.

“It was enlightening and refreshing to hear the perspective of another site,” said Scott Beckett, with Pantex’s IT Service Management division.

Another Pantexan, who is new to the site, also enjoyed the discussion.

I found the topics discussed very engaging and informative,” Hannah Felker, Pantex program specialist said. “Attending events like this are valuable because they help expand our understanding of the work we do in support of our mission.”

Webster closed his discussion focusing on how important the mission is in today’s time. “When we take the time to engage across sites, we build trust, improve coordination, and ultimately strengthen the safety, security, and credibility of the mission we all support.”

Members of the Storage Optimization stand in one of their recently reorganized facilities, providing much-needed space for current and upcoming projects. Photo by Michael Schumacher.

Frenzied panic ensues as various cube-shaped blocks descend from some ethereal plane with no rhyme or reason. As the misshapen objects fall one by one faster and faster, stacks piling higher and higher, the player must identify how to move, orient, and ultimately sacrifice space with the hope that new space will be freed.

For most people, they know this as the game Tetris. For Production Stores Managers Robert Spence, Sam Russell, and their team, it’s just another day at the office.

In charge of all receiving, staging, storing, and delivering weapon components to line operations for assembly into nuclear weapons, Spence and Russell have found themselves at the center or, in keeping with the metaphor, the ceiling of their storage capacity for the past several years.

“There was simply not enough space to meet current and future needs,” Spence said. “Not only insufficient space by square footage but also by the type of space needed for the hazards involved and inability to get rid of material no longer needed. In some instances, surplus and/or obsolete inventory was being retained beyond program needs.”

Pantex is scheduled to begin work on several more projects over the next few years, and there will be need for even more storage space in the near future to prepare. With such limited space and time to work with, accepting defeat and the proverbial “game over” were simply not options.

“Along with Program Management, an optimization project was initiated to look at capacity and all the challenges, to ensure future space would be available,” Spence said. “Schedules and metrics were established to set priorities and monitor progress.”

With the team working together to evaluate needs and formulate a plan, they took steps to acquire materials and better utilize the currently provided storage space to meet the required standards of production and scheduling.

“By reducing the overall amount of inventory onsite, focusing tactically on certain types of material, and optimizing the current space, we are able to take all the new incoming material to meet mission needs well into the future,” Spence said.
The new space will continue to provide Pantex with sufficient storage capability for the foreseeable future.

Another part of the plan was to increase the already available storage space to prevent the potential for a similar situation to present itself in the future.

“Strategically, we have worked hard to look at what our future needs are versus the space we currently occupy and project the needs out at least five to ten years,” Spence said. “As we continue work to reduce, optimize, and right-size the storage space, we should be in great shape moving forward. This will include the addition of two new facilities.”

Much like a game of Tetris, when the walls seem to be closing in and fewer and fewer useful pieces make themselves available, the panic and frustration can begin to grow. In these cases, there really is only one thing to be done.

“As with most organizations, there are many challenges – all different and unique,” Spence said. “The first step was to identify the problem/need, then work with the groups that could help us move toward the end goals with the support of management. To date, it has worked out very well and should continue to be a bright spot for Pantex.”

Pete Lopez doesn’t mince words.

“I knew what I was signing up for. It’s a risk-reward job. Of course there are risks involved, but there is so much reward knowing what we contribute to and what that means.”

Lopez has gained and employed a wealth of knowledge and experience in his 54 years serving the Pantex mission. He carries himself well, tells a story like an old friend, and has an infectious smile that reminds you nothing is ever as bad as it seems. Maybe that’s because Lopez himself truly knows that nothing really is ever as bad as it seems.

“I grew up in a little town called Munday, Texas. I was number 9 out of 10 kids. I got a scholarship to North Texas State for drama out of high school, but we were very poor so it just didn’t feel like a real option.”

Perhaps it was this moment where Lopez first learned the delicate balance between risk and reward.

The risk:

“I had a friend who had gotten drafted to fight over in Vietnam. I knew I was going to get drafted too, so instead of college I just went and signed up. It was good for me, though. It made me grow up fast.”

The reward:

“I used to think we had it really bad being so poor when I was growing up, but … when I got to Vietnam and saw people eating scraps wherever they could find them, it started to change my mind. I met a kid down there who was about my size. I wrote my mom and told her to send me all of my clothes to give to him. It was just a different world.”

After Vietnam, Lopez found himself at a crossroads. The year was 1972, and at 22 years old the young man who had to grow up much faster than most found himself on the road that led to Pantex.

“I was in a conversation with somebody and they asked me ‘have you ever thought about going to work out at that bomb plant?’ I said, ‘bomb plant? What’re you talking about?’ I’d never heard of any bomb plant.”

A short time later, Lopez found himself at the old bomb plant, just not where you would expect.

“I started out in the kitchen,” he remembered as he cracks a smile that quickly gives way to a chuckle. “Eventually they put in a new grill and I was the hamburger cooker.”

While he enjoyed this role, the calling to something greater presented itself. There again he met his old friends, Risk and Reward.

The risk:

“I bid out and became what was then called an assembly operator. (We call them PTs now.) This was back in the ‘70s. The Cold War was still going on, and we knew it was an important job. We knew what we were building and how important it was. It was a different world back then. It’s serious now, but it really felt serious then.”

The reward:

“I enjoyed what we were doing. I couldn’t wait to get to work every day. I still enjoy, it to this day. The standard was to take every day very seriously. I remember saying ‘we got boys on the other side of that water, and if we have to use these things, the ones with my name on them, those better work. I took pride in my work. That was important to me.”

Over a half-century later, Lopez is now settling into the twilight of his career. His life lessons don’t stop once he leaves the site. At home, having raised two sons, and watching as his three grandchildren will soon face the crossroads he did decades ago, he does his best to teach them the value of each day.

Currently, Lopez serves as a quality assurance technician in Satellite Operations where he relishes the role of passing on his immense knowledge and experience to the ones who will follow.

“I do my best to train all of the new people the way they need to be trained. You can’t overemphasize the importance of the job we do. You gotta make sure you do it right. You gotta take pride in your work.”

When all is said and done, Lopez can look back on his life knowing that each time he weighed the risk, and the reward, the risk was never as significant as the infinite growth that would come his way.

The reward:

“When I started out, I was just so blessed and put with really good people, people who did everything the right way. Everybody supported you; you could reach out to anyone for guidance. That’s what I try to do for those new ones that come to me.”

If Lopez has proven anything, whether it be to himself or those who get to know him. It’s that the only real risk in life is never taking a risk at all.

Pantex is home to a large, well-trained team of security police officers, otherwise known as the ProForce. But there are five members of this dedicated team that stick out from the rest. They don’t swipe badges or carry radios, but they do love a good treat. With noses trained sharper than any sensor and loyalty that can’t be taught, these team members are a powerful reminder that sometimes the best security comes with a fur coat and a wagging tail. Enter the good boys and girls of Pantex: Chief, Hazel, Alo, Stryker, and Hunter.

Canine units offer unique capabilities that greatly augment human efforts in various missions. Their senses are significantly more sensitive than those of people, enabling them to detect subtle scents associated with a variety of substances, even in challenging conditions or when items are concealed. Much like people, the dogs all have their strengths and bring different skills to the table.

“Some dogs might struggle with low hides, deep hides, or high hides,” K-9 Handler Wesley Wood said. “It’s very important that we spend time getting to know them so we can encourage their strengths.”

Their specialized sensory input allows for rapid and precise detection that is unattainable through human observation or technological means alone. They possess super agility, endurance, and a natural ability to navigate complex terrains, making them incredibly valuable to rescue operations, tracking, and perimeter security.

“The dogs are an incredible asset to Pantex and our protection strategy,” K-9 Operation Manager Captain Bobby Ovalle said. “They work in tandem with our current protective posture and make for excellent partners to our security police officers.”

These officers exhibit a great sense of pride in their work and every handler is quick to say how much their dogs “love their job.”

“Hunter loves to work. He loves doing a good job and you can always tell that he walks like he owns the place when he finds an odor or does a good job,” K-9 Handler Cali Bernard said.

But just like people, the dogs like to decompress. They love a variety of activities like hiking, swimming, going to Home Depot or Lowe’s, and, in Chief’s case, napping on the couch.

Canine units are a powerful reminder of the benefits of collaboration. Their presence provides a psychological deterrent and their behavioral traits allow for them to contribute to mission success in ways that complement and enhance our physical security requirements. When it comes to protecting the site, they really have a nose for it.