Article and Photo

Submissions: Articles should

be about 500 words long; however,

C4IT, engineering, logistics and environmental specific articles can be up

to 2,000 words -- all acronyms must

be spelled out when first used. To

have your article considered for publication, photo(s) must accompany

each article. Articles can be submitted by DHL in hard copy and/or in

Microsoft Word on a 3.5 disk, CD, or

e-mailed electronically. Please submit original photographs and graphics. All slides, photos, graphics and

illustrations should be in color where

possible. Please include by-line

when submitting article. Let us know

if you want your photos and graphics

returned to you. Submit inquiries, letters, articles, and photographs to:

Editor, U.S. Coast Guard Engineering,

Electronics and Logistics Quarterly

CG HQ

CG-4, JR9-1130

1900 Half St., SW

Washington, DC 20593-0001

Phone: 202-475-5767

FAX: 202-267-4245

E-mail: Kerry.L.Freese@uscg.mil

Submission deadlines are as follows:

Spring 2008 - 03 January 2008

Summer 2008 - 03 April 2008

Fall 2008 - 03 July 2008

Winter 2009 - 03 October 2008

The U.S. Coast Guard Engineering,

Electronics and Logistics Quarterly

is published quarterly by the

Assistant Commandant for

Engineering and Logistics. This

publication is unofficial and not

authority for action. Views and opinions expressed are not 

necessarily those of the U.S.

Department of Homeland Security

or the U.S. Coast Guard. We

encourage readers to submit articles and letters to the editor.

Authors are encouraged to submit

articles through the Program

Representative. The U.S. Coast

Guard Engineering, Electronics and

Logistics Quarterly Editor and the

Engineering and Logistics

Directorate Management Board

retain final approval authority for the

publication or non-publication of all

article submissions. We will make

every effort to publish all submissions. We also reserve the right to

edit submissions for length, accuracy and grammar. All letters to the

editor must be signed along with

current address and telephone

number.

Winter 2008

Vol. 11, No. 42

ISSN: 1931-4051

U. S. Coast Guard

Engineering,

Electronics and

Logistics Quarterly

COMDTPUB P5700.2

RADM Dale.G. Gabel

Assistant Commandant for

Engineering and Logistics

Mr. Kerry L. Freese

Managing Editor and

Publication Staff

You can visit us on the web at www.uscg.mil/systems/EEL_QUARTERLY.htm

On the Cover: The Engineering

Logistics Center’s ELC-025 (Auxiliary

Machinery Branch) was tasked to

research potable water production and

quality issues for the 210/270 WMEC

(Medium Endurance Cutter) Diesel

Engine (DE) Makeup Water and HH-65C

Engine Wash (EW) capability aboard air

capable cutters. Read more about this

research on page 36.

All issues are available to Coast Guard personnel on

CG Central under “Magazine and Newsletter”
2 From the Assistant Commandant

4 Systems of Interest

6 Long Range Interceptor Arrives at

Shipyard

8 BERTHOLF and WAESCHE Reach

Production Milestones

10 NSC’s C4ISR Systems Tested

Following Scheduled Dry Dock

12 Coast Guard, Industry Team Put

Finishing Touches on Cutter

BERTHOLF

16 All Threats, All Hazards: The Cutter

BERTHOLF Readies for Sea Trials

20 Engineering and C4IT Rating Force

Master Chiefs

22 CWOs From the Scullery to College

Credit

24 Lean Update - Pier One

26 USCG NDI Application Proficiency

Seminar

32 MH-60T Prototype is Airborne

34 Volunteer Facility Managers

36 Deionization System Analysis for

Diesel Engine Makeup, Auxiliary Boiler

Feed and HH-65C Engine Wash

Aboard Air Capable Cutters

48 ICCP, CG PART and AOCR Overview

52 Ozone Message; Just a Reminder

54 Earth Day 2007

56 YARD Clears First Superfund Site

16 20 32 54

Winter 2008 - EE&L Quarterly • 1

Backcover: The EADS CASA CN235-300M was selected as the platform for the MPA for the

Integrated Deepwater System (IDS) Program, which is aimed at modernizing and replacing its

aging surface and air fleet. It is the perfect complement for the Coast Guard fleet of longrange, heavy-lift HC-130 aircraft. Its high-efficiency turbo prop design allows persistent surveillance and quick response speeds in the role of a maritime patrol aircraft. These, plus

other additional features allow the Coast Guard to control the movement of high interest vessels and quickly locate mariners in distress. Photo by EADS CASA.

CORRECTION: In the Spring / Summer 2007 issue, page 74, first paragraph; “LTIPO”

should read “LTPIO.” This is correct in the electronic copy found on CG Central but is

spelled wrong in the paper issue.
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2 • Winter 2008 - EE&L Quarterly

The Commandant's transformation initiative is moving forward steadily

and the Mission Support Organization is beginning to take shape. The

organizational structures, roles and responsibilities for Logistics

Centers for surface forces, aviation forces, shore infrastructure, and

C4IT are being generated by various work groups made up personnel

from the field and staff levels. In the quest to define the best mission

support structure, many of these work groups have had trouble defining the bi-level maintenance structure that the Commandant has mandated. I would like to take this opportunity to offer my thoughts on this

matter.

A bi-level maintenance philosophy has an organizational element and depot element.

Instead of trying to lock down strict definitions of "O" level and "D" level maintenance,

I'm going to call the two elements "unit level" and "above unit level" maintenance.

"Unit level" maintenance is conducted at the unit and "above unit level" maintenance

is conducted somewhere other than the unit, or it is maintenance conducted at the

unit by personnel from an "above unit level" organization.

As we transition to the Coast Guard's new logistics business model, asset Product

Lines will ensure there are detailed Maintenance Procedure Cards (MPCs) for every

maintenance action that occurs on an asset. MPCs will have step-by-step maintenance procedures and will define which specific support equipment, parts, tools and

consumables are required to complete each specific maintenance action. The asset

Product Line will also define the intervals at which these maintenance actions shall

be completed for preventive maintenance. When the Product Lines add up all of the

MPCs and their intervals, they can determine the amount of support equipment,

parts, tools and consumables that are required for the entire asset. Examining these

maintenance requirements, the Product Line can determine which maintenance is

"unit level" and which is "above unit level." While the Product Line maintains authority over all the MPCs, units are responsible for completing "unit level" maintenance.

Product Lines are responsible for ensuring "above unit level" maintenance is com-
Winter 2008 - EE&L Quarterly • 3

Dale G. Gabel RADM, USCG

Assistant Commandant for

Engineering and Logistics

plete and also have the ability to monitor units to ensure "unit level" maintenance is performed and documented.

A question that frequently comes up is "how can unit level maintenance be defined if not all

units have the same organic capability?" The answer is that the Product Line has authority

over all maintenance procedures for a particular asset. Product Lines will standardize "unit

level" maintenance across an asset type. If there is some "above unit level" maintenance

that needs to be completed on an asset, it is the Product Line's responsibility to ensure that

maintenance is complete. The Product Line can consider a commercial source or a tiger

team of qualified Coast Guard personnel. If the unit is remotely located or underway, the

Product Line could also defer the maintenance or consider the best way to effect temporary

repairs. So if one unit has a more robust organic capability than another of the same type,

the Product Line may authorized the more robust unit to complete "above unit level" maintenance as required. The Product Line can also provide technical assistance for "unit level"

maintenance, if the unit has questions. Ultimately Product Lines are responsible for ensuring maintenance is completed to support operations in a timely and cost effective manner.

We can also use "unit level" maintenance, defined by a list of MPCs, to determine staffing

requirements. Each MPC has a corresponding enlisted rate and number of labor hours

attached to it. For example, as part of 200 hour maintenance for an RB-S, I could pull the

corresponding MPC for changing spark plugs and find that it should take a Machinist Mate

approximately 0.75 hours to complete this maintenance. When I add up all the MPCs that

MKs are responsible for and use historical data to determine the corrective maintenance

requirement, I can develop algorithms to determine how many MKs are required to maintain

a particular asset. I can do this for any enlisted rate that is responsible for an MPC.

Therefore, if we use MPC's and historical data we can better align the workers to the workload.

We are piloting our efforts at Sector Baltimore and will be standing up a second pilot program at Sector San Francisco in January. Our efforts are already starting to pay off. With

their ability to centralize funding and inventory, the standard boat Asset Project Office (APO)

is achieving cost savings on spare parts by negotiating with approved vendors and buying in

bulk. After examining and measuring zinc anodes on the exhaust ports of the RB-S, the

APO has extended the inspection cycle from 800 to 1200 hours, saving $4K annually for the

boats assigned to Sector Baltimore. APO Item Managers found a suitable alternate in the

Federal Stock system for worm gear clamps at a fraction of the cost of the ones units had

been ordering from the Original Equipment Manufacturer. These are just a few examples of

the progress we have been making.

Modernizing the Coast Guard means shifting fundamentally changing the ways our maintenance business is done. Units should not have to determine what is "O" level and what is

"D" level maintenance. It is up to the Product Lines to define that through the use of MPCs.

It is the MPCs that dictate the support equipment, spare parts, tools, consumables, and personnel that are required to maintain our Coast Guard assets.
4 • Winter 2008 - EE&L Quarterly

Yard Hosts Great Lakes

Customer (Yard)

Out-of-Town Guests Come to

Yard (Yard)

Yard Road Team Answers

Call for Emergency CASREP

Repair (Yard)

In August 2007, the Yard welcomed the Cutter HOLLYHOCK, the first Great Lakes

cutter in recent history to undergo an emergency repair availability at Curtis Bay. The

cutter, homeported in Port Huron, Michigan, transited 2161 nautical miles to arrive at

the Yard for an anticipated wholesale replacement of a leaking Controllable Pitch

Propeller (CPP) hub. The Yard's estimate to perform the work was approximately

$180,000 less than a Great Lakes contractor's estimate for the same service. Upon

dry docking, the CPP original equipment manufacturer's technical representative

determined that only replacement of the propeller blade seals was required. The Yard

also completed a small repair to the cutter's bow

thruster that, if not corrected, could have resulted in

considerable future damage. The Yard's work encompassed seven days, and the cutter departed Baltimore

on the 8th day for its Great Lakes' homeport.

The Yard's waterfront hosted

two west coast cutters and a

Great Lakes buoy tender in

late August, 2007. The

Coast Guard Cutter (CGC)

HOLLYHOCK, seen positioned on the shiplift's concrete working platform, traveled to the Yard for an emergency repair from Port

Huron, Michigan. Lining the

Yard's east wall were two

west coast 110' cutters currently under the 110'

Mission Effectiveness

Project. The CGC

NAUSHON, homeported in

Ketchikan, Alaska, is pictured in left background.

The CGC CUTTYHUNK from Port Angeles, Washington, is positioned in right background. Arriving after this photo was taken was the EDISTO, a 110' Cutter hailing

from San Diego, California, that entered the Yard for MEP in early September.

On September 14, 2007, the Yard was directed to deploy a road team to North

Charleston, South Carolina, to replace 12 helo tiedowns on CGC DALLAS' flight

deck. Maintenance and Logistics Command Atlantic (MLCA) was unable to obtain a

commercial contractor to perform the work in a timeframe that would allow the cutter

to meet its scheduled deployment. Yard dispatched four tradesmen on September

17th to begin the emergency repair and return the cutter to operational status.

Extensive interferences in the galley and mess deck were also identified, and

Systems of Interest
YARD Presents to Federal

Facilities Council (Yard)

required additional resources for removal. Eventually, 16 Yard personnel were onscene working to complete the job prior to the cutter's sail date on September 29th.

Work crews finished their work on the 28th, and the cutter sailed the next day.

RADM Ronald Hewitt, Commander, MLCLANT, visited the Yard on October 3rd

and presented Yard road team members with his Admiral's coin in appreciation for

the group's quick response and expertise.

On September 7, 2007, Mr. Richard Eschenbach, Coast Guard Yard Mechanical

Engineer and Chief of the Maintenance and Operations Branch, made a presentation

to the Federal Facilities Council (FFC) on the advantages of Energy Savings

Performance Contracts (ESPC). The event was held at the National Academy of

Sciences in Washington, DC as a joint conference with the International Facility

Managers Association to demonstrate the power of public-private ventures. The

more than 100 participants from numerous federal agencies learned of many creative mechanisms other agencies are using to address their facility challenges. To

highlight the benefits of ESPCs, Mr. Eschenbach discussed the Yard's Landfill Gas

project where the Coast Guard will purchase methane from the Quarantine Road

Landfill owned by Baltimore City. The methane will be piped underground approximately one mile to a cogeneration facility where enough electricity and steam will be

produced to cover the Yard's utility requirements. The construction of a methane collection system at the landfill, the pipeline, and co-generation facility will be privately

financed through the ESPC. Ameresco Federal Solutions is the company arranging

the financing, design, construction, and follow on operations and maintenance of the

new cogeneration plant. They will recoup their costs over the next 15 years through

payments from the Coast Guard funded by the annual energy savings gained by self

generation of electricity and steam. When the system is placed on line, tentatively

the fall of 2008, it will be able to generate

up to 4 megawatts of electricity and 35,000

lbs of steam.

The FFC operates under the auspices of the Board on Infrastructure and

the Constructed Environment of the

National Research Council, the principal

operating agency of the National

Academies and the National Academy of

Engineering. The FFC's mission is to identify and advance technologies, processes,

and management practices that improve

the performance of federal facilities over

their entire life-cycle, from planning to disposal.

by CDR John Slaughter, Yard Chief

Facilities Engineer

Winter 2008 - EE&L Quarterly • 5

RADM Hewitt (center),

Commander of the

Maintenance and

Logistics Command

Atlantic, poses with

Yard road team members after extending his

congratulations for outstanding work on the

DALLAS' CASREP

repair.
6 • Winter 2008 - EE&L Quarterly

Open Channels DE E P W AT E R n e w s

The first LRI is taken off the truck in

Pascagoula and prepared for storage until it

goes to sea trials with USCGC BERTHOLF.

The LRI pulls into the ship yard

after arriving from Anaheim, Calif.
Winter 2008 - EE&L Quarterly • 7

Pascagoula, Miss. -- The Long Range Interceptor (LRI) arrived at Northrop

Grumman’s Ship Systems facility in Pascagoula after completing factory

acceptance testing in September [2007].

The LRI, built by Willard Marine in Anaheim, Calif., is one of two small

boats that will be deployed with the National Security Cutter (NSC). It will

allow a boarding party or search and rescue team from the NSC to operate

independently over the horizon from the cutter for up to 10 hours. The

cabin is fully climate-controlled and includes shock-mitigating seats to minimize crew fatigue on extended missions.

Traveling at speeds up to 45 knots, the LRI is capable of intercepting most

targets of interest or reaching the scene of an emergency much more

quickly than the cutter itself. The LRI was designed around an existing 11

meter Rigid Hull Inflatable Boat (RHIB) customized to meet the unique mission requirements of the Coast Guard.

Lockheed Martin is responsible for the Command, Control,

Communications, Computers, Intelligence, Surveillance and

Reconnaissance (C4ISR) system aboard the LRI which integrates numerous navigation sensors, computer networks, and communications equipment with long range connectivity providing the crew with unprecedented

situational awareness. The navigation system has passed the factory

acceptance test with 100 percent stability and availability. Lockheed Martin

completed internal tests of the boat’s C4ISR suite for NSC sea trials.

The crew of the LRI have received Familiarization Training (FAM) for the

operational capabilities of the boat. This first LRI will then be integrated

with USCGC BERTHOLF (WMSL 750) as a major component of the cutter’s mission equipment to be tested on sea trials and deployed with

BERTHOLF after the ship is delivered in early 2008.

Long Range Interceptor

Arrives at Shipyard

Deepwater News Flash, courtesy of the Deepwater Project.
8 • Winter 2008 - EE&L Quarterly

Coast Guard Senior Chief William Bodley (right) pushes the

button to start the first diesel engine on board BERTHOLF

(below). Witnessing the milestone are Test Engineer David

Peterson and Senior Test Engineer R.A. Smith, Jr.

Open Channels DE E P W AT E R n e w s
Winter 2008 - EE&L Quarterly • 9

Pascagoula, Miss. -- The National

Security Cutter (NSC) program recently

completed significant milestones on

each of the cutters currently in production at the Northrop Grumman Ship

Systems facility in Pascagoula.

Recently, the two MTU main propulsion

diesel engines completed a successful

light-off on board USCGC BERTHOLF

(WMSL 750). This was the second

phase in an operational test of the ship’s

combined diesel and gas turbine propulsion system. The gas turbine engine

light-off was completed in early August.

“Lighting off the diesel engines is a critical milestone that represents thousands

of hours of hard work, bringing

BERTHOLF one step closer to self-sufficiency,” said Kevin Amis, Northrop

Grumman NSC program manager. “I am

very proud of the men and women who

make these events a success.”

The NSC is powered by a combined

diesel and gas turbine (CODAG) power

propulsion plant. The Coast Guard will

use the diesel engines to conduct the

majority of NSC operations. The gas

turbine engine will be used primarily for

high speed and intercept operations.

Recently, the stern assembly was erected onto the second NSC, USCGC

WAESCHE (WMSL 751). With this unit

erection, WAESCHE is now 33 percent

complete. The construction team erected three of the five remaining lifts necessary to complete WAESCHE’s structure.

These include the forward and aft superstructure grand blocks and the upper

bow unit.

BERTHOLF and WAESCHE Reach

Production Milestones

The stern is landed on NSC

2. The lift marks the 34th

unit erected on board

WAESCHE.

Deepwater News Flash, courtesy of the

Deepwater Project.
10 • Winter 2008 - EE&L Quarterly

BERTHOLF is prepared to go back into the water after a

scheduled dry dock in September.

BERTHOLF

Open Channels DE E P W AT E R n e w s

NSC
Winter 2008 - EE&L Quarterly • 11

Pascagoula, Miss. -- Following a scheduled dry dock period,

USCGC BERTHOLF (WMSL 750) is now back in the water.

Several C4ISR systems are online and already able to track targets of interest using its all weather day/night sensors. The ship

successfully performed two 360-degree rotations to assess the

navigation sensor stability as a first step in preparation for sea trials.

Specifically, for the first-time while maneuvering, the command

and control system tracked targets with its S- and X-band surface

search radars, Automatic Identification System (AIS), and ElectroOptical Infrared (EO/IR) camera utilizing real-time navigation data.

Northrop Grumman Ship Systems is building the National

Security Cutters in Pascagoula, Miss. Lockheed Martin is building

and integrating the Command, Control, Communications,

Computers, Intelligence, Surveillance and Reconnaissance

(C4ISR) capabilities on board the cutters.

The C4ISR systems aboard the NSC are critical to assuring the

crew can see vessels in distress or targets of interest; collaborate

with other Coast Guard assets at sea, in the air, and ashore; and

take action on the most current and pertinent information available. The interoperability provided by the C4ISR systems also

helps ensure the cutter can work with 117 individual agencies and

organizations in support of homeland security.

“We have established a strong working relationship with the Coast Guard,” said

Leo Mackay, vice president and general manager of Lockheed Martin Coast

Guard Systems. “As part of a normal quality control program, we are making

sure that every potential C4ISR issue, including those that arise during basic

installation and test procedures, receive close scrutiny to ensure that any and

all issues are dispositioned prior to the delivery of the ship next year.”

Development of the NSC command and control system is more than 90 percent complete. Shipboard integration and test on BERTHOLF is now past the

halfway point leading up to third-party acceptance trials next year [2008].

Equipment for the second NSC, USCGC WAESCHE (WMSL 751), is being

delivered to the shipyard for installation.

The crew of BERTHOLF has completed initial C4ISR operations training at the

Coast Guard’s training center in Petaluma, Calif., and is preparing for shipboard familiarization and training.

NSC’s C4ISR Systems Tested

Following Scheduled 

Dry Dock

Deepwater News Flash courtesy of the Deepwater Project.

Sister ships stand side-byside as BERTHOLF undergoes testing and

preparation for sea WAESCHE

trials this year.
12 • Winter 2008 - EE&L Quarterly

Coast Guard, Industry Team

Put Finishing Touches on

Cutter BERTHOLF

Apply Lessons Learned to Sister Ship

WAESCHE

by Hunter C. Keeter, Deepwater

Open Channels
Winter 2008 - EE&L Quarterly • 13

PASCAGOULA, Miss. -- Inside the new ship, rare jets of chilled air from cooling units bolted to the weather deck above

are the only practical respite from the stifling Mississippi heat. The noise -- the roar of machinery and the ventilation

system -- is powerful; it cancels out the cries of the gulls hovering over the Gulf around the ship. Not simply enduring

but working through the heat and the noise, U.S. Coast Guard and shipyard personnel negotiate dim passageways

crowded with cables and equipment, tools and pre-fabricated

parts. The intermittent flash of cutting torches and the spray of

sparks as craftsmen and women

make final adjustments are the telltale signs that this vessel is nearing completion.

The ship is the National Security

Cutter, or NSC, named the

BERTHOLF. When it is delivered

early next year [2008], the Coast

Guard will have procured the first

of a class of eight of the most

technologically advanced cutters in

its 217 year history. The second

NSC, the WAESCHE, and is being

erected at an assembly area

beside the BERTHOLF on the Northrop Grumman

Ship Systems yard.

At the shipyard and at the NSC project's administrative office in Arlington, Va., the government and

industry workforce is working toward the next major

milestone: delivery, which is scheduled for early to

mid-fiscal year 2008. Delivery will mark the date of

the Coast Guard's formal acceptance of the ship

from the builder, the point in time when custody of

the vessel officially transfers from the shipbuilder to

the government and from the Coast Guard's project

office to the ship's captain and crew.

"This is really a team effort ... with the government

and industry working together," said CDR Douglas

M. Schofield, deputy at the Project Manager's

Resident Office (PMRO) Gulf Coast, which oversees the building of the NSC. "The complexity factor of this project is just like building a city on the

water."

While the team is focused on a daunting list of

tasks to complete before testing and delivery, there

BERTHOLF (WMSL 750); NSC 1

Builder: Northrop Grumman Ships Systems; Integrated

Coast Guard Systems (ICGS) 

Date Fabrication Started: Sept. 2004 

Date Launched: Sept. 29, 2006 

Length: 418ft.

Beam: 54ft.

Displacement: 4,306lt 

Power plant: combined diesel and gas turbine with two

MTU 10-cyl. 9,655hp diesel engines, and one GE

LM2500 30,565bhp gas turbine 

Max Sustained Speed: 28kts 

Range: 12,000nm 

Endurance: 60 days 

Crew: 148 

Armament: one Mk110 57mm gun; one 20mm Close in

Weapon System (CIWS); one Mk53 NULKA active

expendable decoy system; and port and starboard

countermeasures launchers 

Mission Systems: Furuno X&S band surface search

radar; EADS 3D air search radar; SPQ-9B fire control

radar; Mk46 electro-optical/infrared sensor; AN/SLQ-32

electronic surveillance receiver 

Communications: HF, VHF and UHF; MILSATCOM; radio

direction finder 

Stern Launch: two water jet propelled cutter boats (Long

Range Interceptor and/or Short Range Prosecutor) 

Aviation Facilities: flight deck and hangar for one MH65C Multi-mission Cutter Helicopter and two unmanned

air vehicles, or other combinations 
14 • Winter 2008 - EE&L Quarterly

is a real sense of progress in nearing completion of

the first ship. It is apparent that the NSC has come a

long way from the start of its fabrication in September

2004.

"Three years to build a ship seems pretty good, especially when it is the first-of-class and a very complicated ship," said Martin F. Mardiros, a Coast Guard naval

architect on assignment from the Engineering

Logistics Center, Baltimore.

Typically, first-of-class shipbuilding projects may take

between three and six years from contract award to

delivery, depending upon the complexity of the vessel

and other factors. Some examples: the Coast Guard's

high endurance cutter CGC HAMILTON (WHEC 715)

was awarded in fiscal year 1964 and delivered on Feb.

20, 1967. The U.S. Navy's Oliver Hazard Perry (FFG

7) guided missile frigate was awarded on Oct. 30,

1973 and delivered on Nov. 30, 1977. The USS

Arleigh Burke (DDG 51), first of the Navy's Aegis

destroyers, was awarded on Apr. 2, 1985 and delivered on April 29, 1991. Finally, the Cyclone (PC 1)

coastal patrol craft was awarded on August 3, 1990

and delivered on Feb. 19, 1993.

The BERTHOLF is a complex ship, with capabilities

that surpass those of the current fleet's high

endurance cutters. The NSC features increased patrol

endurance (60-90 day patrol cycles); more powerful

weapons (including the Mk110 57mm main gun); a

larger flight deck; chemical-biological and radiological

environmental hazard detection and defense; and

improved Command, Control, Communications,

Computers, Intelligence, Surveillance and

Reconnaissance (C4ISR) equipment. With a suite of

modern air and surface search radars and target classification optics, the NSC’s sensor range and capabilities also are extended and augmented by aircraft,

such as the modernized MH-65C Dolphin helicopter.

Building modern vessels for the U.S. Navy, and now

the Coast Guard, is a process for which the facility at

Pascagoula was specifically designed in the 1970s.

Equipped with 100-ton, 300-ton and 660-ton cranes

and gantries, the shipyard here is designed to erect

ships in individual assemblies, which contain decks

stacked within huge sections of the outer hull. The

units are built upside down (because welding down is

easier than welding up) at large assembly halls, away

from the waterfront. There, the assemblies are outfitted with piping, ventilation ducts, and other subassemblies and equipment. In certain sections of the

ship, these units are stacked together in what are

called "grand blocks." The completed units and grand

blocks are then brought down to the ship's keel, which

is laid at a site on the waterfront. The units are

assembled, or erected, and welded together.

A "translation system," a network of steel rails embedded in the ground at the waterfront, allows the grand

blocks and erected sections to be moved by rail cars.

When the ship is ready to be launched, it is shifted by

rail onto a submersible barge and floated off into

Pascagoula Bay. In 2006, the BERTHOLF was

launched this way and has spent the past year in the

water as work on her superstructure and below decks

is completed. Now the ship has been raised out of the

water for inspection and painting prior to the beginning

of sea trials.

Lessons Learned

As the BERTHOLF has come through the construction

process, the shipyard and the PMRO have been learning valuable lessons -- in the areas of design and

engineering, and construction processes -- that

already are being applied to the WAESCHE.

Jim French, NSC’s deputy program manager with

Northrop Grumman Ship Systems, said the infrastructure at the shipyard itself has evolved from the lessons

learned through building many Navy ships over the

years. For example, the shipyard's shops -- which

manufacture miles of piping, ductwork, electrical

assemblies installed aboard a modern ship -- are

located away from the waterfront. Fabricated materiel

is brought to the keel site, where craftsmen have

access to it without leaving the vessel under construction, saving valuable man hours and dollars.

Making efficient use of the shipyard's infrastructure

and fabrication and assembly process improvements

has been a goal for the NSC project, according to

Chief Warrant Officer Walter Probst, test officer at

PMRO Gulf Coast. Probst noted that work done in the

assembly halls or shops is money saved at the waterfront.

"If shop work has, for example, a dollar value of one,

to do that same work when erecting that unit on the

keel box increases the value to three dollars," he said.

"Then any work that is not done on the keel box --

work that waits until after float off -- is going to cost

five dollars. That is a very general rule of thumb. So

any work that we can move back to the shop is money

saved on the cost of the ship."

The rule of thumb about work costs and other lessons

has helped the Coast Guard and industry develop

their own process improvements that have built on the

experience of designing and constructing the

BERTHOLF. Already this learning process has yielded

Open Channels
Winter 2008 - EE&L Quarterly • 15

improvements in the WAESCHE, which now is approximately 10-15 percent ahead of where the BERTHOLF

was at the same point in its construction schedule.

Coast Guard CAPT William S. Krewsky, commanding

officer at PMRO Gulf Coast, added that lessons

learned from NSC 1 have enabled more work to be

done in the shops, so that NSC 2's sections may be

brought to the keel more than 95 percent complete for

assembly.

A look aft at the underside of the WAESCHE provides

two massive examples of the benefit of completing

more work in the shops and assembly halls. The stern

tubes, which are two house-sized steel cylinders that

enclose the ship's propeller shafts, were easier and

less risky to put in place aboard the WAESCHE than

they had been aboard the BERTHOLF.

"On the BERTHOLF we had to land the stern tubes

and erect the unit over top of them, and then chain-fall

them [with many workers together, hoisting the heavy

tubes] up into place," Jim French said. "The stern

tubes weigh several thousand pounds each. On the

NSC 2, we landed them while the hull assembly was

inverted [up in the assembly hall] so that when we got

them down here to the keel box, all we had to do was

weld them into place."

Another example of a lesson learned that has saved

money and time can be seen in the WAESCHE's engineering spaces. Adjustments that had been required

to land the main propulsion equipment and engines

aboard the BERTHOLF taught the PMRO and the

shipyard a more efficient procedure that was used on

the WAESCHE.

"Loading out the main diesel engines in a day vs. a

week was a big accomplishment," CWO Probst said

during a tour of the WAESCHE. "When they landed

the equipment aboard the BERTHOLF, they had to cut

a temporary access hole and then weld it back shut.

So we eliminated that re-work here. They also had rework to do in fitting up the reduction gear foundation to

the lower level of the engine room foundation. All the

piping was pre-fit on NSC 2, and they dropped all the

machinery in there in one afternoon. That is typical of

everything on [the WAESCHE]."

Other lessons learned may be more difficult to quantify in terms of man-hours or process efficiencies.

Nevertheless, the shipyard and the PMRO have overcome major challenges since the BERTHOLF's keel

was laid down.

Perhaps the most significant challenge the NSC team

has confronted has been the recovery from Hurricane

Katrina. The storm hit in 2005, when the BERTHOLF

was about 25 percent complete. Katrina did enormous damage to the shipyard's workforce and infrastructure.

The hurricane crashed through Singing River Island --

which lies across the Mississippi Sound from the shipyard -- and piled the island's trees and other debris

around the BERTHOLF, which at that time was on its

keel blocks at the waterfront. While the ship itself was

lightly damaged (its bow thruster was inundated with

salt water and the motor corroded), after the storm the

shipbuilders confronted the daunting task of cleaning

away debris so work could resume.

"In spite of that, just 12 days after Hurricane Katrina,

we struck an arc on this ship [the first ship at the yard

on which NGSS resumed work after the hurricane],"

French said. "This work crew is proud of this ship and

they are dedicated to finishing it and getting it out to

sea."

Royce Winbush, Northrop Grumman Ship Systems

NSC ship director, added that his pride in the project

is rooted in the way the workforce overcame the challenge of Katrina. He cited one example of the impact

the storm had on a sub-assembly -- the gas turbine

intake cone -- that created a significant challenge for

the workforce to overcome.

"We had to rebuild the intake cone [which had been

damaged by salt water]," he said. "We are talking

about a 100 inch square trunk, about 30-40 feet long.

We had to cut that thing in half in order to put it in the

ship. All the finished structure that had been completed at that point of the ship had to be cut up in order to

accommodate this big cone coming through.

[Nevertheless] we were able to continue building the

ship around that area, and then when the intake cone

was finished fabrication, we accommodated it."

As the PMRO and the shipyard prepare BERTHOLF

for sea trials and delivery, few are more enthusiastic

about the prospect of completing the BERTHOLF and

getting her to sea than the crew, led by Coast Guard

CAPT Patrick H. Stadt. His crew, based at Alameda,

Calif., where the BERTHOLF is to be homeported, is

one of three being trained to man the NSCs as they

are delivered.

Stadt's crew and the WAESCHE's pre-commissioning

crew have helped support testing and equipment

inspections aboard the BERTHOLF. Close working

relationships of this kind are part of the lessons

learned process, helping to educate the new generation of Coast Guard cutter crews that will operate

NSCs.
16 • Winter 2008 - EE&L Quarterly

All Thr All Threats,

All Hazar All Hazards:

Open Channels
Winter 2008 - EE&L Quarterly • 17

PASCAGOULA, Miss. -- It is a moment that every shipbuilding team looks forward to with anticipation, and a little trepidation: the date of delivery. For the Coast Guard

and the Northrop Grumman Ship Systems/Lockheed

Martin team building the new National Security Cutter

(NSC), three years of hard work overcoming challenges

(like Hurricane Katrina) are coming to an end, as the government prepares to evaluate the ship for acceptance.

Upon completion of sea trials early next calendar year

[2008], the BERTHOLF will be recommended for delivery

-- a formal milestone in the new ship's life-cycle, marking

the date of the Coast Guard's acceptance of the ship.

Delivery -- slated for mid-fiscal year 2008 -- is the date

when custody of the NSC transfers from the shipbuilder to

the government and from the Coast Guard's project office

to the ship's captain and crew.

There is a great deal of work to accomplish between now

and the project's final exam.

Builder's trials will be conducted by the contractor, with

oversight and review by the Coast Guard's Project

Manager's Resident Office (PMRO) Gulf Coast. The

objective of builder's trials is to demonstrate the readiness

of the ship for acceptance testing (which may be thought

of as a final exam before the delivery of a new vessel).

Conducted in two phases, builder's trials begin with dock

testing -- which demonstrate the readiness of the ship's

machinery, equipment, and systems. At-sea testing follows, to demonstrate that the ship is seaworthy and that

its equipment is fully operational across all functional

areas: aviation, auxiliaries, combat system, damage control, deck, electrical, environmental protection, habitability,

main propulsion, medical/dental, navigation, planned

maintenance, repair, and supply.

The Coast Guard and industry will work together to

address any deficiencies noted during the tests. Some

items may require materiel improvements or changes,

while others may simply require documentation to justify

the condition and report on its impact to the ship's overall

functionality.

When the PMRO and the builder are satisfied that the

BERTHOLF is ready for delivery, the government conducts acceptance testing. This will mark an important

"first" for the NSC: the participation of the U.S. Navy's

Board of Inspection and Survey, or INSURV, which has

partnered with the Coast Guard under a September 2003

memorandum of understanding.

INSURV will inspect the BERTHOLF and identify any

major deficiencies that must be corrected prior to delivery.

Based on INSURV's acceptance trials report, the president of the board, Rear Adm. Raymond M. Klein, USN,

may recommend to Coast Guard Commandant ADM.

Thad W. Allen whether the service should accept delivery

of the NSC 1.

According to the Coast Guard and the shipbuilder, an

important goal toward earning the recommendation for

delivery and acceptance is to minimize the number of

deficiencies that the INSURV team may find during its

inspection.

by Hunter C. Keeter, Deepwater

The Cutter BER The Cutter BERTHOLF

Readies for Sea T eadies for Sea Trials
18 • Winter 2008 - EE&L Quarterly

"There will always be discrepancies when we are dealing with a complex system like a first-of-class

ship, this is true for the Coast Guard and for the Navy as well," NSC Technical Manager, Richard

Celotto, said during an interview at his Arlington, Va., office. "What we hope to get from the INSURV

team and our own evaluators is a manageable list of items that, after we complete them, we can recommend that the NSC is ready for acceptance. So part of our goal is to minimize the number of

items on that list."

The Coast Guard's relationship with INSURV and other third-party partners has helped build confidence in the project management team. INSURV's independent review is one of many elements of

oversight that the NSC project has in place to ensure the new cutters meet the most stringent government standards.

"We are getting the same kind of critical oversight as all naval vessels receive," said CDR Douglas M.

Schofield, the PMRO's deputy . "We look for continuity, trying to leverage the same processes that the

Navy has had in place for a number of years, and that the shipbuilders are very familiar with."

The Navy has provided other support, including personnel from the Supervisor of Shipbuilding,

Conversion, and Repair (SUPSHIP), the Department of Defense's administrator for all shipbuilding,

conversion, repair, and modernization contracts. The organization also serves as the Navy's technical, contractual, and business agent for all projects and contracts assigned to private sector shipbuilding firms. In partnership with the Coast Guard, SUPSHIP has brought its experience to the NSC.

Paul E. McIntosh is the NSC deputy program manager's representative, leading a 12-member department of SUPSHIP personnel assigned to the PMRO. McIntosh noted that there has been extensive

government oversight at the PMRO, including drawing reviews, process evaluations, quality assurance

inspections, and documentation of all the work to be accomplished through the end of the production

and test cycle.

Prior to acceptance, the NSC must pass 438 tests, including approximately 66 tests to be completed

during the sea trials. The project office is a little more than halfway through the test schedule now.

With the pace of construction and testing intensifying toward the scheduled delivery date, the NSC

project office is preparing to meet any challenges identified by INSURV and others.

"While only a lucky few will be aboard the BERTHOLF for trials, hundreds of people will be getting

ready to react to any discrepancies they find at sea," NSC technical manager Richard Celotto said

during an interview from his office at Arlington, Va. "We will analyze any challenges that might turn

up, and develop any fixes that are necessary prior to acceptance trials [early] next year."

A Sense of Accomplishment 

Meanwhile, the PMRO and shipyard are putting the finishing touches on the BERTHOLF. One of the

benchmarks of progress is the compartment completion process, which evaluates the BERTHOLF's

Open Channels
Winter 2008 - EE&L Quarterly • 19

compartments by type -- such as fuel or water

tanks, berthing spaces, machinery rooms, etc. As

each compartment is completed, the shipbuilder

and the Coast Guard evaluate whether the space

is clean and its equipment is functional.

Satisfactory compartments are then locked and

considered "sold."

Of the 393 compartments on NSC 1, 146 have

been reviewed and accepted by the Coast Guard.

Already, the BERTHOLF has passed through a

number of discrete but important test events

involving individual systems or components. For

example, propulsion and generator equipment

light-off (accomplished at the end of the summer

[2007]) has been an important milestone on the

way to builder's dock trials. Further tests will

demonstrate the functionality of the ship's combined diesel and gas turbine propulsion system,

reduction gear, and propeller shafts. Successful

completion of propulsion dock trials will be a major

accomplishment, according to Richard C. Vick, a

Coast Guard shipbuilding specialist with PMRO

Gulf Coast.

As the BERTHOLF, nears completion and is readied for delivery, the shipyard's workforce and the

PMRO are beginning to see the return on their

investment of tens of thousands of hours of work.

SUPSHIP's McIntosh perhaps put it best when he

said:

"There isn't anybody that ever gets up in the morning and comes down here saying, I'm not going to

do my best. We are all focused on that. ... Our job

is to put the right tools, training and materiel in the

hands of the craftsmen that are building the ship.

We are trying to make sure that programmatically

these guys have a path to success. That is an

easy thing to team with industry and the Navy

about, and we find common ground doing that."

INSURV

Norfolk, Va.-based INSURV was established in

1868 under Adm. David Glasgow Farragut, USN.

The INSURV board has statutory authority under

an act of Congress passed Aug. 5, 1882. Since

that time, INSURV has been the lead agency for

ensuring the mission readiness of the U.S.

Navy's fleet.

Recent inspections conducted by INSURV

include the evaluation of new vessels, such as

the USS San Antonio (LPD 17) and the USS

Sampson (DDG 102); as well as materiel inspection of older ships, such as the USS Enterprise

(CVN 65); and a combat systems assessment of

the USS Cole (DDG 67).

According to Capt. Thomas Holman, USN, Board

of Inspection and Survey Deputy Chief of Staff

for Surface Trials, the Coast Guard PMRO will

have the lead in evaluating the NSC-1.

"INSURV's role will be to support the U.S. Coast

Guard in determining the materiel readiness of

BERTHOLF for acceptance," Holman said. "Our

mutually shared goal (that is Coast Guard and

Navy) is to ensure new construction ships are

inspected thoroughly and consistently, and that

serious deficiencies are corrected prior to vessel

delivery to the government."

To prepare for an INSURV inspection, a ship's

project office and the shipbuilder certify that

builder's trials are satisfactorily complete, and

that any deficiencies have been corrected. All

ship's systems are expected to be energized

under ship's power and operational during

acceptance trials. Any non-safety-related deficiencies are to be documented on items waived

for correction after the trials period.
20 • Winter 2008 - EE&L Quarterly

Are you aware that CG-4 (Engineering and Logistics

Directorate) is home to nine Rating Force Master Chief

(RFMC) Petty Officers, representing nearly 50% of the

Coast Guard’s enlisted workforce? They provide workforce management for both CG-4 and CG-6 (Command,

Control, Communications, Computers & IT Directorate),

and are located in the Office of Engineering and C4IT

Workforce Management (CG-481). Who are these

RFMCs?

You may be wondering about their duties and responsibilities as you see them come and go within CG

Headquarters and visiting your unit. The following is not

intended to be all-inclusive, or compulsory, but generally

this is their mission as leaders of their respective workforce.

The RFMCs are a component of the Master Chief Petty

Officer of the Coast Guard's (MCPO-CG) Gold Badge

Master Chief network and are, by assignment, the senior

E-9 in their respective rating. They are the principle

advocate for their rating's workforce and are advisors to

Senior Coast Guard leadership on all matters that impact

the workforce. Their role as an advisor normally stretches across multiple directorates, as well as the primary

directorate in which their members serve.

The RFMC is responsible for the current and future workforce readiness and health, and play a crucial role in setting overall staffing standards, as well as addressing unit

specific staffing issues.

The RFMCs play a significant role in the training programs affecting their rating including A- and C-Schools,

correspondence courses, and Enlisted Performance

Qualifications. Each RFMC is responsible for setting rating specific advancement requirements and reviewing lateral entry requests into their rating.

In order to accomplish these goals, the RFMC must

maintain open communications with their workforce and

the field in general. This is accomplished through Force

Notes, field visits, and direct contact with individual members. Communication with the various Coast Guard leadership entities is also critical. CGHQ Directorates are

responsible for informing RFMCs, at the earliest possible

time, of issues which may affect the workforce's training,

staffing, or career development needs. The RFMCs foster this relationship and work with the Directorates to

form a plan best matching the needs of the service with

the capabilities of the workforce. This is especially critical

for new programs and platforms as the RFMCs can help

to ensure that new acquisitions properly factor in the

"people capability" component.

In general, but not all inclusive, the duties and responsibilities of the RFMCs are:

✔ Develop and maintain currency of Enlisted

Performance Qualifications through Occupational

Analysis and rating reviews. Through liaison with

CG-13 (Reserve and Training Directorate), the

results are approved and disseminated to the training

Engineering and Engineering and

C4IT Rating Force C4IT Rating Force

Master Chiefs Master Chiefs

AET, AMT, AST, DC, EM, ET, IT, MK,

SK active duty and reserve ratings

Open Channels

by SKCM Mark Ferguson, CG-481
Winter 2008 - EE&L Quarterly • 21

Sitting (LtoR) AMTCM Peterson, EMCM Abernethy, SKCM Ferguson

Standing (LtoR) DCCM Alicea, MKCM Winter, ASTCM Murray, ETCM Bletso, ITCM Gentry.

Not pictured AETCM Stroman.

commands for resident and non-resident course

development.

✔ Review Rate Determination and Rating Change

requests.

✔ Provide input for determination of: Enlistment,

Selective Reenlistment, and Critical Skills Training

Bonuses; and Special Pay initiatives.

✔ Review waiver requests for rating specific training

and advancement requirements.

✔ Govern the rating's informal leadership team's

(Assignment Officers, School Chiefs, Subject Matter

Experts, Service Wide Writers, etc.) visions.

✔ Review Personnel Allowance List change requests

and monitor/analyze general staffing standards.

✔ Endeavor to constantly keep the lines of communication open to all members of the rating, as well as

their supervisor and commands. Understand the

concerns of each of those groups and express those

deck-plate level concerns to senior CG leadership.

✔ Publicize, through Force Notes, a way ahead and

future vision of the rating based on expected

changes to Coast Guard Policy, Procedures,

Capabilities, and Systems.

✔ Partner within the RFMC mess to provide consensus

opinions on matters affecting multiple ratings or the

entire enlisted workforce.

✔ Partner with Program Managers to

establish, define, designate, and

review competencies within their rating.

✔ Last but not least, we are Career

Development Advisors with a collective 244 years

Time-in-Service.

Pass the word on about workforce management for your

ratings. Through our CG Central Website, we provide

links to our Force Notes which provide important information for your specific rating. You can also find the latest Enlisted Rating Scorecards which we use to determine the health of your respective ratings, which include

Force Strength, average TIS, TIG for each paygrade, etc.

To get to our website, click on the "Units" tab and search

for CG-481 to find our website.

Another fantastic CG Central resource that aids in your

Career Management and Development can be found

through the "My Workspace" tab. On the left side menu,

select "Career Management" and "Enlisted." Here you

will find information on Accessions, links to the Force

Manager webpages, and Advancement information.

Additional information on the duties and responsibilities

of the RFMCs can be found in the CG Personnel

Manual, COMDTINST M1000.6A, Chapt 4.E.21.
22 • Winter 2008 - EE&L Quarterly

The Coast Guard is preparing to complete the American

Council on Education (ACE) review for all Engineering and

C4IT Chief Warrant Officer (CWO) specialties in 2008. This

review is conducted every ten years, or when a new specialty has been established, to credit members for college

credit earned through occupational experience and

advancement. The goal is not just to recognize members for their hard work through achievement, but also

gives them incentive towards a degree or certification

program whether they remain in the service or seek

outside career opportunities. CG-481, Office of

Engineering and C4IT Workforce Management,

will be soliciting volunteers to assist with this

review. Each of our CWOs should use this

opportunity to shape the future of ACE

accreditation.

Why volunteer to be a member of an

ACE review for your Rate/Specialty in

the service? This is your chance in

updating the American Council on

Education (ACE) on reviewing your

Rate/Specialty for college accreditation. Your Rate/Specialty may have

evolved in the past few years into

new areas of responsibilities and

technological skills of higher learning. Just as any training course or

occupation was developed; it must

also be reviewed to keep up with

advancement of knowledge or

changes in technology. These

advancements require new learning skills that can be measured

and accredited for the ACE

review.

What happens now? As a selected team member you and your team

will review the background matrix of

your Specialty/Rate of job tasks or a new

CWOs From the Scullery

to College Credit

Open Channels

by CWO4 Rusty Huyck, CG-481
Winter 2008 - EE&L Quarterly • 23

familiar term, competencies. A team consisting of members in that Rate/Specialty with diverse experience within that occupation would review and add to the matrix

(reference for matrix is on file with CG Institute) to ensure

it was complete and up to date with current task requirements or competencies. Next, the team will meet with a

team of ACE visitors, which is located in Washington,

DC. ACE, through its Military Evaluations Program, evaluates military courses and occupations and recommends

college-level credit for them. The Coast Guard Institute

supports the coordination and resources the evaluation

for credit recommendations every 10 years for each

Rate/Specialty or newly developed one.

When evaluating occupations, teams of college faculty

members meet with a group of individuals who are

assigned to a particular specialty. The purpose of these

interviews is to determine whether a given military occupation contains the type of knowledge and skills that

would be comparable to learning acquired in college-level

courses. The process involves an ACE team of three to

five subject-matter specialists meeting with several individuals in each Rate/Specialty. These team members

conduct a group interview at a conference room located

at a designated location or

military facility. The interviews last approximately 50

to 60 minutes. The discussion focuses on the responsibilities, functions, duties, and

skills of the job. Please note,

evaluations are of the job,

rather than of you as an individual. The information and

material that you present/provide helps the evaluators

make informed decisions

about the recommendations

of college-level credits for

that specialty.

The results of the interviews,

combined with a thorough

review of written job descriptions and other documentation, become the basis for possible recommendations of

Lower Level (LL) or Upper Level (UL) college credit. The

recommendations are based on the knowledge and skills

required for each specialization. These recommendations are then published in the Guide to the Evaluation of

Educational Experiences in the Armed Services, which is

distributed to accredited educational institutions and all

military education centers.

The advantage of this project is that many service members and veterans have been able to get equivalent credit

at a college for their accomplishments in Military Service.

Many service members at your unit who are taking college courses may have already benefited from this

opportunity in credits toward a degree program. In closing, your helpfulness when selected for an ACE interview

is a benefit to many service personnel and veterans. We

appreciate your assistance in this worthwhile program

and for more information go to CG Central, Search on

ACE and look for PDF Education Information ... ACE

National Registry Transcripts ... or contact CWO4 Rusty

Huyck at 202-475-5752 or by email at:

rusty.l.huyck@uscg.mil.
No, we're not talking about buying wicker furniture from the import company! As you may

know, Pier One recently completed a structural inspection, repair, and repaving. This presented the Yard with a great opportunity to start with a "clean slate" to set the pier up correctly to get the best efficiency, order, and cleanliness. With the help of our Lean consultants, we put together an expert team with representatives from the rigging, pipe, and

temp services shops to brain storm the best way to be doing business. It was clear that

clutter was a major problem on the piers, as well as a lack of proper labeling as to what

pallet of equipment belonged to what vessel, and if it was coming or going. Also, it was

noted that although most of the Yard personnel knew where a vessel was located, many of

the contractors we use often have no idea where a vessel is and spend time (and therefore money) looking for it. Then there is also the problem of unauthorized vehicles on the

pier, and sometimes even authorized vehicles being parked on the crane rails; now comes

the search for the keys, or to find the person to move the vehicle so the crane can get on

with its’ business at hand. All of this adds up to lost time and higher costs. With these

problems acknowledged by the team members, they set out to make improvements.

To start off the effort, a set of rules were established for what goes on the pier and when;

where it will be staged; what areas are reserved for Yard production equipment; rules for

vehicles on the pier; and pier markings. The team recognized the need for better identification of materials -- especially important if multiple vessels are at the pier. One of the

new rules of the pier, no material is to be brought on the pier that is not labeled regarding

what vessel it goes to and the point of contact for that material. Unlabeled material will be

removed by the riggers to an off pier storage area. These rules are in the process of being

made into formal Yard policy.

Although it would be a great idea to have standard locations marked on the piers for all

routine requirements, it was recognized that the Yard repairs cutters of all shapes and

sizes, and that we must maintain flexibility in our use of space. A plan was devised to

make the pier organized, yet flexible.

The pier itself was divided into quadrants, with a labeling scheme that identifies each area.

Each quadrant will belong to one project, although a larger cutter may need two quadrants,

but those will be used for that vessel only. This will help keep material segregated by project and keep the pier better organized. Moveable sign posts were purchased and signs

made by the X22 shop will allow the pier to be configured any way necessary to accommodate any vessel or work being done. Certain areas of the pier were striped in red as off

limits for anything other than production equipment.

The final touches are still being put in place. The utility hook-ups are being painted by the

X42 crew (Paint Shop) and the signs are being finished by the X22 shop (Inside Machine

Shop) and X43 (Material Handling) personnel. The pier was officially "Reopened" on

August 3, 2007, when the Cutter VENTUROUS was moved to Pier 1 Bravo South. Yard

Rigger Foreman John Downes gathered the key players together and explained what we’re

trying to accomplish with this pier and the benefits that will be realized in improved work

environment and efficiency by having a less cluttered and more organized workplace.

The real challenge still lies ahead -- sustaining the improvements!

Lean Update -

Pier One by Keith Herchenroder, Yard

24 • Winter 2008 - EE&L Quarterly

Open Channels
Inside the red lines is for production equipment.

Winter 2008 - EE&L Quarterly • 25

The team discusses the

most effective way to

manage pier activities.

Pier One opens for business.

Pier One clutter free -- the goal is to keep it that way!
26 • Winter 2008 - EE&L Quarterly

Engineer’s Digest

United States Coast Guard Aviation implemented a nondestructive testing (NDT) standardized program in 2002.

In keeping with both national and international standards,

Coast Guard personnel performing NDT in the aviation

community are required to be trained, qualified and

(re)certified every three year cycle. Coast Guard

Aviation recognized the need for a standardized certification program to increase confidence in both the NDT

application and the interpretive results. Using

Recommended Practice No. SNT-TC-1A (2001) as a

guiding source, a two week course was developed.

Completion of the course certifies Coast Guard inspectors as US Coast Guard Aviation Level II(R), which is

now required for all documentation of Coast Guard fleet

aircraft nondestructive testing. The development of this

certification program is the result of months of engineering consultation between the NDI Program Office and

Airworthiness Assurance NDI Validation Center (AANC)

at Sandia National Laboratories in Albuquerque, New

Mexico. (Note that nondestructive testing is commonly

referred to as nondestructive inspection [NDI] in the US

military.)

Even though the Coast Guard deems the course to be

comprehensive, these fleet inspectors are still novices in

the technical NDT skills. With this in mind, it is imperative

that the Coast Guard NDI Program Office be accessible

to the inspectors for real-time consulting guidance. Also,

some form of proficiency verification is needed to help

guide the personnel through their NDT decisions and

reset their foundational technical knowledge. To complement the recertification of inspectors, the Coast Guard

NDI Program Office, in conjunction with the AANC, has

developed a week-long US Coast Guard NDI Application

Proficiency Seminar. The seminar has undergone revisions and refinement over the past three years and has

Reprinted with permission from The American Society for

Nondestructive Testing (NDT) Materials Evaluation /

September 2007, Volume 65/Number 9, edition.

USCG NDI Application

Proficiency Seminar

by Rusty Waldrop, ARSC*

* US Coast Guard ARSC NDI Bldg. 78, Weeksville

Rd., Elizabeth City, NC 27958; (252) 335-6935;

e-mail <rusty.g.waldrop@uscg.mil>.

The inspectors were

required to properly

as semble their

ins trumentation and

apply it to an actual

aircraft on s ite.
Winter 2008 - EE&L Quarterly • 27

been developed into a working program for Coast Guard

Aviation. In 2006, the program was held at the AANC

and included 22 uniformed participants from around the

country. It consisted of individuals whose normal activities include maintenance on the H65, H60, C130 and

HU25 aircraft. The US Coast Guard Level II(R) certification is a collateral duty for these individuals and the skills

required need to match those of a full-time inspector.

The seminar included chaired sessions in eddy current

fastener hole testing, ultrasonic testing and aircraft holistic evaluation, as discussed below.

During the chaired sessions, inspectors were given technical directives similar to Coast Guard directives, and

they were required to read, interpret and apply the technique on the given aircraft or component specimens.

They were also required to interpret, evaluate and document all findings in a written format for review. The Coast

Guard NDI Program Office gathered experts from the

field of NDT to assist in guiding and consulting with the

inspectors, honing their abilities

and instructing them where necessary. Inspectors were broken

into small groups of 6 to 8 members so that they received maximum attention and guidance. In

addition to the Coast Guard NDI

Program Office manager, the

professional team of the seminar included the following:

AANC Specialist Mike Bode

AANC NDI Engineer David

Moore

Dassault Falcon Jet NDI

Level III Tim Kinsella

US Coast Guard ESD AAB

ASIP Manager CDR

(retired) Pat Dwyer

AANC Level II Ciji Nelson.

Having both the Coast Guard

resident and the collected colleague experience available for

independent consultation and

guidance was extremely beneficial. The AANC in Albuquerque

has an array of experience and

education in the NDT arena, as

well as several characterized

retired aircraft, and is indeed a valuable resource for NDT

practicality accreditation. The on-aircraft testing segment

of the seminar hosted by AANC representatives greatly

boosted the ability and confidence of the participating

inspectors and was no doubt the meat of the Application

Proficiency Seminar.

One chaired session was formal instruction in manual

eddy current fastener hole testing techniques, with practical applications (Figure 1). The rational behind this

instruction is that Coast Guard Aviation is beginning to

require fastener hole testing in flight-critical structures,

such as the lower forward beam cap on the C130.

Bolt/fastener hole testing with eddy current is difficult to

perform and interpret correctly. This is a complicated and

critical test procedure requiring a strong focus and attention to detail. Refining this application and establishing

the foundation for the novice inspector requires meticulous presentation with firm technical guidance to ensure

success in the field. This seminar session stressed the

issues of test criticality, patience and the consequences

of misinterpretation, and ensured that the inspectors are

confident in the procedure when the session is complete.

A second chaired session centered on ultrasonic testing

(UT). Coast Guard Aviation is demonstrating a growing

need to learn and apply this NDT method. This session

was geared toward interpreting ultrasonic A-scan displays. An introduction to terminology and theory was

given, along with a technical demonstration on determining loss of material. The personnel need to interpret an

A-scan display to properly use an ultrasonic system. The

technique introduced here starts the process of reviewing

a longitudinal waveform and the digital radio frequency it

displays in either the half, full or rectified wave format for

the purpose of measuring thin-skin cross-section thicknesses of 1 to 6.35 mm ± 0.08 mm (0.040 to 0.250 in. ±

0.003 in.). The inspectors were required to properly

Figure 1. Manual eddy current fastener hole Inspection.
28 • Winter 2008 - EE&L Quarterly

assemble their instrumentation and apply it to an

actual aircraft on site. This

application will help determine the loss of material

due to corrosion, erosion

or impact damage to aircraft. At the completion of

this session, the inspector

is able to confidently measure skin thickness and

determine if limitations

have been exceeded. This

is extremely beneficial to

engineering, when material is removed to repair corrosion damage.

The third chaired session incorporated aircraft holistic evaluations. This session included

eddy current surface testing on

a retired aircraft. At AANC, the

inspectors were able to perform

the NDT applications on a

Boeing 737 (Figure 2) that has

recorded and measured crack

characteristics. The inspectors

were administered an NDT

directive that gives detailed testing parameters and aircraft

locations. The tests described

below were chosen because of

the similarities to the current

Coast Guard Aviation maintenance procedure cards.

Fuselage mid-crown internal

eddy current testing (Figure 3)

requires the inspector to climb a

ladder, reach up and test various tie clips along the midcrown frame. Not only is the

inspector subjected to a real-life

scenario, but he or she is also

challenged to set up two different probe configurations.

Unfortunately, in the real world

of NDT, most inspectors are

found to hurry the job and not

take the time to change and

recalibrate a new probe or eddy

current system, thereby foregoing thorough testing in favor of

reduced production time — and

thus increasing the odds of

missing a crack.

Figure 2. The AANC Boeing 737.

Figure 3. Fuselage mid-crown internal testing.

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 29

Testing of the main landing gear lower main frame, in the

wheel well (Figure 4), places the inspector into tight quarters on a stand using portable lighting to test a bathtub

fitting that has five ferromagnetic bolts holding the main

landing gear main frame in place. This is important, for

the inspectors need to see the permeability effects of a

ferromagnetic fastener installed in an aluminum alloy

component on the produced eddy currents. This effect

may mask a crack by distortion or through causing misinterpretation of the applied eddy current screen indications. The inspectors were required to determine the

effective testing distance from a ferromagnetic bolt by a

vector trace drift response check. If the distance

between the eddy currents applied by the probe coil and

the ferromagnetic fastener is large enough that a significant crack will be missed, the fasteners must be removed

for testing.

The fuselage mid-section floor beam testing (Figure 5)

requires lying down or stooping, then reaching up and

Figure 4. Main landing gear lower main frame testing.
30 • Winter 2008 - EE&L Quarterly

under the floor beams,

trusting the inspector’s

hand eye coordination and

ability to work in an area

not readily seen. A visual

inspection of the surface

using a flashlight and a

mirror is required prior to

testing, which allows the

inspector the time needed

to become familiar with the

test area. This type of testing requires a patient,

meticulous inspector. With

the test area not being visible, the inspector must be

attentive to the probe’s

location and movement.

The inspector encounters

numerous variables under

the floorboard, including

edge effects, eddy current distortion and probe wobble.

Internal testing of the fuselage left forward cargo compartment requires climbing into a somewhat tight, poorly

lit compartment (Figure 6), which is uncomfortable due to

the exposed structural members of the aircraft. This

exercise reinforced the potential influence of human factors on the inspectors’ work.

Included as part of the seminar were independent workstations (Figure 7) that featured specific US Coast Guard

nondestructive testing applications that have been or will

become routine for the fleet inspectors, and that are

designed to build inspector confidence. Three independent testing stations were incorporated, highlighting the

H60 rescue hoist support assembly, H60 drive shaft, and

the new bead seat test procedure for the H60 and H65

wheels. These independent workstations played an

important role in the seminar, as they gave the fleet technicians the opportunity to focus on routine (and possibly

complacent) NDT application practices, and to correct

any shoddy habits they may have developed. These

Figure 5. Fuselage mid-section floor beams.

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 31

independent stations also

offered the opportunity to

address any concerns with

the NDT directive through

one-on-one interaction with

Coast Guard NDT engineering personnel. During the

course of the week, the

inspectors were required to

test the components and submit a written report containing

the geometrical characteristics of any located discontinuities. This exercise confirmed

that all the inspectors were in

compliance with current

directives, ensuring standardization amongst the air stations.

The 2007 US Coast Guard

NDI Application Proficiency

Seminar will be similar in

nature. The number of test

aircraft will be increased,

along with the variety of NDT

applications. Acontrolled

probability of detection study

will be conducted, which will

enable Coast Guard

Engineering to determine the

confidence level of the fleet

inspectors’ abilities. This

study will also allow the NDI

Program Office to evaluate

our training and make any

necessary adjustments.

Figure 6. Fuselage left forward cargo compartment internal frame testing.

Figure 7. Independent workstations.
32 • Winter 2008 - EE&L Quarterly

The HH-60J supports an ever increasing spectrum

of Coast Guard missions. In order to safely and

effectively manage these diverse tasks, the H-60

cockpit and mission avionics must provide the capability to perform long-range navigation with high precision, and must be able to interoperate and intercommunicate with a wide range of cooperating

assets on the ground and in the air. The current

avionics suite is obsolete and not configurable to

meet the new requirements. As a result, the HH-60J

Avionics Upgrade Project was initiated with the

Aircraft Repair and Supply Center (ARSC) as primary integrator in the fall of 2003. The ARSC H-60

Product Line worked feverishly under program oversight provided by CG-931, The Office of Aviation

Acquisitions, to integrate the Rockwell Collins

Common Aircraft Architecture System (CAAS) cockpit as well as an entirely new communications and

navigation suite. Due to the extensive avionics modifications and addition of AUF base kits, the HH-60J

will be re-designated as the MH-60T.

ARSC benefited immensely from a partnership

developed with a multi-platform team referred to as

the CAAS Users Group. The group membership

includes nine Department of Defense (DoD) platforms to include CH-47F, MH-60M, VH-60N, and

MH-53. This partnership ensured MH-60T compliance with the Chief of Naval Operations (CNO)

requirements to be Required Navigation

Performance Area Navigation (RNP RNAV) certified

by the FAA (Federal Aviation Administration) mandate of 2010. Partnering with the CAAS Users

Group yielded a $15M savings over individual procurement of the RNP RNAV software development.

In addition to the extensive Avionics Upgrade project, the H-60 is simultaneously undergoing Re-wire

Project, which coupled with the Avionics Upgrade

Project, will replace 100% of the original aircraft

MH-60T

Prototype is

Airborne

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 33

wiring. All modifications will be conducted almost

seamlessly with the standard aircraft overhaul

process (PDM). Performing the modifications during

PDM allows the work to be completed with no visible

impact to the fleet. Conducting the upgrade as a

separate operation would require removing each airframe from an already minimal fleet for up to a year,

as well as an exponential cost increase.

An historical milestone was reached on June 25,

2007, when the prototype aircraft 6027 took flight for

the first time during its Post-PDM functional check

flight. Developmental Testing & Evaluation (DT&E) is

currently underway and is a team effort between

ARSC and NAVAIR Patuxtent River. To date,

Electrical Load Analysis, EMI testing, and preliminary

CAAS flight testing have proceeded on schedule.

Operational Testing & Evaluation (OT&E) is currently

scheduled for late January 2008. In an effort to

enhance the pilot's knowledge base, the Aviation

Training Center (ATC) Mobile H-60 branch agreed to

supplement the ARSC pilot pool during Rockwell

Collins flight testing as well as DT&E. In addition,

ATC Mobile's Aviation Engineering Department is

preparing for transfer of the aircraft to ATC for OT&E

by supplementing DT&E crews with maintenance personnel on two-week rotations. These efforts provide

exponential benefits for both units.

Training tools for the MH-60T program are state of

the art for both pilots and mechanics. Aviation

Technical Training Center (ATTC) Elizabeth City has

been provided with a technician trainer referred to as

the Hot Mock Up and ATC Mobile is set up with a

quarter-dome style Cockpit Procedures Trainer

(CPT). The CPT developed by JF Taylor establishes

an environment so realistic that is has been referred

to as "a simulator without motion." ATC Mobile is

currently testing an MH-60T desk top trainer which

will allow pilot training at the unit level. These units

will be tested by ATC as well as ATTC prior to unit

level issue.

Overall, the MH-60T Project is proceeding better than

planned. The current schedule identifies fleet implementation beginning early 2009 with all eight H-60

units being fully populated in 4 1⁄2 years.

by LCDR Randy F. Meador, ARSC
34 • Winter 2008 - EE&L Quarterly

Reprinted with permission from The Society of American Military Engineers; The Military

Engineer Online Exclusive Article September – October 2006 A· Volume 98, Number 643

Volunteer

Facility Managers

by Richard Sasse, P.E., M.SAME

Engineers who specialize in

facility management can benefit

professionally and help their

communities by volunteering to

share their expertise to nonprofit organizations.

Most people understand

the importance of volunteering, especially those

with young families. There

always are opportunities to

volunteer with Little

League, Scouting, PTA,

swim clubs and the other

organizations that families

join as part of participating

in everyday life. These

non-profit organizations

rely on volunteers, and

being a coach, leader, or

fundraiser is an ideal way

to share your free, and

even not-so-free, time with

your family and other families. If you also happen to

be an engineer, you are

even in greater demand.

Recent natural disasters

have highlighted opportunities to help those in greatest need. Yet it is easy to

overlook the opportunities

closer to home to volunteer

facility management expertise to non-profit organizations. The non-profit organizations that spring to

mind instinctively are those

that cannot easily raise

dues or admission fees,

and often rely on gifts and

pledges to balance the

budget. The face of the

organization itself is usually

its premier (or only) facility

and its mission’s success

depends on the quality of

the facility. Poor facility

management leads to a

failing organization program. Keeping these missions going becomes a

problem as their facilities

age and become historic

properties.

Identifying Areas of Need

Volunteer facility managers

are needed in a variety of

areas including property

committees, plant and

property committees, buildings and grounds committees, and prudential committees.

Sometimes you can identify

an organization’s needs

simply by reading your

local newspaper. In

Providence, R.I., for example, the newspaper reports

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 35

editor’s note: Richard Sasse is a retired USCG CDR

on the efforts of volunteer property committees,

their decisions and their problems.

Public libraries may be another good place to volunteer technical expertise, given traditional funding

problems. For example, the chairman of Providence

Public Library Property Committee grew up in the

town and loved the library. As an engineer at a

major engineering consulting firm in nearby

Massachusetts, he feels so strongly about the

library that he has served on the committee for

years.

Scouting is always in need of volunteers. One of

the committees I’ve volunteered my time for is the

Narragansett Council of the Boy Scouts of

America’s Properties Committee. Scout Camp is

where young boys want to be in the summer. But

that is the result of a lot of behind-the-scenes work,

including work on code compliance, discharge permits, property boundary disputes, fire safety

upgrades, life cycle planning, facility condition

assessments, water treatment plant upgrades and

adaptation for the Americans with Disabilities Act.

Scout Camp today is a lot more than just tents and

latrines.

Your local place of worship also presents a good

opportunity for volunteer work. I also volunteer on

the Property Subcommittee of my church, the

Central Congregational Church, a historic property

on the East Side of Providence. This 115-year-old

structure provides a hands-on laboratory for any

engineer looking to share expertise and learn from

others. The subcommittee’s makeup consists of

many retirees and typical for New England, mostly

veterans. The senior members are former mill managers, and members include a realtor, two architects, a retired engineering professor, a local insurance magnate, a retired submarine sailor, an engineer at a precious metals recycler, a psychology

professor, our minister and our sexton. From this

membership list it is easy to see that there is great

wisdom to be exchanged among group members,

which provides a personal and professional reward

for the volunteer.

The church’s work list of issues is long. It also is a

good example of the type of facility that needs engineering expertise because the subcommittee’s decisions affect the long-term integrity, appearance and

functionality of the building and they must be done

right the first time. Many facilities, like my church,

also need assistance in making major upgrades to

fire safety systems. Rhode Island, for example, has

stiffened its fire safety laws as the result of the

Station Night Club fire in 2003 in which 100 people

died and 200 people were injured.

More typical problems facing non-profits include

electrical systems that often go through multiple life

cycles before they can be replaced and safety

issues, particularly for organizations that offer daycare. A common theme is that the best solution

may not be what could be done with a more generous budget. Real money goes into fixing things, not

into feasibility studies. That’s where the volunteers

contribute.

What’s in it for You

Non-profit organizations of all types are in severe

distress as a result of reduced funding and volunteer time, not to mention decreased community participation.

Sound engineering decisions will need to be made

to keep these facilities from dipping so low that they

cannot be restored for continued use to fulfill their

original missions. Some of these facilities are

doomed to become adaptive reuse projects after

they are sold off to pay bills. Engineers can help

prevent that by volunteering.

If you feel strongly about the importance of such

organizations, either because it is meaningful to you

regardless of your current home, you are where you

want to be forever, or you read about a non-profit

trying to regroup, then there is great need for you to

share your professional expertise.

The skills that we engineers have acquired through

education and practice are in demand. We have the

ability to read building codes; we understand the

presence of fire hazards, asbestos, lead and historicity; and we know how to perform an economic

analysis. For the other members of these organizations whose skill lie elsewhere, they depend on the

engineers to present the facts, opinions, alternatives

and recommendations that will support continued

operation of the facility and its mission.

Military people are, by definition, in the service to

others. Extending off-duty time by providing engineering expertise is in line with this calling. Sharing

your knowledge and experience will be rewarded in

many ways such as by learning from others and

from encountering and resolving new situations

when no one else has the expertise. When the pipe

organ is due for major capital work, it may well be

the engineer, not the organist, whose recommendation is selected.
36 • Winter 2008 - EE&L Quarterly

Engineer’s Digest
Tasking

ELC-025 (Auxiliary Machinery Branch) was tasked to

research potable water production and quality issues for

the 210/270 WMEC (Medium Endurance Cutter) Diesel

Engine (DE) Makeup Water and HH-65C Engine Wash

(EW) capability aboard air capable cutters. This task

was expanded to cover Auxiliary Boiler Makeup Feed

Water (MUF). ELC-025 developed this report focusing

on the following items in support of this task due to system communality and overlap of issues:

1. Determine baseline potable water quality for the following classes of cutters: WAGB 420, WAGB 399,

WHEC 378, WMEC 282, WMEC 270, and WMEC

210.

2. Determine whether potable water production on the

cutters listed under (1) above meet the DE makeup

requirements in COMDTINST M9000.6 (series),

Naval Engineering Manual (NEM).

3. Determine whether potable water production on cutters with Auxiliary Boilers meets the MUF water

quality requirements of the NEM.

4. Determine the feasibility of using deionization (DI) to

produce DE makeup, Auxiliary Boiler MUF, and HH65C EW water from available sources of potable

water on aviation capable cutters.

5. Develop cost estimates for procurement, implementation, and logistics for the list of cutters mentioned

under item (1) above.

Executive Summary

Deionization provides a cost effective method of producing high quality water in limited quantities in a relatively

compact package. DI systems have low capital, operating, and maintenance costs, and if properly configured,

will provide water that meets the application specific

water quality requirements.

Background

Unit Conventions and Conversions -- Conductivity,

Resistivity, and Total Dissolved Solids (TDS)

Electrical conductivity (C) can be defined as the measure of the ability of a material to conduct an electric

charge. Conversely, resistivity (R) can be defined as the

opposition of a material to conduct an electric charge

(expressed in ohms, ), and is the reciprocal of conductivity (R = 1/C). Resistance is expressed in ohms

( ), and conductance is often expressed as -1 but

more commonly as mhos or S (Siemens in SI units).

It is important to understand that pure water is not a

good conductor; it naturally has a resistance of

18,300,000 Ohm-cm. Because electrical current is actually transported by ions in solution, the resistivity of a

solution decreases as the concentration of ions in solution increases. Therefore, by measuring the conductivity

or resistivity of a given solution sample, one can determine the amount of impurities held in a solution.

Conductivity is typically measured in μmhos/cm or

μS/cm while resistivity is typically measured in Ohm-cm.

Another means of expressing the amount of impurities

held in solution is referred to as Total Dissolved Solids

(TDS). TDS can be defined as the total weight of all

solids that are dissolved in a given volume of water,

expressed in units per unit volume of water (mg/L) or

parts per million (ppm).

In general, as the TDS of a solution increases, its conductance increases proportionally. In relatively dilute

solutions (TDS < 1000 ppm), TDS and C are comparable and can be approximated using the following relation:

PPM TDS = Conductivity (C) x 0.50; where conductivity is expressed in μmhos/cm or μS/cm

As a solution becomes more concentrated (TDS > 1000

ppm), the proximity of the ions to each other limits their

ability to transmit current. The net effect is still an

increase in current transmission, but it occurs at a much

lower rate, so the relation is no longer valid.

Potable Water Sources

USCG Cutters can produce potable water using two

methods: thermal distillation and reverse osmosis.

The traditional method of producing desalinated water is

through thermal distillation. Thermal distillation is

accomplished by converting sea water to vapor through

heating of the raw seawater feed. This vapor is drawn

from the evaporation chamber to a condensing chamber

where it is turned back into liquid, thereby leaving the

Winter 2008 - EE&L Quarterly • 37

by Erin Altemos, ELC
38 • Winter 2008 - EE&L Quarterly

dissolved solids in the concentrated feed water.

Evaporators require a significant heat source to heat the

feed water in order to produce distillate. Heating of feed

water can be accomplished through the use of steam,

hot water, or waste heat. The major advantage of thermal distillation is that it produces high quality water.

The other method of producing potable water aboard

Coast Guard Cutters is through Reverse Osmosis (RO).

Osmosis is the tendency for a less concentrated solution

to diffuse through a semi-permeable membrane into a

more concentrated solution. Forcing the reversal of the

natural osmotic process is achieved by applying a significant amount of pressure on the salt water side of the

membrane. This pressure causes the fresh water, called

permeate, to pass through the membrane while the concentrated dissolved salts are blocked and discharged.

The quality of the RO output depends upon the water

temperature, salt concentration, available membrane

surface area, type of membrane, the number of passes

in the unit, and the pressure applied by the high pressure pump. ROs are simple to operate and do not

require an external heat source, but water quality varies

greatly with conditions (i.e., temperature, salinity, and

system pressure) and therefore, in general, RO systems

produce lower quality water than evaporators.

A potential third source of potable water is from shore

side facilities; cutters frequently take on potable water

while in port.

Baseline Water Quality

Riley-Beaird MAXIM Flash Evaporators M/N, 2-TCEFE10-SC, 2-TCFE-6-SC, TU-106HR, and TCF-7.5-H-1 are

installed on WAGB 420, WAGB 399, WHEC 378, and

WMEC 282 class cutters. Beaird Industries was contacted to discuss evaporator operation and baseline

water quality output. Detailed water quality data for

evaporator systems was not available at the time this

report was developed, however, Beaird Industries reported that the flash evaporators mentioned above produce

a high quality distillate. The quality of the water being

produced by the evaporators is continuously monitored

by salinity cell. The evaporators incorporate an automatic dump valve interlocked with the salinity cells. The

evaporators automatically stop delivery of water to storage when the contaminant level is greater that 0.25

grains per gallon (4.28 ppm). Provided the units are

operated in accordance with published procedures,

evaporator distillate should be about 4 ppm TDS but can

be as low as 2 ppm TDS.

Village Marine Tec (VMT) RO Units M/N RC 7000+, RC

7000, and RC 5000 are installed on WMEC 270 and

WMEC 210 class cutters. All VMT RO units are single

pass units. VMT reported that the RO output as

installed meets the World Heath Organization TDS

requirements for drinking water and provided a detailed

water quality breakdown. Table 1 represents worst case

first pass permeate quality.

Table 1. VMT RO Output.

Typically Recognized Water Quality Breakdown

Water Type Seawater Seawater Seawater 1st Pass RO Permeate

25,000 ppm TDS 36,000 ppm TDS 42,000 ppm TDS 500 ppm TDS

ASH-Residue from

Heating/Evaporation N/A N/A N/A N/A

Sodium- Na+ (mg/l as ion) 7,680.08 11,064.00 12,902.00 153.961

Total Hardness = Mg+Ca+Sr+Ba 1,213.03 1,749.05 2,038.06 24.20

Mg++ (mg/l as ion) 917 1,322.00 1,541.00 18

Ca++ (mg/l as ion) 287 414 482 6

Sr++ (mg/l as ion) 9 13 15 0.2

Ba++ (mg/l as ion) 0.03 0.05 0.06 0.001

Chlorides - Cl- (mg/l as ion) 13,800.00 19,885.00 23,186.94 276

F- (mg/l as ion) 1 1.4 1.6 0.02

Sulfate -SO4

-- (mg/l as ion) 1,920.00 2,766.00 3,223.00 38

pH 8.1 8.1 8.1 7

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 39

Shore side potable water quality varies greatly and is

specific to location. The World Health Organization

limits for potable water quality are set at 500 ppm

TDS. Average tap water in the United States ranges

from 150 to 400 ppm TDS.

Brominators/Chlorinators

The WAGB 420, WHEC 378, and WMEC 282 class

cutters use Everpure Bromine Feeder Systems to disinfect the potable water. These systems inject

bromine into the potable water system using two

methods; by dosing the distillate from the evaporator

as it is transferred from the evaporator to the potable

water tank and by dosing the existing potable water

tanks using a recirculation system. Potable water is

typically dosed to 0.7 ppm bromine, but concentrations may be higher or lower according to residence

time in the system.

The WMEC 270 and WMEC 210 cutters use a VMT

bromine feeder system to disinfect the potable water

as it is produced in the RO. This system is integral to

the RO unit itself. Bromine concentrations may vary

between 0.7 and 2.7 ppm, with the target being 1.0

ppm. These cutters also use an Everpure tank recirculating system similar to the WAGB 420, WHEC 378,

and WMEC 282 class cutters for maintenance of

bromine levels.

The WAGB 399 class cutters use a chlorinator system

to dose distilled and shore side potable water prior to

being sent to storage. This system ensures a minimum free chlorine residual of 0.2 ppm is maintained.

Diesel Engine Makeup Requirements

NEM Chapter 233 requires that diesel engine makeup

water conductivity shall not exceed 150 μmhos/cm

and that chloride shall not exceed 60 ppm.

PPM TDS = Conductivity x 0.50; where conductivity is expressed in μmhos/cm or μS/cm

Per NEM Requirements, makeup water shall

have a maximum TDS of approximately:

150 μmhos-cm x 0.50 = 75.0 ppm TDS

Provided that the water source can produce water

with a TDS below 75.0 ppm and a Chloride concentration below 60 ppm, the water may be used without

additional treatment. Water produced by evaporators

will meet the NEM requirements for DE makeup

water. Water produced by RO and shore side water

does not meet the requirements and requires additional treatment.

Auxiliary Boiler Feed Water Requirements

NEM Chapter 517, Auxiliary Boilers and Forced

Circulation Steam Generators states that feed water

quality requirements shall be in accordance with

NSTM Chapter 220 V(2). Section 220-29.24, Water

Requirements for Auxiliary Boiler Systems, Reserve

and Makeup Feed Water addresses makeup feed

water quality. The NSTM limits boiler MUF to 0.10

epm (equivalents per million) by salinity indicator or

15μmohs/cm by conductivity indicator.

PPM TDS = Conductivity x 0.50; where conductivity is expressed in μmhos/cm or μS/cm

Per NSTM Requirements, makeup water shall

have a maximum TDS of approximately:

15 μmhos-cm x 0.50 = 7.5 ppm TDS

The requirements for MUF coming from storage tank

are limited to 7.5 ppm TDS.

Furthermore NSTM Chapter 220 V(2), Section 220-

29.22, Distillate addresses distillate discharge direct

to feed. The NSTM limits distillate output quality to

0.065 epm by salinity indicator or 10 μmohs/cm by

conductivity indicator.

PPM TDS = Conductivity x 0.50; where conductivity is expressed in μmhos/cm or μS/cm

Per NSTM Requirements, makeup water

shall have a maximum TDS of approximately:

10 μmhos-cm x 0.50 = 5.0 ppm TDS

The evaporators produce distillate below the MUF

threshold. Distillate produced by the evaporator may

be stored via feed tank or discharged directly (if so

configured) to the Auxiliary Boiler as MUF. Water produced by RO and shore side water does not meet the

requirements of the NEM/NSTM for use as MUF in

Auxiliary Boilers without additional treatment.

HH-65C Engine Wash Requirements

Turbomeca provided the following standards for

engine wash water in "Technical Specification,

Standard Conditions for Rinsing, Washing, Cleaning,

and Protecting Turbomeca Engines, No. 00800, Rev.

A." Table 2 (see next page) summarizes the water

quality requirements for helicopter engines.

The Arriel 2C2CG Maintenance Manual explicitly

states "the use of minimum quality water is in exceptional cases only and should not be used as a long
40 • Winter 2008 - EE&L Quarterly

term substitute ... Use only Distilled or Demineralized

water."

Therefore;

PPM (approx) = Conductivity x 0.5; where conductivity is expressed in μmhos/cm or μS/cm

5 μmhos-cm x 0.50 = 2.5 ppm TDS for distilled

water

10 μmhos-cm x 0.50 = 5.0 ppm TDS for deionized water

The evaporators produce distillate below the 4.28 ppm

TDS threshold and can produce distillate to as low as 2

ppm TDS. Evaporator distillate may or may not be

acceptable for use in the HH-65C EW. Water produced

by RO and shore side water does not meet the requirements of the HH-65C EW without additional treatment.

Deionization Systems

Several manufacturers produce commercial deionization

(DI) systems. The data provided here is based on

research from Culligan, GE Ionics, and Aquapure.

DI is a process in which impurities (ions) are removed

from water. DI is most often accomplished by first passing the water through a column of cation exchange resin.

As water moves through the resin, it leaves its cations

(Ca+2, Na+

, Mg+2, Fe+2/Fe+3, Mn+2, K+) on the resin while it

picks up hydrogen (H+) ions. Next, the water passes

through a column of anion exchange resin. Here, the

water leaves its anions (sulfates, chlorides, carbonates,

bicarbonates, nitrates, and silica) on the resin and picks

up hydroxide ions (OH-

). The hydroxide ions then combine with the hydrogen ions to form pure water.

Because the deionization process is so effective, the

water quality is usually measured by the water's resisTable 2. Turbomeca Water Quality Requirements.

Parameters Rapid test (in the field) Precise test (Lab Test) Distilled

water 

Deionized

water

Minimum

imposed

quality

water

Maximum content Water quality test

Appearance Clear, pure, colorless, without deposits

and suspended solids Visual inspection Visual inspection

PH 5 - 7.5 6 - 8.5 Strip

(pH paper) pH meter

Conductivity or resistivity

(μS/cm) 5 5-10 400 Conductivity meter Conductivity meter

SOAP (residues following

evaporation and heating) 2 ppm 10 ppm 175 ppm None

Rotary evaporator,

Boiling water bath,

Platinum, silica or

borosilicate glass 

capsule, Stove

Chloride content None 15 ppm Strip

Colorimetric test

Ion chromatography

Titrimetric test

Sulphate content None 10 ppm Strip

Colorimetric test

Column chromatography

Titrimetric test

Hardness None 18° f Strip Colorimetric test

Sodium content None 10 ppm Multi-parameter device Ion chromatography

ICP

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 41

tance to electric current (in Ohms-cm). Deionized water

quality depends on a variety of factors, including raw

water composition, ion exchange resin types and quantities, and the number of resin tanks in the system.

Multi-bed deionizers utilize individual cation and anion

exchangers linked in series. Multi-bed deionizers typically processes water to 1 M (mega or 1 x 106

) -cm

resistance, which is equivalent to 0.500 ppm TDS.

Depending on the influent, the systems, age, and type

of resin, multi-bed DI resins saturate at approximately

12,000 to 15,000 grains per ft3

. Multi-bed DI systems

provide high capacity water treatment with a 1 M -cm

limit to water quality.

Mixed-bed deionizers utilize cation and anion resins

thoroughly mixed in a single tank. The mixed resins act

like a series of alternating cation and anion exchange

tanks to produce very high quality water. A mixed-bed

deionizer typically process water in excess of 18 M -

cm resistance, which is equivalent to less than 0.028

ppm TDS. Depending on the influent, the systems,

age, and type of resin, mixed-bed DI resins saturate at

approximately 7,000 to 9,000 grains per ft3

. Mixed bed

DI systems provide high quality water at a limited

capacity.

A multi-tank DI system can be configured using multibed and mixed-bed deionizers to combine the benefits

of both types of systems to achieve a specific water

quality and throughput.

Bromine, Chlorine, and organics will damage the bed

resins used in DI systems. A carbon/charcoal filter

must be installed to strip these contaminants from the

potable water prior to processing in a DI system.

Additionally, a pre-bed filter assembly can be installed

to trap sediment before the water enters the exchangers, as particulate will plug the bed and reduce the

effectiveness of the DI resins. A post bed filter is also

recommended to trap any resin particulate which may

have been drawn from the bed to prevent damage of

equipment downstream.

Water quality monitoring is performed by using resistivity monitors. Resistivity monitors continuously test the

resistivity of the permeate exiting the DI system. If the

resistivity of the permeate deceases below a preset

value, an indicator light illuminates alerting the operator

of excessive ion concentration levels within the permeate. The resistivity monitors are provided by the equipment manufacturers in standard increments and are

available as multiple setting and single setting units.

The standard unit settings for variable resistivity monitors used in this application are 50k, 200k, 500k, 1 M,

and 2 M -cm settings. Fixed resistivity monitors are

also available in other increments. A standard 20k -

cm fixed resistivity monitor is also used in this application.

Analysis and Discussion

As noted above, NEM Chapter 233 requires that diesel

engine makeup water conductivity shall not exceed 150

μmhos/cm or 75 ppm TDS and that chloride shall not

exceed 60 ppm. Water produced by evaporator will

meet this requirement without additional treatment.

Water produced by RO and shore side potable water

will not meet this requirement without additional treatment.

Water Requirements for Auxiliary Boiler Systems,

Reserve, and Makeup Feed Water addresses makeup

feed water quality, limiting boiler feed water to 10

μmhos/cm or 5 ppm TDS per NSTM Chapter 220 V(2),

Section 220-29. Water produced by Evaporator will

meet these requirements without additional treatment.

Water produced by RO and shore side potable water

will not meet these requirements without additional

treatment.

Cutters utilizing evaporators for producing potable water

can use potable water for DE makeup and Aux. Boiler

MUF without additional treatment as it meets the minimum water quality requirements. However, only water

produced by evaporator should be used for these applications. This requires the cutter to consume or segregate all of the low quality potable water taken on in port

before using evaporator produced potable water for

these services.

As noted previously, Turbomeca's standards for engine

wash water in "Technical Specification, Standard

Conditions for Rinsing, Washing, Cleaning, and

Protecting Turbomeca Engines, No. 00800, Rev. A," HH65 EW water quality shall be maintained below 5 ppm

TDS.

DE Makeup Water Analysis and 25 TDS DI System

Configuration

A 25 TDS DI system to process DE makeup water is

required on all cutters using RO to produce water while

underway. This system should be a multi-bed deionization system since high quality water is not required for

the primary application and capacity optimization is preferred. See Figure 1, next page, for the 25 TDS DI

System flow diagram and operating limits.

25 TDS DI System Arrangement

A balance must be struck between water quality, equipment size, and system capacity. The system should be
42 • Winter 2008 - EE&L Quarterly

comprised of individual carbon, cation, and anion

tanks; particulate filters; a resistivity monitor; and

associated valves and piping. Preliminary calculations suggest that 2.0 ft3 tanks will provide sufficient processing capacity in a compact package for

the intended service. In the proposed three bed

arrangement, 2.0 ft3 tanks will process approximately 700 gallons of potable water from 350 ppm

TDS to less than 25 ppm TDS quality before

requiring renewal. The three tank 25 TDS DI sysFigure 1. Primary DI System Flow Diagram.

Figure 2. 25 ppm TDS DI System Schematic.

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 43

Figure 3. 2.5 ppm TDS DI System Flow Diagram.

tem is rated for up to 5 GPM flow to expedite filling of the

DE expansion tanks. See Figure 2 for the 25 TDS DI

system schematic for configuration and operating parameters.

Output of the 25 ppm TDS DI should be monitored to 20k

resistance (25 ppm TDS) for DE makeup by fixed

resistivity monitor. Monitoring to this value ensures that

the quality requirement for the application is being met. It

is important to note that when the tanks are initially put

online, the system will produce 1 M quality water

even though it exceeds quality requirements for the application. As the resins saturate, the output quality of the

water decreases non-linearly until the alarm threshold is

met, at which point the quality light illuminates. It should

also be noted that the time to saturate (tank longevity)

increases with a decrease in TDS loading.

The 25 ppm TDS DI system will require an envelope of

approximately 15" x 52" x 52" for the three tank installation, with each tank weighing approximately 150 lbs.

Filter assemblies and valves require an envelope of

approximately 6" x 12" x 26" and weigh 5 lbs.

Aux. Boiler MUF and HH-65C EW Water Requirements

and 2.5 ppm TDS DI System Configuration

Separate treatment systems will be required for the HH65C EW and Auxiliary Boiler MUF. As noted previously,

cutters producing water by RO should utilize a 25 TDS DI
44 • Winter 2008 - EE&L Quarterly

The HH-65C 2.5 ppm TDS DI system will require the following components: a mixed bed tank, resistivity monitor,

particulate filter(s), a water delivery unit, and associated

valves and piping. The water delivery unit will be comprised of a small tank, an electric pump, and hose with

fittings to facilitate the engine wash process. See Figure

5 for the HH-65C 2.5 ppm TDS DI system schematic for

configuration and operating parameters.

Output of both 2.5 ppm TDS DI systems should be monitored to 200k resistance or 2.5 ppm TDS. Assuming

a 25 TDS influent, a 0.25 ft3 tank is capable of processing

700 gallons of water at or higher than 200k or 2.5

ppm TDS at flow rate of 1.0 GPM. This meets the

NEM/NSTM requirements for MUF in Auxiliary Boilers

and Turbomeca's requirements for water quality for EW.

If additionally capacity is required, larger mixed bed tanks

could be utilized.

It is also important to note that when the tank is initially

put online, the system will produce 18 M quality water

even though it exceeds quality requirements for the application. As the resins saturate, the quality of the water

decreases non-linearly until the alarm threshold is met, at

which point the quality light illuminates. It should also be

noted that this time to saturated (tank longevity) increases with a decrease in TDS loading.

The secondary DI system requires the installation of a

single tank weighting approximately 23 lbs and an envelope of approximately 8" x 8" x 22". Filter assemblies

including valves require an envelope of approximate 6" x

Figure 4. Auxiliary MUF 2.5 TDS ppm DI System Schematic.

system to process water for DE makeup, as shown in

Figures 1 and 2. Permeate from the 25 ppm TDS DI

system should be further processed by two 2.5 ppm

TDS secondary DI systems. See Figure 3 for 2.5 ppm

TDS DI system flow diagram and operating limits.

Cutters utilizing an evaporator to produce water do not

require the 25 ppm TDS DI system for Aux. Boiler

MUF; however, it is recommended that only distilled

water be processed through the DI bed. Although the

2.5 ppm TDS DI system can process water with high

TDS (i.e., shore side potable water or RO permeate),

system longevity is severely impacted. ☛

Auxiliary Boiler MUF and HH65C EW DI System

Arrangements

Two separate 2.5 ppm TDS DI systems are required to

achieve the desired water qualities.

A separate 2.5 ppm TDS DI system is required for the

Auxiliary Boiler MUF and requires the following components: a mixed bed tank, particulate filter(s), resistivity monitor, and associated valves and piping. See

Figure 4 for the Auxiliary Boiler MUF 2.5 ppm TDS DI

System schematic for configuration and operating

parameters.

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 45

Figure 5. HH-65C EW 2.5 ppm TDS Secondary DI System Schematic.

12" x 15" and weigh 3 lbs. The water storage tank

requires an envelope of 15" x 10" x 10" and weighs 5 lbs.

The delivery pump is 8" x 8" x 7" and weights 12 lbs.

Since both 2.5 ppm TDS DI systems are relatively compact, they could be connected to the water supply at its

point of use. In this configuration, the DI systems operate on demand at potable water pressure (from either the

potable water system or the primary DI system) and

therefore do not need a dedicated pump. Both 2.5 ppm

TDS DI systems should deliver processed water through

an air gap/funnel to the appropriate tank to prevent possible contamination of the potable water system.

The HH-65C EW system could be installed in the hangar

(for cutters so equipped) or some other suitable location

near the flight deck. The HH-65C EW system should use

a small tank to store deionized water. Once the tank is

filled to the appropriate level, a small delivery pump

could supply the EW water to the engine flow limiter and

wash water port. Additionally, the water delivery unit

could be mounted to a small cart so that it may be transported to the aircraft for service. The aviation community

already uses small carts for this purpose at land based

facilities. Turbomeca's Technical Specification, No. 00800

indicated that certain maintenance procedures require

the addition of chemicals for the wash process. These
46 • Winter 2008 - EE&L Quarterly

chemicals could be added to the tank and delivered by

this system if so desired.

MUF addition to the Auxiliary Boilers is continuous via

solenoid controlled automatic fill valve, or manually by

the watch. There is no data available on consumption of

MUF.

HH-65C EW is reported to be once daily per engine per

aircraft. The EW process requires up to two gallons of

water per engine. Using a two aircraft per day wash

requirement as a worst case scenario, bottle life can be

projected as:

2 gallons/wash x 2 engine washes/aircraft x 2

aircraft/day = 8 gallons/day

DI bottle life is projected to be 700 gallons before

exchange is required

700 gallons / 8 gallons/day = 87.5 days service

life

DI System Configuration Summary

Table 3 is a summary breakdown of the proposed DI

configuration for cutters producing water by RO and

evaporator. As noted, cutters producing water by evaporator do not require the 25 TDS DI system.

Installation, Operation, and Maintenance Costs

Although this cost analysis is based on data provided by

Culligan and GE Ionics, several manufacturers sell the

equipment that is referenced here.

Installation Cost

The system installation cost will depend on the individual

platform configuration. Cutters requiring the installation

of a 25 ppm TDS DI system will most likely require equipment to be installed in an engineering space proximal to

the equipment being supplied with high quality water.

Total estimated cost for the 25 ppm TDS DI system

installed is $5,440.

The 2.5 ppm TDS DI system cost estimate is based on

system installation in an engineering space proximal to

the 25 ppm TDS DI system and boiler feed tank. The

total estimated cost for the Auxiliary Boiler MUF system

is $4,255.

The HH-65C EW 2.5 ppm TDS DI system cost estimate

is based on system installation in an enclosed space

I/O RO System Evaporator System

Input (TDS) 36,000 36,000

Output (TDS) 350 4.2

Input (TDS) 350 N/A

Output (TDS) 25 N/A

Input (TDS) 25 4.2

Input (TDS) 25 4.2

Output (TDS) 2.5 2.5

Input (TDS) 2.5 4.2

Input (TDS) 2.5 2.5

Water Process

Potable Water

Production

25 TDS DI System

DE Makeup Water

2.5 TDS DI System

Aux. Boiler MUF

HH-65C EW 

Blue indicates RO or Evaporator input output.

Red indicates 25 ppm TDS DI system is required to support equipment requirements.

Green indicates 2.5 ppm TDS DI system is required to support equipment requirements.

Table 3. Summary of DI System Configuration for Cutters with RO Water Makers and

Evaporators.

Engineer’s Digest
Winter 2008 - EE&L Quarterly • 47

(i.e., hangar) proximal to both the primary DI system

and the flight deck. The total estimated cost for the

HH-65C EW system is $5,985.

Operating Cost

DI systems have a negligible operating cost. These

systems operate on demand using the cutters existing

potable water system. The only operating cost is

power to operate the Resistivity monitors and a fractional horsepower motor (delivery pump for HH-65C

EW Only).

Maintenance Cost

Support costs for the DI system are tank exchange

cost and filter replacement. Most DI system vendors

offer recharge programs for the tanks. The tanks are

effectively leased and are returned to the vendor once

they are exhausted. Tank exchange is approximately

$100 per tank for the 2.0 ft3 tanks and $25 per tank for

the 0.25 ft3 tank. Filter assemblies can be purchased

for $15-$20 per filter depending on the element type,

size, and rating.

Summary

Commercial-Off-The-Shelf (COTS) DI provides a cost

effective method of producing high quality water in

limited quantities in a relatively compact package. DI

systems have low capital, operating and maintenance

costs, and if properly configured will provide water

that meets application specific quality requirements.

COTS DI systems provide high quality water at relatively low capital cost. The estimated cost to install

primary and secondary DI systems meeting all the

high quality water requirements (DE makeup, Boiler

Aux. Boiler MUF, and HH-65C EW) for legacy cutters

which utilize reverse osmosis water makers is approximately $15.6k per cutter. Cutters that use evaporators

to produce water require the installation of a single DI

system to delivery high quality water for HH-65C EW

at an estimated cost of $5.9k per cutter.

COTS DI systems are maintenance free. The systems operate without intervention from the operator

and provide a simple pass-fail indication via monitoring of the purity light. Upon indication of high conductivity by the purity light, the tank is simply exchanged,

eliminating the requirements for specialized water

tests and treatment with hazardous chemicals.
48 • Winter 2008 - EE&L Quarterly

Logistics

The Inventory Control and Compliance Program

(ICCP) is a means to reposition items not used by Coast

Guard (CG) units to a centralized warehouse where dedicated resources are assigned logistics and financial

accountability. A quarterly message is sent to units identified to start the ICCP process. The units will assign two

Point of Contacts (POCs) for the entire process. A unit

must complete the following four ICCP milestones:

1. Unit transmits CMplus or TAIT data via the ICCP web.

ELC Mission Statement

Our mission is to deliver the right parts, information and service support at the right time,

place and cost to maximize our customer's operational capability and effectiveness.

ICCP, CG PART, and

AOCR Overview

ICCP
Winter 2008 - EE&L Quarterly • 49

Once a step is complete ICCP shows a green checkmark,

tasks not complete show a red “X” if overdue.

Data is analyzed by the Engineering Logistics Center

(ELC) and a list of items to be repositioned is generated

based on 3 years for consumables and 7 years for

repairables non use criteria then loaded to the ICCP database.

2a. Once unit data is analyzed, the unit downloads the

inventory list of items to be repositioned in HTML application format. The unit reviews the list and is allowed to

keep up to 2% of the items, anything over requires

Maintenance and Logistics Command (MLC) approval.

2b. The unit downloads and prints two copies of the DD1348 form, one copy is attached to the item being repositioned the other is kept for unit records. In this step the

unit physically removes the item(s) from their inventory.

3. The unit ships repositioned items to the warehouse and

uploads the tracking information to the ICCP website.

ICCP
50 • Winter 2008 - EE&L Quarterly

Reconcile Inventory data:

4a. Unit uploads the list of

items being repositioned to

the ICCP website where it’s

loaded to the ICCP database.

4b. Unit requests a utility

run via ICCP website.

When a unit requests a utility run ELC schedules the

unit on the ICCP calendar.

On the scheduled day, the

ELC creates a list of items

to be removed from the

unit’s database based on

unit input. An ELC representative calls the unit ICCP

representative and runs the

utility that removes the items

from the CMplus or TAIT

database. This eliminates

the unit going into the database and removing each

item one at a time.

If the packing information

has been received the utility

run marks the completion of

the ICCP process.

ICCP Process Chart:

Message is sent to all units starting the ICCP process

ICCP

Logistics
Winter 2008 - EE&L Quarterly • 51

ICCP Performance Metrics

Volume of Inventory Repositioned NIIN’s 19,866

Volume of Inventory Repositioned (piece parts) 308,519

Value of Inventory Repositioned $16,250,717

Number of parts reutilized (Issued out) 11,408

Number of parts reutilized by original Units

(Issued out) 6,718

Number of parts utilized by Units that were not

the original 4690

Total value of parts reutilized $4,893,671

Value of parts reutilized by original Units

(Issued out) $828,212

Value of parts utilized by Units that were not

the original owner $4,065,459

# of 1348s produced 42,400

CG Parts Availability Research Tool (CG Part) is

the website where Coast Guard (CG) units may

request parts that have been repositioned. The site

allows views of various data including items that

have been repositioned by the Field Unit

Repositioning Project. The interface is easy to navigate and use. Why would a unit need to have a part

returned? If a consumable part is used only once in

a 5 year period then it would have been repositioned

by ICCP because the criteria of 3 years of non activity for consumables would have applied. The unit is

able to have the item returned at no cost.

The Annualized OM&S Consumption Report

(AOCR) is an interim tool to assist units with making

more informed local decisions as to what supplies

are needed to maintain their operational readiness.

The data in AOCR is based on the demand data in

the authorized inventory tool (CMplus or TAIT).

Supplies that can be consumed within 1 year that

verifiably support preventive, corrective, or alternative maintenance activities shall be purchased by the

units. This is the maximum level of supplies authorized to be on the shelf. If current on-hand quantities

exceed this limit, they shall be exhausted below the

1 year on-hand level before replenishing.

CG Part

AOCR

ICCP
Gr en Coast Guard 

52 • Winter 2008 - EE&L Quarterly

e

Ozone Message Ozone Message

Just a Reminder

In case you missed the original message, here is a reprint for those who are responsible for or

work with Class 1 Ozone Depleting Substances (ODS) used throughout the U.S. Coast Guard.

R 171612Z SEP 07 ZUI ASN-A00260000025 ZYB FM COMDT COGARD WASHINGTON DC//CG-4// TO

ALCOAST BT UNCLAS ALCOAST 439/07 COMDTNOTE 5090

SUBJ: OZONE DEPLETING SUBSTANCES (ODS) IN THE COAST GUARD A. MANAGEMENT GUIDE

FOR REFRIGERANTS, COOLANTS, AND FIRE SUPPRESSANTS COMDTPUB P6280.3 B. DHS MANAGEMENT DIRECTIVE, 5120.1 ENVIRONMENTAL MANAGEMENT PROGRAM, SEPTEMBER 17, 2004

C. SUPPLY POLICY AND PROCEDURES MANUAL, COMDTINST M4400.19 (SERIES) D. SAFETY AND

ENVIRONMENTAL HEALTH MANUAL, COMDTINST M5100.47

(SERIES)

1. IN ACCORDANCE WITH REFS A AND B ALL PROCUREMENT OF CLASS I ODS FOR NON-MISSION

CRITICAL USES SHALL CEASE BY DECEMBER 31, 2010.

2. EFFECTIVE THAT DATE COAST GUARD ASSETS, ASHORE OR AFLOAT, SHALL NOT PROCURE OR

OTHERWISE OBTAIN FROM DLA OR THE OPEN MARKET ANY CLASS I ODS (R-11, R-12, HALON

1211 AND 1301) EXCEPT FOR MISSION CRITICAL USES DESCRIBED IN REFS A AND C.

3. MISSION CRITICAL USES OF CLASS I ODS ARE: REFRIGERATED SHIPS STORES, SHIPBOARD

AIR CONDITIONING SYSTEMS SERVING SPACES WITH MISSION CRITICAL TEMPERATURE SENSITIVE EQUIPMENT, SHIPBOARD FIRE SUPPRESSION SYSTEMS FOR ENGINE ROOMS, MACHINERY

SPACES, TURBINE ENCLOSURES, FLAMMABLE LIQUID AND PAINT LOCKERS, FIRE SUPPRESSION

ABOARD AIRCRAFT, FIRE SUPPRESSION IN FLIGHT SIMULATORS AT ATC MOBILE, FIRE SUPPRESSION FOR THE SHIP CONTROL AND NAVIGATION TRAINING SYSTEM AT THE U.S. COAST GUARD

ACADEMY.

4. PROCUREMENT OF ODS FOR MISSION CRITICAL SYSTEMS SHALL BE MADE THROUGH THE

DLA ODS RESERVES IN RICHMOND VA UNLESS OPEN MARKET PURCHASE IS AUTHORIZED BY

COMDT (CG-441). REQUISITIONS MUST BE SUBMITTED THROUGH ARSC (FOR AIRCRAFT APPLICATIONS), MLC FOR AREA UNITS AND DISTRICT OFFICES FOR DISTRICT UNITS. AMPLIFYING

INFORMATION ON THE VESSEL REQUISITIONING PROCESS IS AVAILABLE ON CG CENTRAL (CLICK

THE UNITS TAB, SEARCH FOR UNIT/DEPARTMENT TAB, ENTER

CG-45 AND CLICK FIND DEPARTMENT, CLICK COMMANDANT (CG-45)). CLICK ON OZONE DEPLETING SUBSTANCE RESERVE, WHICH IS LOCATED IN THE INITIATIVES AND PROJECT INFORMATION

SECTION. IN ADDITION, A REQUEST FOR REQUISITION FROM THE CG ODS RESERVES MUST BE

SUBMITTED TO COMDT (CG-441) VIA EMAIL TO HENRY.J.HERZBERG(AT)USCG.MIL.

FAILURE TO SUBMIT AN EMAIL REQUEST MAY RESULT IN DELAYS IN THE REQUISITION PROCESS.

5. ACCIDENTAL RELEASES TO THE ATMOSPHERE OF INSTALLED STOCKS OF ANY CLASS I ODS,

WHETHER OR NOT IN A MISSION CRITICAL APPLICATION, MUST BE IMMEDIATELY REPORTED TO

THE NATIONAL RESPONSE CENTER.

REPORT RELEASES CAUSING INJURY, PROPERTY DAMAGE OR A NEAR MISS/HIGH POTENTIAL

EVENT (HIPO) IN ACCORDANCE WITH CHAPTER 3 OF REF D, USING THE COAST GUARD EMISHAP SYSTEM, HTTP://WEBAPPS.MLCA.USCG.MIL/KDIV/KSEMISREP/MHGO.ASP. SOME STATES

ALSO REQUIRE REPORTS OF ACCIDENTAL RELEASES OF CLASS I ODS.

Environmental
Winter 2008 - EE&L Quarterly • 53

6. REPLACE NON MISSION CRITICAL HALON

1211/1301 HAND HELD FIRE EXTINGUISHERS,

150 LB. WHEELED HALON FLIGHT LINE EXTINGUISHERS, AND FIXED/TOTAL FLOODING HALON

SYSTEM CYLINDERS WITH AN APPROVED

ALTERNATE FIRE EXTINGUISHING AGENT WHEN

EXTINGUISHERS HAVE BEEN LEGITIMATELY

EXPENDED OR WHEN DUE FOR HYDROSTATIC

TEST NLT DECEMBER 31, 2010. A COAST

GUARD-APPROVED ALTERNATE TO HALON IS

HALOTRON I.

UNIT COS AND OICS SHALL BUDGET TO MEET

ODS CHANGE OUT REQUIREMENTS.

INTENTIONAL RELEASE OF ANY CLASS I ODS

MATERIAL IS STRICTLY PROHIBITED. OTHER

APPROVED FIRE EXTINGUISHING AGENTS LISTED IN CHAPTER 9 OF REF D ARE CO2, PKP, ABC,

AND AFFF.

7. PROCEDURES FOR TURN IN OF ODS ARE

CONTAINED IN REF C. ENSURE THAT USCG IS

CLEARLY PAINTED IN LARGE LETTERS ON EACH

CONTAINER RETURNED. ADDRESS OF DLA IS:

DEFENSE ODS CYLINDER OPNS ACTIVITY

GATE 13 OPENSHED 1 RD M

CHIPPENHAM PARKWAY RTE 150 ENTRANCE

RICHMOND, VA 23297-0004

8. MY POC FOR ODS POLICY IS DR. KEN MALMBERG AT (202) 475-5691, FOR SUPPLY REQUISITION/RETURN QUESTIONS HENRY HERZBERG

AT (202) 475- 5666, FOR VESSEL SPECIFIC

QUESTIONS LTJG JAY KIME AT (202) 475- 5733,

FOR HEALTH AND SAFETY QUESTIONS MIKE

SMITH AT (202) 475-5205.

9. INTERNET RELEASE NOT AUTHORIZED.

10. RADM D. G. GABEL, ASSISTANT COMMANDANT FOR ENGINEERING AND LOGISTICS,

SENDS.
54 • Winter 2008 - EE&L Quarterly

Gr 

e en Coast Guard 

ALCOAST 170/07 called for Earth Day, April 22, 2007,

celebrations in the Coast Guard, and asked units to reinforce the spirit of the Commandant's Environmental

Stewardship Commitment by focusing on environmental

best practices. Here are a some examples in which Coast

Guard Units participated:

INTEGRATED SUPPORT COMMAND (ISC)

ALAMEDA

ISC Alameda conducted its 18th annual Earth Day

Observance on Coast Guard Island, performing an islandwide cleanup that resulted in restoring the natural beauty

of the beach and surrounding areas.

AIR STATION BARBERS POINT

Crewmembers from USCG AIRSTA Barbers Point cleaned

up a stretch of Coral Sea Road that leads to the AIRSTA

from Ewa Beach. Their effort was also part of the Adopta-Highway program.

INTERNATIONAL ICE PATROL

The ice patrol has adopted a local road, and executed a

litter cleanup campaign for Earth Day 2007.

COAST GUARD CUTTER ORCAS, D13

In recognition of Earth Day, the cutter is seeking a change

to CG policy to permit purchase of water in 5-gallon containers, instead of the requirement to buy only individually

packaged, single serving water bottles. This would save

energy, and reduce expenses and waste.

Coast Guard Acts

to Keep the Earth

Green

by Dr. Ken Malmberg, CG-443

Environmental
Winter 2008 - EE&L Quarterly • 55

In addition, CG-133 recognized Earth Day in their Spotlight on

Leadership campaign, citing the following from the Commandant's

Environmental Stewardship Commitment: "I challenge all Coast Guard

units to improve the environment, and to reduce our environmental

footprint. Do your part, wherever you are within the organization, to

make environmental stewardship a Coast Guard core competency."

See stewardship as a leadership competency at www.uscg.mil/leadership/spotlight.

Below are additional events CG units have participated in the past:

- begin/enlarge recycling program

- poster contest for kids

- 5K walk

- plant a tree(s)

- combine efforts w/other Department of Homeland Security (DHS)

elements in area, and with the community.

Here are some suggestions to consider for Earth Day 2008:

- car free day (carpool if necessary)

- trash sculpture contest in unit-give a recycled award

- find an alternative reuse of something that is being discarded

- alternative energy discussion/displays 

- search for hazardous substances, remove from unit/grounds if

possible, handle safely/dispose of by acceptable methods 

- attack local invasive plant species 

- volunteer to clean up dwelling in a nearby community 

- propose plan thru COC to recycle computers/monitors when

replaced 

- cleanup a walking trail nearby 

- make efforts to erect signs/further protect historic/natural resource 

- check w/local community for Earth Day fair/festival/expo

- clean/clear historic area 

- invite some kids to unit, show them activities undertaken 

- propose plan through COC to replace ODSs (refrigerants, fire

suppressants, solvents) w/substitutes 

- pick a theme (i.e., Protect the Homeland Environment) and publicize it.

Other Earth Day ideas that can be done at any time are available on

the following websites:

http://aec.army.mil/usaec/publicaffairs/earthday00.html

http://www.eere.energy.gov/femp/services/earthday.html

http://www.whitehouse.gov/ceq/photoessays/earthday/index.html

www.healthyforests.gov/

www.eere.energy.gov/hydrogenandfuelcells

http://earthday.net

www.energystar.gov/homeimprovement

http://epa.gov/watersense/

www.epa.gov/earthday/ 

The Office of Environmental Management would like to hear more

reports from units about ecological activities they are engaged in.

Point of Contact is ken.b.malmberg@uscg.mil.

Be prepared and participate in Earth Day 2008 -- April 22, 2008.
Gr 

e en Coast Guard 

YARD Clears First

Superfund Site by CDR John Slaughter, Yard

56 • Winter 2008 - EE&L Quarterly

On September 28, 2007, the Environmental Protection Agency (EPA) Region III and the Coast Guard (CG) Yardsigned a Record of Decision, with concurrence from the Maryland Department of the Environment (MDE), officially de-listing Site 1 at the Yard from the National Priority List. Site 1 consisted of sediments under the shipways and

old dry dock locations. Through completion of a Remedial Investigation and human health and ecological risk assessment, it was determined that no action was required. Site 1 was initially established as the site with the greatest liability

to the environment and financially to the Coast Guard. Its removal from the list is a major milestone.

Although no action was required, the Yard has done several dredge projects over the past few years which removed

contaminated sediment and transported them to a contaminated disposal facility. The no action ultimately gained EPA,

MDE and the public's support through a series of informational meetings and the success of the Community Action

Group formed to raise visibility and awareness of the environmental clean-up efforts at the Yard.

The Coast Guard Yard was added to the National Priority List (Superfund) by the EPA in 2002. After many years of

studies to delineate the exact nature of the contamination, several remediation projects are planed to begin as early as

this fall. The next location to be addressed is the Salvage Lot (Site #4) which will begin clean-up before the onset of

winter.

Environmental

Coast Guard Headquarters

CG-4, JR9-1130

1900 Half St., SW

Washington, DC 20593-0001