Workcenter Supervisor Evals
SUPERB MANAGEMENT ACUMEN. As divisional 3M WCS, managed $382K worth of life saving equipment, encompassing 142 masks, 47 regulators, 56 packs, and 150 SCBA bottles, allowing students to train in simulated hazardous environments, and resulting in enhanced realistic instruction. Saved the NAVY $4k by using regional military assets instead of previously used commercial vendors to conduct periodic hydro-static testing for 100 SCBA bottles.
As the work center supervisor for CA01, she expertly guided 7 personnel in the completion of 640 preventive and corrective maintenance checks, ensuring that the system is ready for combat operations.
As Work Center Supervisor, ET2 expertly maintained all flight line communications and Air Terminal AFN services, resulting in 100% mission readiness.
Work Center Supervisor and lead maintenance technician for the Recompression Chamber Support Team, EODMU 11, deployed to Fujairah, UAE. Petty Officer Smith successfully originated and completed 7 Re-Entry Control packages on 2 certified DLSS systems resulting in no loss in mission. In addition, he managed over 550 line item checks and more than 1,000 man hours of planned system maintenance.
Workcenter supervisor of Maintenance Division. Lead more than 20 sailors in 76 base beautification and maintenance projects.
Mentored and tracked more than 19 Family Care Plans at Naval Base Point Loma to support the Navy's Mission and make sailors world-wide deployable. Assisted in the creation of Navy Advancement Study session for all of Naval Base Point Loma personnel.
Petty Officer Casey directly supervised personnel in the repair and maintenance of 9 small craft, contributing to MDSU1's high level of mission readiness. His superb technical skills were an asset while deployed with company 1-5, repairing USNS Salvor's 35 foot work boat and 7 meter RHIBs while diving in the yellow sea for the recovery of a Korean ship. He also supported and participated in 6 field exercises vital to preparing expeditionary diving companies for mission readiness.
Work Center Supervisor for all three maintenance shops and 108 pieces of CESE valued at more than $4,450,000. Devoted over 200 hours organizing and planning strategies for watch bills and work schedules for a 25 person duty section. Scheduled over 2,000 PM checks with a 95% shop readiness rate and 100% accountability of 3-M. Petty Officer Sailor brought the number of out of periodicity PMS checks down from a backlog of over 200 checks upon his arrival to under 20 upon his departure. Putting others before himself he sacrificed countless hours of personal time getting others prepared to earn their SCWS pin.
While deployed to Haiti in support during Operation Unified Response, she coordinated a 30 man EST watch section onboard the USNS COMFORT providing 360 degree security for over 2,000 civilian and military personnel, led 2 Rapid Assessment Teams into country escorting 5 VIPs and 10 high ranking officer with zero mishaps.
3M Workcenter supervisor for WG11 and WG12. Petty Officer Shotley superbly managed and implemented three 3M Force Revisions which encompassed 433 planned maintenance requirements, the completion of 52 spot checks and the performance of over 1,100 preventive maintenance actions for 88 small arms and 24 crew served weapons worth $350,000, ensuring weapons were continuously maintained in a state of readiness to support real world OPS in CJTF-HOA.
As work center supervisor of the largest work center in the Detachment, with approximately 30 members, he helped form 3 sections with a chain of command for each, and reestablished military bearing and conduct, and emphasized attention to detail on uniforms and accountability. Further, he implemented a Physical Training program to ensure members were ready for the PRT and increased pass rate by 40%.
He assisted in the SCW's training and engaged with all Sailors, teaching SCW's classes with hands on training on range cards, and training in the field with land navigation and patrols. He also oversaw day to day operations and assigned all personnel collateral duties that ensured the Det's ability to achieve the readiness needed. His involvement increased the mobilization readiness of the workcenter to over 95%.