George Jaime, Code 6.2.3.1, works on an aux flap to a F-14. Photo by Bill Bartkus

Mary Barbera, Code 6.2.5.1, tackles a job on the engine door to a F-14. Photo by Bill Bartkus

Andy Oliva, Code 6.2.3.1, works on the inlet for an S-3 Viking. Photo by Bill Bartkus

Artisans “turn to” in war on terrorism

By Bill Bartkus
NADEP North Island

Operation Enduring Freedom in Afghanistan has challenged everyone in Naval Air Depot North Island to give more than 100 percent to winning the war on terrorism. Employees are giving their all by meeting “must meet” deadlines so that aircraft squadrons may deploy with all their aircraft. And the Depot is performing a remarkable job of supporting the fleet and keeping those aircraft flying safely in the skies over Afghanistan. We are in this battle together as a team.
For 128 artisans in the Components’ Flight Services Division in Building 250, last quarter was a banner quarter. “We set a record and produced 425 units for the fleet last quarter,” said Pete Vellino, Code 6.2.3.1, supervisor for overhaul and repair of components. “Since the terrorist attacks of Sept. 11, we have produced record numbers to support the fleet.”
Vellino said that the men and women in Building 250 are very proud and know that they have a hand in fighting the war on terrorism. “We are here to support the fleet and its needs. As pilots fly their aircraft over the skies of Afghanistan, our artisans fully understand that those aircraft were serviced at NADEP North Island, and the components sustaining those aircraft were produced here. Depot artisans are proud that they are providing some measure of support in Operation Enduring Freedom.”
Depot artisans realize that for every component they produce there is an aircrew involved with that NADEP North island product. “Therefore, it’s imperative that we produce only the highest quality components to insure that the fleet has what it needs to perform its mission,” Vellino said.
Vellino’s team is working on new projects. “We work on the F-14 maneuvering flaps, and we modified the hinge fitting tooling to obtain the capacity where we didn’t have it before,” he said. “We’re instituting the F/A-18 aileron wedge installation which is something new that just came out. We’re basically producing a new aileron for the fleet with support from Boeing.”
Also, the artisans in Building 250 initiated MRP II (Manufacturing Resource Planning) and went fully operational with the new process on Jan. 1. “MRP II is a help to us,” Vellino said emphatically. “Our integrated team is comprised of artisans, production control, FISC (Fleet and Industrial Supply Center) and engineering, all coordinated by the Strategic Business Team, (SBT). We all work as a cohesive unit to get the material we need, the inventory moved, and accomplish the repairs.”
Vellino is one of four production supervisors who make up the Components Team in Building 250. The others are David Jackson, Clydel Webb, and Gary Spears who supervises the second shift operations in support of dayshift’s high priority work.
According to Vellino, his team works to support the fleet and doesn’t expect to be rewarded. “Rewards are nice and we’re pleased to be rewarded for our work,” he said. “But we’re working out of the need to support the fleet. It’s great to be appreciated, but the dedication and effort would have come anyway no matter what the circumstance.”
When the terrorists struck on Sept. 11 everyone was sent home. But a select number was called back on Sept. 13 to support production operations. Vellino said that they came in without hesitation, and many worked 12- and 14-hour shifts. Many came in as early as 4 a.m. “The crew was so motivated that I had to force people to go home at the end of their shift,” Vellino said. “Everyone was here to do something to help the fleet and be a part of the effort.”
Vellino said that Mike Fuller, Code 6.2.3, the Component Strategic Business Team Product Manager, ran his division “like a general at war.” Vellino said that Fuller had every base covered. “Mike had action plans for everyone to accomplish, and it was amazing that we would walk into the conference room in his office and he would have it set up like a war room. He had everything on charts up on the wall and was directing hour-by-hour right after 9/11. Mike knew what needed to be produced hourly along with the demands and requests that were coming in from the fleet.”
Vellino’s team was tasked with accomplishing Fuller’s requests in addition to their customer service workload, which support direct fleet needs along with the needs of other services including foreign military.
“Mike gels everyone together,” Vellino added. “We work as a team, but Mike makes sure that we are focused on what needs to be focused on. He knew the direction we needed to take.”