Project Manager Quality Assurance

Roy Walter McKay

***********@*****.***

619-***-****

Southwest Regional Maintenance Center (SWRMC)

**** ******* **, ***** *

San Diego, CA 92136

**/**** – 02/2023

Salary: 130,000 Series: 1101 Pay Plan: GS-13/06

Project Manager

Duties, Accomplishments and Related Skills:

-Assigned to Waterfront Ops Execution Division as a Project Manager (PM) in all phases of an availability Planning, Execution (Sustainment, Emergent, and or Major overhaul). I was performing contractor oversight, planning, quality assurance, test and inspection, project execution & coordination, and contract administration/procurement support, for ship overhaul, financial management of budgeted repairs, repair and maintenance contracts. Other duties and responsibilities, include:

Planning to execution Phases:

-Works closely with major commands with the various stages of the End 2 End process for the planning and execution of availabilities:

(1) Advance Planning. Advanced Planning is defined as the time between the availability A-720 and A-360 when SURFMEPP hands off the BAWP to the TYCOM and it becomes the AWP. At this time in the E2E process the ship is preparing for an upcoming deployment. The TSRA 1 and 5 visits should be scheduled in advance via the Fleet Scheduling Center (FSC) conference, ship’s

Immediate Superior in Command (ISIC) and ship’s Operations Officer during this time frame.

(2) Planning. The planning phase is defined as the time between the availability A-359 and A-61 dates when the detailed maintenance availability planning process starts. Currently

in the E2E process, the ship will be returning from a deployment and may be close to the scheduled 100% depot level work package lock date. The TSRA 2 visit should be scheduled in advance via the FSC and ship’s Operations Officer during this time frame.

(3) Integration. The integration phase is defined as the time between availability A-60 and A-0 starting after the planning phase and before execution occurs.

(4) Execution. TSRA 3 execution begins at availability start day one. At this time in the E2E process the ship will have returned from a deployment. The TSRA 3 event occurs during this phase. Prioritizing, planning and monitoring for 100 percent accomplishment of all open & inspect mandatory assessments are conducted within the first 20% of the CNO availability, this is to reduce the risk of growth work and possible new work. These are required by the Joint Fleet Maintenance Manual.

(5) Closeout. The Closeout phase starts the first day after the availability is

completed at C+1 and ends at C+90. During the closeout process is to ensure that

all assessments during the CNO availability have been completed and properly documented. The TSRA 4 visit should be scheduled in advance via the FSC to prepare the ship for entry into the Basic Phase.

-Direct point of contact with Finance and Contracts ensuring funding is in the correct Contact Line Item, and correct Accounting Classification Reference Number (ACRN) is assigned. And funds are available for Award of Contract, Change Orders and procurement of materials. Develop, update, and review a financial accounting spreadsheet of all funded work items to validate financial obligations for entire availability from all activities involved within the availability. This supports the (E2E) process. This document is reviewed weekly with Contracts department for accuracy and accountability.

- Develop and maintain an availability Significant Event Log (SEL). Documenting any and all deficiencies noted during the Course (E2E) of active availability. This SEL is critical historical data from the first day of planning to availability complete and is used as written deficiencies proof of availability for rating of Contractors Performance Assessment Reporting System (CPARS) submittal at the end of availability. This SEL is required for all project team members.

- Work closely In all stages, to review for accuracy, total duration of End 2 End (E2E) process with entire Project Team (PT) as well as with a key teaming member, the Type Commanders Representative assigned Port Engineer (PE). Mitigating any area of risk to include but not limited to schedule, material, support, and duration.

- Assists in pre-award surveys to evaluate private contractor(s) capability to perform the requirements of overhaul and repair and modernization as per contracts. Assists in managing contract guarantee work, including the determination of Government or Contractor responsibility and coordinating correction of deficiencies.

- Assists in the preparation of Technical Analysis Review (TAR) and assists the Administrative Contracting Office (ACO) as needed in government negotiations/scoping sessions. Review work specifications (WS) for accuracy and that (WS) is developed and complies with 4E compliance. Prepare government estimates and assess contractor performance, work progress and capabilities. Validates Independent Government Estimates (IGE) including labor, material and time, with all required supporting data for new work and modifications to original work specifications.

- During the planning phase prime contractors submit bidders’ questions pertaining to WN’s which require clarification and or mitigation. PT researches and provides clarification to contractors.

- Review Work Notifications and Job Sequencing Numbers (JSN) submitted by ships force with (PE) Ship Building Specialist (SBS). Validating against work specifications developed to support requirements of availability.

- Performed ship checks to verify validity of requested work and assists in the Advance Planning Phase to validate the work notification submitted by Ships Force for accuracy of location, required work and material required. Which potentially resulted in cost reduction for unforeseen growth work and or new work.

- Provide work specification review/oversight to ensure work performed by contractors to be compliant to applicable plans, work specifications, and all contractual requirements. Ensuring contractors are utilizing both tier 1 and tier 2 data to perform work as per NAVSEA Standard items and contract.

Execution: (Sustainment, Emergent, and or Major Overhaul & Modernization)

(NOTE: The below listings apply to all three repair availabilities of the execution

phase.)

- Develop and maintain an availability Significant Event Log (SEL). Documenting all deficiencies noted during the Course (E2E) of active availability. This SEL is critical historical data to availability complete for (CPARS) submittal at the end of availability and is used as written deficiencies proof of availability. This SEL is required for all project team members.

- Identify off contract items - Items that are not readily available from Navy Stock System or not supported with a Navy Stock Number (NSN). Identified 3 sources of material vendors (when possible) and if unable to identify 3 sources, submit a sole source of material required during availability and or future availabilities, researching manufacturers and obtaining required data ( drawings, cost, detailed description, availability of material, Estimated shipping date (ESD), Estimated delivery date (ESD), Independent Government Estimate (IGE) to support and track the purchase of needed material submitting all proper documentation to code 400 for review and approval of open purchase. Investigating Historical data from present and completed availabilities for this data.

- Emergent availabilities - CASREP Coordinator for LPD, LSD Variant Ships submitting Category 3 and 4 CASREPs. Worked closely with Maintenance Teams and Port Engineers to communicate to NAVSEA leadership and stakeholders on the status and requirements to make repairs to vessels.

- Actively involved in the process located in Navy Media Database (NMD) to ensure that key event and milestone dates are documented and tracked to ensure that all pertinent documents, materials, and communications are tracking for a successful availability from advance planning, awarding of package, execution, and availability completion, to availability closeout (availability completion report).

- Provides work item(s), scheduling, period of performance, and any other relevant information regarding Ship’s Availability to SWRMC Contracts Department prior to solicitation. After Contract award, ensures all packaged work items are executed in accordance with the contract.

- Ensures that Condition Found Reports (CFR) and Request for Contract Change’s (RCC) are adjudicated.

- Reviews, investigates and prices contractor reports, provides Government's technical responses, requests engineering support, develops the Independent Government Estimates (IGE) for RCCs which result in contract modifications, evaluates Contractor’s delay and disruption reports for validity.

- Maintains and tracks budget for projects in an availability. Works closely with Finance and Contracts ensuring funding is in the correct Contact Line Item, and correct Accounting Classification Reference Number (ACRN) is assigned. And funds are available for Award of Contract, Change Orders and procurement of materials.

- Conducting weekly meetings with Finance department to validate funding documents are aligned and accurate in waterfront operations and financial codes.

- In past availabilities was responsible for budgets up to $130M.

- Assist Project Quality Assurance Specialist (QAS) in researching, developing and implementation of Quality Assurance Plan (QAP) by analyzing quality data to detect unsatisfactory trends or contractor weaknesses to improve QAP effectiveness. Also assist in the development, review and submission for approval by senior leadership for implementation and conducting the monitoring of the Objective Quality Evidence (OQE) process to ensure contractors compliance and work documentation was performed In accordance with the awarded contract.

- Conducted a joint review of paint / coating packages for accuracy as per NAVSEA Standard item 009-32 it the assigned QAS.

- Provide work specification review/oversight to ensure work performed by contractors to be compliant to applicable plans, work specifications, and all contractual requirements. Ensuring contractors are utilizing both tier 1 and tier 2 data to perform work as per NAVSEA Standard items and contract.

- Work closely In all stages, with entire Project Team (PT) as well as with the Type Commanders Representative the assigned Port Engineer (PE). A key teaming member in all areas of the End 2 End Process (E2E).

- Reviewed jointly with the QAS, for accuracy and verification for proper level of support form ships force prior to submittal for approval by Naval Supervisor Activity (NSA) commanding officer and Ships Force commanding officer the Memorandum of Understanding (MOU). Which assigned Ships Force (SF) personnel Temporary Assigned Duties (TAD) to Project Team (PT) to assist in conducting routine check points for OQE during active availability.

- With the assistance of assigned PSE developed and implemented the Product Verification Inspection (PVI’s) in process inspection utilized to identify and allow for corrections of non-conformities during the production process of availability. Recording findings in the Naval Maintenance Database (NMD).

- Assist in the development, review, and monitoring of the Objective Quality Evidence (OQE) process to ensure contractors compliance and work documentation is in accordance with (IAW) the contract.

- Overall responsible for the Quality Management Plan (QMP) which are a variety of steps necessary to ensure major ship availabilities are conducted in a manner that supports the Naval Supervisor Authority (NSA) validation that work was completed properly and IAW the expectation of the contract. Developed with the QAS assistance.

- Worked closely with Project Support Engineer (PSE) Throughout the availability for SWMRC Code 200 Technical support in system trouble shooting, repairs for work not identified within the initial contract which resulted in reducing cost and duration of the availability. As well as providing quality training to ships force at no cost to the ship.

- Test Inspection Plan (TIP)

- Conduct various weekly meetings both written and oral briefing Senior Flag Officers, Commanding Officers of United States Naval Ships, department heads, senior enlisted personnel in the following areas:

Availability progress comparing the actual duration expended verses duration Planned, Critical path work items and Controlling work items effecting Key events or Milestone impact, providing. a mitigation plan if required. New work

and Growth work, completion percentage of Test Inspection Plan (TIP) and Progress Verification Inspection (PVI’s), areas where risk was a concern and provide mitigation plan, percentage of funds expended.

- Proficient in locating, reading, understanding the various tables, notes, references and interpretation of blueprints and sketches utilized to plan, order material, and execute work items.

- Ensures work performed by the contractor to be compliant to applicable plans, specifications, and all contractual requirements.

- Perform/witness Government "G" notification check points identified in the work specifications.

- Accomplish random Product Verification Inspections (PVI) utilizing checklists or an attribute system to determine contractor compliance with the quality and technical requirements of the work specifications/contract.

- Conduct routine inspections in all areas of the availability and if the finding was a non-conformity (Minor or Major) I would discuss the non-conformity with the Project Support Engineer (PSE) and the Quality Assurance Specialist (QAS) which result in issuance of a Corrective Action Request (CAR) to contractor when non-conformities (minor) (method A non-conformities) and or any level of a Systemic (major nonconformities) (method B,C, and D) are detected. If a major nonconformity resulted in a method D CAR or was not adjudicated meeting Naval Supervisor Activity (NSA) then the Lead Maintenance Activity (LMA) is required to submit a Plan of Action and Milestone (POAM) which outlined the course of action to be taken to correct and prevent a recurrence of the issue.

- When repeatedly issues occurred, I would provide input to contracts department code 400 and request submission of a Quality Assurance Surveillance Plan (QASP). A QASP is an action that will recoup funds on a daily basis, as per the agreed upon contract, and requires additional meetings attended by the upper management to discuss a mitigation or Plan Of Action and Milestone (POAM) to correct the issues and this is submitted by the Lead Maintenance Activity (LMA). The daily recoup of funds will take place until the correction actions are taken.

- Evaluates the project progress to ensure project physical progress is on schedule. Ensures project progress is accurate to provide equitable progress payments to the contractor.

- Knowledgeable of Quality Assurance instructions, processes, and procedures (OMP, OQE, PVI, and TIP) to ensure that government standards are adhered to during the execution phase of availability.

- Reviews and analyzes technical feedback and problems reports to update future technical requirements, reduce costs and eliminate delays and rework.

- Ensure safety inspections are jointly accomplished with the contractor, Ship's Force and Government Environmental Safety and Health IAW OSHA & NAVOSH requirements. Verifying critical fire zone boundaries are identified and all interferences are passing through are properly identified and are following NAVSEA Standard items. Additionally, provides technical updates to Fire Safety Counsel IRT Ship’s Damage Control and Fire Fighting capabilities. Ensuring that the safety inspections are conducted IAW various applicable NAVSEA Standard items, as well as other various local instructions, and other naval instructions.

-Consistently trains and mentors newly hired Shipbuilding Specialists (SBS) in the performance of their duties in Checkpoint attendance, preparation and etiquette, Paint Inspections, answering CFRs, preparing RCCs, developing IGEs, and understanding Joint Fleet Maintenance Manual (JFMM).

-Availability completion closeout conduct a group meeting and review with the entire project team (PT) to verify that all of the following were satisfactory complete to support the closing out of the availability in NMD. All OQE, TIPS, CARS, QA check points, work progress and funding.

Supervisors:

Paul Bonaventra (NASSCO shipyard Supervisor) 619-***-****

Andre Ross (NASSCO shipyard Class Team Leader) 619-***-****.

04/2008 to 08/2010; Shipbuilding Specialist Southwest RMC.

-Responsibilities consist of assessing shipboard Hull, Mechanical, Electrical and

Electronics Equipment and or systems. Determining the scope of required replacements, repairs, or overhauls, assisting developing the Government's budget and cost estimates for labor, material, and time management required. Reviewing blueprints, researching technical manuals and directives to ensure the scope of work is within the referenced directives. Coordinating with the logistical department with regards to the ordering, tracking the estimated shipping dates and estimated delivery dates of Government Furnished Material (GFM). As well as monitored the Contractor Furnished Material (CFM) to anticipate action that may be necessary to preclude schedule impact by unsatisfactory delivery dates and initiate the ordering of the proper material to replace material.

-Expert with Navy Maintenance Data system (NMD) production and planning sections

utilizing them to review and process Request Contract Change (RCC) and Condition Found Reports (CFR's) providing direction to prime contractors as well as

the subcontractors with regards to the addition of work to the basis or action required to complete work to comply with the basic specification or growth work Tracking the budgets of work items reviewing Initial Deficiency Reports (IDR's) and reviewing Change Order Price Analysis (COPA's) as necessary. Contacting various outside commands NAVSEA and NAVSESS for guidance and resolution for references, guidance, and clarification.

-I worked closely within the commands Design Engineering Department Code 200 for

the proper technical authority for various critical repairs.

-Reviewing and providing appropriate Government test and oversight. Providing current

information of assigned work items to the Project Manager (PM) and Port Engineer (PE), attends daily and weekly progress meetings, resolves production issues.

-Develops scope of work requirements, assist in the development of Government.

negotiations position, assesses contractor capabilities, work progress and performance, and provides technical support to the Assistant Contracts Officer (ACO). Interfaces with various members of Ships Force, ranging from the Commanding Officer and Department Heads, to provide current project information, notifies responsible personnel of schedule evolutions. Receives and investigates contractor reports, assists with the development of Government technical responses, requests engineering technical support, assists with the preparation of necessary contract modifications, supports the development of Government cost estimates, estimates delay and disruption claims when filed by contractors, assists with the negotiations relative to contract modifications.

Witnessed daily safety walk thru of the ship with the contractors, Commanding Officer, Department heads, Command Duty Officer, Prime Contractor, SWRMC safety, and other ships force members.

-Observing various levels of Quality Assurance both “IG” and “VG” check points identified in the work specifications when they are presented by the contractor,

witnessing required equipment and systems tests and accomplishes random in-process inspections at the work site to determine the contractors' compliance with the requirements of the specifications and to determine the overall effectiveness of the contractors QA program.

-Provided Government Oversight on all SWRMC assigned shipboard repairs for the

USS NEW ORLEANS (LPD-18) Post Shakedown Availability (PSA), acting as a direct liaison between NAVSEA Code 317, Prime Contractors, Subcontractors and ship Commanding Officer.

-Provided Government Oversight on all SWRMC assigned shipboard repairs for the

FY09 Planned Maintenance Availability (PMA) on USS CLEVELAND (LPD-7) and the FY09 Planned Maintenance Availability USS DUBUQUE (LPD-8). Both ships required a 5-year strength and integrity inspections for four main propulsion boilers. I provided oversight of the five scheduled Continues Maintenance Availabilities (CMAV). Ensured that all Hull, Mechanical, Electrical and Electronic work items were completed within the design and operating specifications. Ensured all parties complied with all the applicable Quality Assurance, Safety Regulations, and Environmental programs.

-Submits information and participates in the “Hot Wash Up” following the completion

of a major availability.

06/2006 to 08/2008 Main Propulsion Assistant USS PELELIU (LHA-5).

-Primary Assistant to the Chief Engineer, managing all areas of a 92-personnel

engineering department. Equipment ranged from the smallest electrical outlet to shipboard plumbing, A/C units, diesel generators rated at 2,500 KW 3,200 AMPS, power generation and main propulsion boilers and steam turbines rated at 70,000 shaft RPM's.

30 years of experience in the knowledge of US Navy Ships Machinery, Piping, Mechanical, Hull Structure, Electrical/Electronic and or Combat systems. I utilized my experience in the overall operation, maintenance, training and supervising of assigned personnel. I was meticulous and compiling with naval standards, NSTM, JFMM, and NAVSEA Standard Items. My level of knowledge of the Quality Assurance ensured that when witnessing the testing or repairs of ship's Machinery, Propulsion Naval Systems, Piping, Hull Mechanical & Electrical (HM&E) systems we were well within the guidelines. That resulted in all ship's commitments for a strenuous operational schedule being met during my tour of duty.

-Utilized my level of knowledge of Advance Planning/Planning processes and my

knowledge of Navy Ship Repair when I received and conducted a thorough review of the Current Ships Maintenance Project (CSMP) for accuracy, planning, and the scheduling of repairs or modifications which were required to support the ships mission. Conducted a thorough technical research when scoping work, this included standards ships drawings, blueprints and other technical documentation to determine the scope, validation, and accuracy of each AWR (2 kilo or 2 limas, to be repaired. Researching parameters of each system, material requirements and level of work required to effect repair. Through my communication skill both written and oral I provided recommendations for brokering jobs during PB4M. Conduct wkly mtgs with MT (maintenance team) discussing level of work requirements. Utilizing my background in the Estimating techniques, knowledge of Navy Ships Repair and Modernization as well as my level of knowledge of Advanced planning/planning processes to determining if the repair work was depot level (D-level) work or intermediate level (I-level) for screening process. Overall screening jobs with the PE using WOO (windows of opportunity) CNO and CMAV to plan work providing best value and avoiding premiums paid.

-Expert in communication in both written and oral presentations was demonstrated in

the production and presentation to senior officers on the status of the overall ship repair(s) and modernization as well as the material status. Applying my level of knowledge of Navy Ship repair and modernization and my level of Knowledge of Advance planning/planning process, I implemented a ships material self sufficient program which saved $200,000 annually on a $3.5 million annual budget. I further applied my level of knowledge in US Navy Ships machinery, mechanical systems conducting depot level repairs to 2 ships service generators resulting in a savings of over $1 million dollars contract cost.

-Engineering training team leader (ETT) Applied my communication skills both written

and oral and developed and implemented a Training and Evaluation Program for 20 Senior Technicians. This program was used to assess the equipment operating requirements and personnel knowledge levels of over 120 shipboard engineering personnel.

-Training, management and final Qualification of the shipboard engineering department maintained a 90% qualification level, (fleet average 75%). This resulted in an engineering department "safe to Operate" certification prior to the scheduled date. This saved $50,000 in training funds. This also increased not only the level of knowledge of the watch teams', but also the overall materiel condition of readiness of the propulsion plant.

- I was allowed to manage an engineering department of 92 technicians, including twice-yearly performance evaluations, personnel counseling, and annual budgets up to $3.5 million.

- Power Plant Supervisor, overseen all maintenance, repair and ensure equipment casualty actions are carried out in a safe accurate manner. Well versed at identifying plant/equipment abnormalities by analyzing parameters, vibration, and testing control systems.

-Establishes plans, schedules, and controls the maintenance and repair of a variety of

propulsion equipment ranging from Main Engines, 600 PSI boilers, Ship Service Diesel

Generators (SSDGs), emergency diesel generators’ (EDGs), and various associated equipment. Ensures strict adherence to the Navy 3-M system for the scheduling of maintenance. Reviews and has final approval of engineering department 3-M plans and monitors progress of accomplishments. Provides daily status of equipment, maintenance actions in progress to the Commanding Officer. Conducts daily meetings with Division Officers, Chief Petty Officers to discuss Risk and to develop a mitigation plan for repair priorities on routine or reoccurring processes necessitated by unscheduled maintenance requirements.

-Direct liaison officer between all activities involved with the repairs or modifications to

the ship. Maintained oversight and provided daily production updates to the Commanding Officer on the status of the overall aspects of the repairs, modification, and modernization. Conducted daily meetings with the Commanding Officer, discussing the overall scope and repairs availability of materials of all emergent work/CASREPs. Determining if ships force was capable or if a voyage repair was necessary to complete repairs. Submitting Departure from Specifications (DFS) to TYCOM for systems which were altered repaired or modified to support the vital overall mission of the ship.

-It was through my Level of knowledge of US Navy Machinery and electrical

configuration that we were able to identify and correct inefficient plant operations which resulted in the lowest fuel consumption of any ship in its class. We saved more than 200,000 dollars during a major deployment.

06/2004 to 05/2006; Assistant Repair/Production Officer; Southwest Regional Maintenance Center (SWRMC

-Commitment to the Department of Navy comprising U.S. Navy, public/private

Shipyard, Southwest Regional Maintenance Center (SWRMC) and its predecessor commands. I actively work with all levels of the Fleet, In-Service Engineering Agents (ISEAs), Planning yards, Program Offices, and Systems Commands to provide and improve ship material condition (repair) maintenance, logistics, and modernization. As the Assistant Repair Officer, I used my various levels of knowledge of US Navy ships Machinery, Piping, Mechanical, Hull Structure, and in the estimating techniques of navy ships repair and modernization along with advance planning/planning process. I was responsible for accurately reviewing and planning to determine the actual scope of work required for upcoming availabilities of ships both, SWRMC and contractor work. I was the manager of the scheduling and execution of additional CASREPS of US Navy repairs or modifications required. Using my communication skills both written and oral to generate availability completion reports and conducting onboard maintenance training to ships force. Knowledgeable in the Quality Assurance (QA) program, technical writing, main and auxiliary machinery, and piping.

-I was a key team member in the management of a 32-million-dollar budget for

PACFLT Ships in overhauls.

-Responsible for the training and well-being of 1,200 personnel in 56 shops in all aspect

of the planning, executing, and over all quality assurance of all shop’s repairs to the Fleet. Ensured work performed by SWRMC complied to applicable plans, specifications, and all other requirements.

-Receiving Automated Work requests (AWR) and review blueprints and other reference

material to ensure specification adherence. Utilizing my knowledge in Estimating techniques and knowledge of Navy Ship repair and Modernization to estimate overall scope of work required, man-hour and material requirements, and negotiate outside assistance if needed with senior level planning yard representatives. Ensuring all work was completed within the Quality Assurance program.

-Represent and act for the government on matters concerning ship repair, maintenance,

and modernization with senior Naval personnel and management level contractor repair activity personnel. In support of procurement and administration of contracts, providing technical analysis for the ACO in preparation of contract negotiations with local and private shipyards (NASSCO, BAE, Continental Marine, etc) on a routine basis. Work and liaison with Type Commander (TYCOM), Naval Systems Command (SYSCOM), CLASSRON and Immediate

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