army aviation digest - jan 1984

8/12/2019 Army Aviation Digest - Jan 1984

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SCI SUPPORT CENTERPOBOX 62 577fORT RUCKER L 36362 577


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JANUARY 1984 VOLUME 3 Number 1

Brigadier General Robert F. MolinelliArmy Aviation OfficerODCSOPS, Headquarters,Department of the Army

Major General Bobby J MaddoxCommander

Brigadier General Charles E. TeeDeputy CommanderU.S. Army Aviation CenterFort Rucker, Alabama

2 Aviation Employment Conference, MAJ Marc Snyderand CPT Ric < Hancock9 Aviation Training For The Future, MAJ Peter M.Bartosch12 The Stressed Aviator, CW3 Michael J. Novosel Jr.14 PEARL'S16 Safety In the Air And on the Ground20 Aviation Personnel Notes: Noncommissioned OfficerLogistics Program, SGM Earl V. Stinson21 School Model '83, Mr. H. L. Flowers25 Reporting Final26 Night Vision Goggles Combat Effectiveness, CW3Charles L. Murphy30 DES Report To The Field: Timeliness In Army Aviation32 Views From Readers33 How to Get the Aviation Digest34 Aeroscout Observers Need Better Training, CW3Michael C. Wyman38 The AirLand Battle, A Winning Combination, LTC JohnG. Heslin42 Pigs and Rice in the OK Corral, CPT Kevin G. Scherrer

Inside Back Cover: ATC Action Line: Maximum andMinimum IFR AltitudesBack Cover: MAXFLY, Mr. James McGrawCover: Depicts Army Aviation employed in the combined arms team. Read the major areas charted byAVNEC 83 force design, doctrine and how to fight.Story begins on page 2. Illustration by Fred Martin.

U.S. Army Aviation CenterFort Rucker, Alabama

page page 34

Richard K. TIerney Honorable John O. MarEditor Secretary of the Arm

The mission of the U S Army Aviation Digest (USPS 415-350) is to provide information of an operational, functional nature concerning safety and aircraft accidentprevention, training, maintenance, operations, research and development, aviationmedicine and other related data.

This publication has been approved by the Adjutant General Headquarters Depment of the Army, 10 September 1982, in accordance with Army Regulation 31Second-class postage paid at Carrollton, GA.The Digest is an official Department of the Army periodical published monthlyunder the supervision of the Commanding General, U.S. Army Aviation Center. Viewsexpressed herein are not necessarily those of the Department of the Army nor theU.S. Army AViation Center. Photos are U.S. Army unless otherwise specified. Use

of the masculine pronoun is intended to include both genders unless otherwisestated. Material may e reprinted provided credit is given to the Digest and to theauthor unless otherwise indicated.Articles, photos, and items of interest on Army Aviation are invited. Direct communication i s authorized to Editor, U S Army Aviation Digest P.O. Drawer P, FortRucker, AL 36362. Manuscripts returned upon request.

Active Army units receive distribution under the pinpOint distribution systas outlined in AR 310-1. Complete DA Form 12-5 and send directly to CDR, Publications Center, 2800 Eastern Boulevard, Baltimore, MD 21220. For any chanin distribution requirements, initiate revised DA Form 12-5.National Guard and Army Reserve units under pinpoint distr ibution also shosubmit DA Form 12-5. Other National Guard uni ts should submi t requests throutheir state adjutant general.Those not eligible for official dis tribution or who desire personal copies ofDigest can order the magazine from the Superintendent of Documents, U.S. Govement Printing Off ice, Washington, DC 20402. POSTMASTER: Send address chanto Superintendent of Documents. Annual subscr iption rates are 26.00 domesand 32.50 overseas.


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A VNEC 1983 in the words of the keynotespeaker, LTG Carl E. Vuono, commandinggeneral, U.S. Army Combined Arms Center,served to chart the course for Army Aviation.Authors of the article, MAJ Marc Snyder and CPTRick Hancock, report the mi lestones achieved invalidating force design, integration training, doctrinal manuals and arriving at a consensus ofhow to fight. You'll learn how aviation may beemployed in high, mid-intensity and contingencymissions.Through his vivid imagination, MAJ Peter Bartosch places us in the 21 st century flying thesuccessor to the AH-64 and AHIP. AviationTraining For The Future" reminds us that thoughtechnology has changed our weaponry andmodes of transportation, the air cavalry missionstill has much in common with the horse cavalryof a century ago.Stress is a factor that influences all of us tosome degree, regardless of its source. CW3Michael Novosel Jr., the author of "The StressedAviator," gives us clues to look for nd solutionsto decrease the tensions that burden us. Aviatorsdistracted or fatigued due to inordinate stressare unsafe in the air. Devote a few minutes toread this worthwhile article and increase yourawareness of stress."School Model '83 ..at Ft. Rucker," is about theextensive reorganization effective 1 October 1983to elevate instruction and doctrine developmentto first and second mission priorities withinTRADOC. Mr. H.L. Flowers explains the newalignment of organizations and their roles, including the new school structure for Army Aviation as a separate branch.CW3 Charles Murphy tells of the imaginativeideas in the 3 5 Cavalry that solved the problemsof effective ordnance delivery at night. 9thCBAA-Night Vision Goggles Combat Effectiveness," explains the integration of the NVGand HSS with emphasis on the need for thehelmet to be a stable sighting platform.I encourage you to read the DES offering thismonth. Timeliness In Army Aviation is extremely important. As a member of the combinedarms team, we must synchronize our effort withthe efforts of the others on the team to producethe winning combination. Being at the appointedplace and time are two basic steps of discipline

JAN UARY 1984

that individuals and units must take to pursuevictory.Safely operating the scout helicopter in combat will leave the aviator little time for othertasks; for this reason, The Aeroscout ObserverNeeds Better Training according to CW3Michael Wyman. The cavalry scout school concentrates on ground observer tasks and SOTsdon't include airborne skills."The AirLand Battle: A Winning Combinationauthored by LTC John Heslin, suggests changesin priorities and organizations of the combinedarms to attack the enemy's weakness and createfurther vulnerable targets we can exploit.CPT Kevin Scherrer cautions us to startbrainstorming for ways the undergunnedUH-1s and other older model friendly helicopters

operating near the FLOT can survive. Pigs andRice In The OK Corral offers some conceptsand invites your suggestions so that we mightdevelop tactics that will improve survivabili ty inair-to-air defense.The articles in this issue are excellent andthought-provoking. I hope you read each of themand further enrich your aviation professionalism.Happy New Year

Major General Bobby J MaddoxCommander U. S. Army Aviation CenterFort Rucker AL

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VI TIONEMPLOYMENTCONFERENCE

2

Major Marc SnyderandCaptain Rick Hancock

W HAT A GREAT day for the Army We aremaking history here today as we chart the coursefor Army Aviation " These stirring remarks weremade by Lieutenant General Carl E Vuono, commanding general, U.S. Army Combined ArmsCenter, in his keynote address which marked thebeginning of the 1983 Army Aviation Employment Conference AVN EC83).AVN EC83 was hosted by the U.S. Army Aviation Center on 12 to 14 October 1983. The conference was attended by representatives from alllevels of the Army and Army Aviation-users,developers and decisionmakers-from Department of the Army, U.S. Army Europe, continental United States Divisions, U.S. Army ForcesCommand, U.S. Army Training and DoctrineCommand TRADOC), Korea and nonaviation division commanders.

U.S. ARMY AVIATION DIGEST


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Historical PerspectiveA first point to note prior to an assessment ofAVN EC83 is to provide an anthology of events

within the developmental process. AVNEC wasintroduced in 1978. This general officer conference included representatives from all levelsof the Army and Army Aviation. The confereessought to comprehensively evaluate the needsof Army Aviation in four specific areas:

Standardization/lnteroperabili ty June 1978A viation Digest . Army Aviation How to Fight Offense July1978 A viat ion Digest . Army Aviation How to Fight DefenseAugust 1978 viation Digest . Army Aviation Personnel and Training Problems September 1978 viation Digest .

JAN UARY 1984

A series of events took place in 1982 whicharoused widespread concern about issuescritical to Army Aviation and specifically addressed how deficiencies may be corrected.Those events were the Army Aviation MissionArea Analysis AAMAA) in January, the ArmyAviat ion Systems Program Review AASPR) inMarch and the Army Aviation Development PlanAADP) in September.The AAMAA April 1982 A viation Digest wasa 1year effort that identified deficiencies whichdiminish the capability of Army Aviation to fightat peak efficiency against the Threat and identified ways to correct these deficiencies.The AASPR June 1982 viation Digest was aforum comprised of the Army's seniorleadership-there were 5 general officers in attendance, including half of our serving four star


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generals. Four implicit premises consideredwere: Concepts, Doctrine and Tactics (July 1982A viation Digest . Training (October 1982 Aviation Digest . Organization and Force Structure (September 1982 Aviation Digest . Materiel (October 1982 Aviation Digest .The AADP (March 1983 viation Digest addressed each AAMAA recommended corrective

action redefined by the AASPR. This plan is nowused as a road map by combat and trainingdevelopers as well as users who must apply thecorrective actions.AVNEC Objectives

Once the major deficient areas articulated bythe AAMAA, AASPR and the AADP had beenidentified, the next logical step was AVN EC83.The primary thrust of the conference wasthreefold: Validate Force Design. Validate Doctrinal Manuals. Reach Consensus on How to Fight.

AVIATION MILESTONES

MISSION SYSTEMS

MethodologyCombined arms employment scenarios wereused as the methodology for addressing anddeciding the issues on how Army Aviation shouldbe employed in high and midintensity conflictsand for contingency missions. Employment doctrine was based on FM 1005, Operations. Mis

sion analysis, aviation requirements and battleplan integration were based on the military decisionmaking process described in FM 1015,Staff Officers' Field Manual: Staff Organizationand Procedure.

Preliminary PlanningTo set the proper stage for AVNEC83, a preAVN EC workshop 15 to 18 August), a retiredgeneral officer briefing 1 September) and an

Army aviator general officer briefing (12September) were held at Ft. Rucker. The significant highlights are identified below: The preAVNEC workshop was comprised of49 representatives-ground and aviation unitcommanders and staff officers-from majorcommands throughout the Army. The attendeesconsidered how Army Aviation should beemployed in combined arms scenarios, and theyformulated recommendations for presentationduring the actual conference. The retired general officer briefing consisted of workshop panel briefings. The attendees provided the Aviation Center with thebenefit of their considerable technical expertiseand combat experience. The Army aviator general officer briefing encompassed the same workshop panel briefingsthat were given to the retired general officers.

AVIATION AVIATIONAREA PROGRAM DEVELOPMENT EMPLOYMENTANALYSIS REVIEW PLAN CONFERENCE(DEFICIENCIES) (GUIDANCE) (ACTIONS) (DOCTRINE)

JANUARY 82 MARCH 82 SEPTEMBER 82 OCTOBER 83

u.s. ARMY AVIATION DIGEST


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This presentation prepared the general officersfor their participation in the conference and afforded the Aviation Center an opportunity to gaintheir guidance and support before the actualconference.

Nature and Scope of Conference ProceduresPresentations covering the Threat, Army-S6Combat Aviation Brigade (CAB) (also known asCavalry Brigade, Air Attack), Army Aviation Transition Proposal, Army Aviation ModernizationPlan, Aviation Branch Implementation Plan, Aviation Logistics and the proposed combined armsemployment scenarios set the stage for paneldiscussions.Three panels were organized: one worked ascenario for the employment of Army Aviation ina high-intensity conflict (Europe); one worked amid ntensity conflict scenario (Southwest Asia);and one panel worked a contingency missionscenario a third world country). Each panel wasinstructed to analyze its assigned scenario, to include common conclusion statements reachedduring pre-AVNEC efforts.Common Conclusions

The remainder of the conference was devotedto formulating conclusions and recommendations on the issues. The results were presentedand discussed on the second day. Consensusfrom the three panels was then establishedregarding these conclusion statements. The findings are presented below: The C B headquarters st ff is sufficient tocommand nd control ground units All panelsagreed that the CAB headquarters staff is adequate to control organic and other ground unitsand to handle most missions that conceivablycould be assigned to the brigade. Liaison, longdistance communications, logistical support andextended aroundtheclock operations are viewedas weaknesses in the present organization. The C B is a very flexible organization withthe capability to fight in more than one directionat a time The inference that the CAB isspecifically designed to fight in multiple directions is incorrect. In some situations, the brigademight handle muliple missions at once (for example, it could screen, perform rear area com

JANUARY 1984

bat operations (RACO), and support anotherbrigade in combination). The battalion staffs provide additional planning and control capabilitiesthat augment the brigade staff. If the CAB s command, control and communications resourcesare in danger of becoming overextended, othermeasures (for example, operational control (OPCON may resolve command problems. The CUllent Division86 C B organization isthe best available structure considering realitiesThe current CAB organization has been testedand should be implemented without delay. Oncefielded, modifications may be required to finetune the organization within the division. Someof the issues to be resolved after the CABs areestablished include the airground mix, mediumlift assets, austeri ty of air cavalry troop assets,mission statement for the cavalry squadron andplacement of the transportation aviation maintenance company (TAMC) within the CAB. The CAB is capable of operating as amaneuver unit The CAB is certainly capable ofoperating as a maneuver unit either pure or taskorganized. The CAB augmented with groundforces is synergistic, although augmentationwith ground forces reduces aviation supportacross the division, and inhibits speed of movemente The key to success is forcing the enemyto fight in two directions at once. The best command relationship for Aviationunits is OPCON Panel members did not reachunanimity on this issue. The discussion of OP-CON versus direct support was lengthy. OPCONwas considered more appropriate for the employment of corps assets, whereas division CABresources functioned well in a direct supportrole. Brigade commanders should not expect toreceive a slice of aviation as they do otherelements; for example, signal and engineer. Inreality, the appropriate command relationshipwill be determined by mission, enemy, terrainand weather, troops available and time (METTn. Fielding a limited selfdefense airtoaircapability is critical The term limited does notadequately address the need for self-defense airto-air capabilities. It is more accurate to say thatairtoair options should be provided as soon aspossible. The selfdefense capability willenhance the ability to carry out all missions. Aircrew training is a new requirement, and there arevoids in airto-air tactics and evasion.


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Nuclear, biologic l and chemical NBC)equipment is incompatible with current aircraftsystems. NBC equipment requires improvementto be made fully compatible with current aircraftsystems. The current NBC equipment does notprovide in-flight chemical detection or a fully ac-ceptable decontamination capability for aviationequipment.High Intensity Conclusions

The highintensity scenario was adaped froma TRADOC approved scenario based on a Euro-

Combat Aviation Brigade

pean conf lic t. The high-intensity panel s conclusions are cited below: The C B is a principal member of the combined arms team. The mission potential of theCAB makes it a principal member of the combined arms team, adding new dimensions thatcan dramatically increase the combat power ofthe division and corps. The C B provides the division commandera flexible and highly mobile force th t can beused to mass combat power at the decisive timeand place on the b ttlefield for either maneuveror support. Maneuver and direct support arehighly appropriate ways to apply the combatpower of the CAB. The CAB provides theflexibility to mass combat power to an unprecedented degree. The C B provides the division commanderwith a fourth planning brigade headquarters. Thestaff of the CAB provides adequate capability toserve as a fourth planning brigade headquarters.It provides the same planning capability at corpslevel. The C B is effective as a maneuver brigadeeither pure or under special circumstances when

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~ ~0 SCT 15 UH 60 2 UH 606 OH6 UH-l3 EH 60 SCT3 UH 60 I ;:t7 AH4 SCTu.s. ARMY AVIATION DIGEST


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VI TIONEMPLOYMENTCONFERENCESummary and Evaluation

In 1982 we celebrated the 40th Anniversary ofArmy Aviation. Nineteen eighty-three was a banner year in the history of Army Aviation. With theestablishment of an Aviation Branch, Army Aviation is now formally a full partner on thecombined arms team_

sure it receives immediate support when engagedby the enemy, many tactical situations may dictate that it remain under the control of the CABheadquarters.

We begin this new era for Army Aviation justas the Army is implementing AirLand Battle doctrine. Thus, AVNEC-83 was a timely and valuableexperience for the Army Aviation community.The conference emphasized those critical tasksand responsibilities that must be accomplishedto realize the vast potential of Army Aviation'scontribution to the combined arms team The linch-pin for all of the most critical tasks force integration, training, and becoming a separate anddistinct combat arm is aviation doctrine.

Uncertain Functions and CoordinationOther issues discussed during the wrapupsession require additional action and consideration and may involve outside agencies. Theseand other issues, which emerge during review ofthe consensus documents, will be included inthe executive summary. Three significant pointswere made during this session:

The Aviation Center has assumed the lead inAirLand Battle doctrine and accepts thechallenge that goes with it. AVN EC-83 providedthe conceptual framework for developing Aviation doctrine to train and educate the Army onour proper role and capability. We are determinedto reflect Army Aviation's full capabilities in ourdoctrine. We can and will assert Army Aviation'sunique mobility and firepower in such a mannerthat maneuver will be given a position ofdominance on the battlefield.

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The CAB must be put into the force structure immediately. FM 1-100, Combat Aviation Operations,must be finished without delay. Air-to-air systems and doctrine are needednow.

Major Marc Snyder

ABOUT THE AUTHORSMajor Marc Snyder Field Artillery is currently servingas the Senior Plans/Programing Officer with the Directorateof Training and Doctrine Ft Rucker AL. He is a graduate

o the Advanced Resource Management Course atSyracuse University and is a member of the AmericanSociety of Military Comptrollers. Major Snyder has servedin a variety of financial staff positions at the Aviation Centeras well as operational Field Artillery assignments includingcommand and primary staff positions.

Captain Rick Hancock Aviation is currently serving asan operations officer in the Directorate of Training and Doctrine Ft. Rucker AL. He has previously commanded twoseparate companies in the prototype Division-86 CombatAviation Brigade at Ft Lewis WACaptain Rick Hancock

u s ARMY AVIATION DIGEST


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viationTrainingFor TheFutureMajor Peter M Bartosch

Directorate of Training and DoctrineU.S. rmy Aviation CenterFort Rucker L

The views expressed in this article are those of the author and do not reflect the of-ficial policy or position of the Department of Defense or the US . Government.

JAN UARY 1984

:E CAVALRY SCOUTS mission has notchanged much through the years. The weapons andmode of transportation have changed, but the planning, pre- and post-operations and mission haveremained pretty much intact. The soldiers of the horsecavalry and the air cavalry all have had many thingsin common. Reconnaissance, screen, security, guard,economy of force, all have been in the vocabulary formore than a century.Training hasn't changed much through the yearseither. It was thought that nothing can take the placeof hands on practice until the advent of therelatively new simulation devices. Simulation hasgradually taken a larger share of the training burden.I t s estimated that for the Army's next generation ofaircraft (the Joint Vertical Experimental (JVX 1990,training will be 90 percent simulation.

What does the future hold for technology in simulation? Shall wars be fought with computers? Perhapsthe following scenario may give some insight.The year s now 2025, Ft. Campbell, KY. Thecavalry soldier s receiving his briefing from the opertions officer. He jots down the word of the day andcall sign data that will be entered into his central processing unit. He pays particular attention to the threatportion of the briefing. Later he will have to tell thecrewchief the munitions mix he wants loaded on hiscraft.Briefing finished, he walks out to his charge, helmetbag in one hand and a small metal box in the other.He climbs into the dark, lifeless cockpit, carefullyplaces the helmet on his head and plugs in a small connector attached to a fiber optic cable. He opens hismetal box and takes out a miniature cassette (voicerecognition tape) which he plugs into the center console of the craft. He removes another tape containingthe crypto variables, communications-electronicsoperation instructions, terrain map and mission plotsfor the day and plugs them into another slot in thecenter console. He flips a switch and in front of hima visual display prompts him to enter the words of theday for the supporting units he will be working with.From his little crib sheet he reads out loud, for thecentral processor, the words for the six units he willneed to coordinate with during the mission.Next he initiates the start sequence. Momentarily thecockpit lights up with a 270 degree panoramic viewof the airfield. Finally he plugs in two more fiber optic cables into his pressurized suit. These sensors provide touch sensitive (tactile) cues as well as measure

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viation Training for the uture ontinued

the soldier's vital signs which will be saved on the flightdata recorder.Takeoff clearance received, our soldier is joined bytwo stick mates. The flight departs en route to therelease point (RP) where it will disperse to assignedareas. The mission: economy of force for the 2d Armored Cavalry Regiment.Carefully monitoring his machine as it flawlesslyflies the nap-of-the-earth route to the RP, our soldierponders what may be in store for him today. He is hoping that the enemy's neutron beam directed"weapons are not deployed in his area of operation. Atthe RP the flight separates, each craft covering avenuesof approach in a 3 km sector. Their orders are to delaythe enemy in order to buy time for the rest of theregiment as it maneuvers to new positions.The sensor systems carefully scan the horizon fortelltale signs of movement. Suddenly, an alert The optical sensor has picked up an object at 5,000 metersbut has not identified it. The IFF (identification friendor foe) code is negative but not enough signature isavailable to consider it enemy as yet. The soldiermaneuvers his craft to a defilade position on a higherpiece of ground. The optical sensor has again pickedup the object: range 4,900 meters. He switches his sensors from wide scan to narrow scan which boosts thepower to search the area of the alert. The infrared (IR)sensor has now picked up the image and target datais being displayed on the screen: Hind-J, 4,600meters, grid MF69543886, moving 30 kmlhr heading265 degrees, engage with 'terrain fire'.The soldier quickly finds the word of the day on hisscreen for the terrain fire unit supporting him andpresses the send button. In 1.5 seconds an OK isdisplayed indicating that the message was received.Our soldier quickly reverts all sensors back to the widescan mode to look for other targets. For what seemslike an eternity the message finally comes across hisscreen. Round on the way, 55 seconds to impact.Our soldier raises the craft just above defilade position and fires a short burst of his "particle beamdesignator" at the target, then quickly returns to a concealed mode to move off to another observation point.Nearly a minute later a bright flash is viewed on hisIR sensor indicating the impact of the terrain fire

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weapon on the Hind-J . In the meantime, however,multiple targets have been picked up by the sensorsand the display is full of a prioritized list ofengagements. Our soldier is frantically handing thesetargets off to his supporting units.The OKs are coming regularly but the round on theway displays are becoming increasingly delayed. Thesoldier's stick mates are having similar activity . Aftera few minutes another sensor has detected the presenceof enemy scanning equipment. Our soldier has beendetected. t is time to move to a fall back position.He programs the navigation unit to fly the craft to fallback position #1. But before he engages the command,he raises up one more time to punch off a beamrider at a T-I02 only 2,000 meters away. As soon asthe missile leaves the rail, the earth around the craftvirtually erupts wit enemy indirect fire The programednavigation unit is engaged and the craft limps out ofthe area.

The damage has been done, however, a 33 mmround has put a gaping hole in the control surface. Thevibration is too severe for the automatic systems tocontrol the craft. The soldier must take over manually.Tactile sensors attached to the soldier indicatemalfunctions of other systems on the machine. Thedecision is made to get as far to the rear as possiblebefore the land immediately alarm is sounded, indicating that total. loss of control is imminent. Hepresses the Mayday alarm which transmits a constantencoded Mayday and updated position as a marker forensuing search and rescue parties. The vibrations areincreasing in intensity until finally the landimmediately warning is sounded. The panoramicdisplay begins to flicker, a clear area to put themachine down is just up ahead. Once the decelerationis initiated, the change in load reduces the vibrationand the craft comes to rest on a sloping furrowed field.Suddenly the panoramic display is extinguished. Allsystems begin to wind down and the cockpit door isopened. In the doorway a technician, garbed in whitesmock with headset festooned around his neck greetsthe soldier and points to the debriefing room on theother side of the building.Our soldier releases his choke hold on the controlsand wipes the sweat from his forehead. He removes



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the tapes from the center console, unplugs his helmetand sensors and makes his way to the debriefing. Heknows that he should have never made the last engagement, that once he received the enemy detection alerthis position was compromised and he should havevacated the area at all costs. His primary mission wasto delay the enemy, not to destroy him. The score issix enemy vehicles destroyed to one Aquinas, nota good ratio.The battlefield in this scenario was near the littletown of Rotz in the province of Bavaria in West Germany. Although our cavalry soldier was in Kentucky,the Aquinas aircraft was actually flying in Germany.It was a remotely piloted vehicle with a jamproof control communications satellite link to Ft. Campbell anda battlefield communications link to the supportingunits near Rotz.The particle beam technology has replaced lasers indetecting, ranging and ordnance. The beam ridermissile has replaced the HELLFIRE and the Aquinasaircraft has replaced the AH-64 and AHIP ArmyHelicopter Improvement Program).Our soldier is the aviator of the future and theUnited States could have been at war. To the aviator,it is difficult to tell the difference. Except for the lack

NEW ORRESPONDEN E OURSEEnrollment for a new corrspondence course, Rotary

Wing Aviator Refresher Course J42), being offered bythe U S Army Aviation Center, will be accepted after 1January 1984. The course consists of 9 subcoursestotaling 62 credit hours: Review and General Description of UH1 Aircraft, UH1 Aircraft Systems, UH1 Performance Planning, Radio Navigation, DOD FLIPReview, Aircraft Survivability Equipment, Threat andResponse, Map Interpretation Terrain Analysis Courseand Tactical Instrument Procedures.

JANUARY 1984

of burning hulks that would have dotted the countryside, the training replicates war conditions to a tee.You see, in the desire to make simulation more andmore realistic, w have found a way to mergesimulators and the machine. We have come almost fullcircle starting from training in the aircraft exclusively, to a mix of simulators and aircraft and finally toflying simulators which control an aircraft.The vocabulary has not changed much nor have theattributes of a successful aviator; skill, knowledge,preparation and daring are all premium requisites ofthe pilot in the future. There is one significant difference in our scenario which separates the aviator ofthe future from the present. Have you detected it?That's right-death. The expense of the technologyand the cost of training an individual to be literallyplugged into a machine as an integral part, has madeit necessary to remove the man from the hostile environment. The risk of death has been eliminated; withit, the anxieties and inhibitions that cause accidentsand needless inj ury .The goal of perfectly replicating the battlefield inorder to train our aviators may be farfetched, but withthe advances in technology seen over the last twodecades it is certainly food for thought.

Course objective is to provide aviation academicrefresher training in preparation for attending theRotary Wing Refresher Training Course 2CF31) at theAviation Center. The UH1 H aircraft is the base aircraft for this course. The correspondence course cannot be taken in lieu of the resident course.

Enrollment is open to commissioned or warrant officers or Department of rmy civilians who possessan Army rotary wing designation in the UH1 aircraft.

To enroll, send completed DA Form 145 to the rmyInstitute for Professional Development. U S ArmyTraining Support Center, Newport News, VA 23628.

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TheStressedviator

CW3 Michael J. Novosel Jr.HHC 2d Avn BnAPO San rancisco

The author was assigned to the Department of FlightTraining U S Army Aviation Center Ft. Rucker AL whenhe wrote this article.

STR SS CAUSES FATIGUEWhat kind of stresses are you exposed to? Do you smoke? Do youtake night classes? Do you keep latehours? Were you divorced in thepast 6 months? Did you have a lossof a loved one this year? Is it timefor your AAPART (annual aviator

proficiency and readiness test)?How is your childrens' health? Doyou spend a lot of time at the job?Do you have a regular physicaltraining program? Do you eatregular meals? How about that carpayment? Is sleeping on the couchgetting you down?

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As you can see, we are all exposedto stresses of one kind or another.f you read any accident report, youwill find that the answer to many ofthe questions above is yes f youcan answer yes to these, then youare the stressed aviator.

You say, So what? That's theway it is.Well, consider the lives of thoseentrusted to you. Are their familiesgoing to miss them when you hit amountain or misjudge your alti tudeduring your cushioning pitch afteran engine failure?The many things that cause accidents can be basically summed upas distractions. f your mind isn'tcompletely on your job while youare flying, then you may be an accident waiting to happen. Did youknow that most of the aircraft lostsince the beginning of aviation havebeen due to pilot error-and thatpilot error comes from beingdistracted-and that distractionscome from being stressed?Now that we know what we areup against, let's see if we can thinkof things to do. We can get a proper amount ofrest. In the field, try sitting downwhile you get your mission briefing.When not on a mission or planninga mission or taking care of duties,try stretching out and reading abook. In other words, try gettingyour mind off the mission and therelated conditions as often as youcan. Reading a good novel is goodtherapy. f the time comes to relax,take it Eat a well balanced diet.Believe it or not, Cs (C-rations) arefull of needed nutrients. Most unitsdo feed hot chow at least one meala day. Someone should always beavailable to ensure that meals aresaved for you while you are out flying. If not, then make sure the commander appoints someone. Exercise y exercise I mean -dividu l exercise. Group sports arefun, and good for your body, butit is the group goals and objectives



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that are foremost in your mind. Onthe other hand, individual exerciseis a chance for you to do somethingfor yourself. t is a chance to collect your thoughts, to reflect on theday's activities, to plan your day orto just get away for a while. This activity also has the side effect of being good for your body. Involve your wife. Unit safetyofficers, try convincing your commanders to have a wives day. Letthe wives see what you do. Thissafety officer had a wives day tourand many of the aviators in my unithad many good comments aboutpositive results from this activity. Inthe context of our tour, the wiveswere given a short discussion by meon stresses associated with our localmission. Since I was lucky enoughto obtain educational televisioncamera and a recorder, we were ableto produce and show a ratherhumorous tape of some of the common problems encountered on thejob. We then had one of the flightsurgeons give a short talk aboutsigns, symptoms and effects ofstress and fatigue. His discussionwas a pragmatic one in that after histalk, all of the wives could recognizeand assist their husbands in combating these problems. After thediscussion and tape showing, wewere all bussed to the training areawhere a brief demonstration waspresented to the wives. Some of theobservations and questions asked bythem were quite surprising. Share your problem. Familyand other problems can be lessenedby speaking to the flight surgeon,your chaplain, your safety officer orjust a good close friend. The ideais to share your burden. This maylessen the burden or even give youa fresh idea on how to deal with theproblem.As aviators, we owe it to ourunits, our families and ourselves tobe in as good shape as possible. Ahealthy, well-rested, well-adjustedaviator is a safe aviator. The newAR 95 1 has a listing of environment relative factors. These factors

JAN UARY 984

are an attempt to assign a level ofdifficulty for each mode of flight. Asyou can see, many of the things thatwe do are quite stressful. We aresometimes given missions that wedon't like to do. This adds to ourstress while we are performing ourmission. As an example, flying daynap-of-the-earth (NOE) withchemical MOPP-4 (mission orientedprotection posture) gear. The environment relative factor for oneday NOE is 1.6 and flight withchemical MOPP-4 gear is 3.1. Thismeans that for each hour we flyunder these conditions, we are actually expending 4.7 hours of energyand stamina. In order to be effective in our mission to support theground troops we must be able towithstand the rigors of suchstressful flight conditions. This isthe main reason that we must exercise, eat proper foods and get sufficient rest.Fully realizing that our missioncomes first, we must take care ofour team members so that our mission will be done. A stressed individual s judgment is not always asclear as that of one who is notstressed or who is slightly stressed.He or she often is the last one to feelthe stress, much less admit it toothers. I can remember in Vietnamhearing one man chide another onseveral instances, What's the matter, can't you handle it? True, ina combat situation, we may beoperating in other than desirableconditions, but don't you feel thata better way to handle that situationwould have been to suggest that theindividual rest as much as possibleor to offer encouragement?As a unit commander, probablythe most you may hear would be avery slight remark about how roughthe day was or that the individualis tired. Most people just won't goand tell their superior that theydon't feel totally capable of accomplishing the mission. They willsimply attempt it. The danger in thissituation is that in an accident investigation, the commander will

take the hit for the individual beingout of crew rest. Remember, crewrest means a little more than a lowenough number on a wall chart ora clipboard. We must consider thewhole person and his or her totalsituation. As a commander you maysay that you don't have the time.Well, you do have time to train yourplatoon leaders and to emphasizecombating stress and fatigue.As the commander you can putsufficient emphasis on physical conditioning and on group activitiesthat are relaxing and not workrelated. Instead of a cocktail party,why not have a deep sea fishing tripif you are lucky enough to be stationed near the ocean. What aboutan all-day tour of some historicalsight. Try anything that includesfamilies, or at least wives andhusbands. These activities should besuch that the men and their wiveswon't polarize themselves intogroups, the men over here talkingabout work and the women overthere talking about wives'functions.As the individual aviator, thereare many things that can be done toalleviate stress. At the top of the listis individual exercise. One thing youmay try, if you have children, is tofind a sitter and get away from themfor a while with your spouse. Getting away from the kids is quiterelaxing and gives you and yourspouse a chance to talk and just enjoy each other. Try and plan to gosomewhere wit out television andtelephones. A camping trip withyour spouse is not the same as afield problem. A fishing trip is quiterelaxing. A weekend of skiing isgood exercise, relaxing and justgood fun. Develop a hobby withyour spouse such as gardening. Thebottom line is to find somethingthat totally gets you away from yourdaily stresses. There is some sort ofstress in all activity, but new orunusual stresses could be called anadventure or fun. They remove youfrom the chronic or long-termstresses that cause chronic fatigue.

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PEARI SPersonal Equipment And Rescue survival Lowdovvn

Yvonne Lugo photo by NoelKenya tki sHazards o Nonsafety Matches

As the nomenclature states, NONSAFETY meansjust that. Use caution when packing, storing andhandling these items.Use the plastic matchbox, national stock number(NSN) 8465-00-265-4925, to store your matches in.This means you will have to use more than the singleempty matchbox supplied in the survival kits.When you repack your matches, put a piece of paperin the container lid shielding the matchsticks from thesandpaper (scratcher). Place a small piece of cottonin the bottom of the container. Insert the matches withthe heads pointing down toward the bottom where thecotton will act as a cushion. Do not overstuff the matches in the box. The size matches you get (some matchsticks are thinner than others) will determine thenumber you can get into the matchbox. Using 1 or 2

4

plastic matchboxes, you can get about 2 to 45 matches stored in your survival kits safely.Do not try testing the matchboxes by throwing themagainst a wall or on the floor to see if the matches willignite inside the containers. This is not only dumb, butis hazardous to your health and well being. f properlystored, packed and handled they will not ignite. Don'tbe an accident looking for a place to happen. NatickLaboratories is the test center and they have the equipment, engineers and testing facilities to do all testing.

ircraft Seat BeltsSome newly manufactured aircraft seat belts, NSN1680-00-516-6543 P N 54H19651-10 are being supplied with the old style latch MS22013-1. The latestconfiguration for this belt employs the preferred shoveltype latch MS3488. Units receiving seat belts with theold style latch MS22013-1 should submit StandardForm 368 Quality Deficiency Report (QDR) to alertthe source of supply of this problem. Address yourQDRs to: Assistant to Commander for QualityAssurance, ATTN: QAI, Kelly Air Force Base, SanAntonio, TX 78241, with an information copy toDRCPO-ALSE, 4300 Goodfellow Boulevard, St.Louis, MO 63120. Seat belts with the old style latch,MS22013-1, are authorized for continued use until further notice. DRCPO-ALSE point of contact is D.B.Hopkins, AUTOVON 693-3880.Rescue Hoist Forest Penetration SeatRescue hoist forest penetration seat, NSN4240-00-199-7353, change in recover ability code, H-l,H-3, H-53 helicopters. The U.S. Army, manager forsubject item, has advised that the recoverability codehas been changed to D. All forest penetration seats,NSN 4240-00-199-7353, P N K26-1000-9 and inter

c h n g ~ ~ l e s that become repairable beyond base levelcapabilities are to be returned to New CumberlandArmy Depot (RIC AN5) for repair or condemnation.Stock records are to be updated to reflect this information pending formal publication.Point of contact for further information is U.S.Army Troop Support Command, (TROSCOM),

u s RMY AVIATION DIGEST


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DRSTS-SAIA, St. Louis, MO 63120, ATTN: SteveFonod, AUTOVON 693-3808.Rejected Requisitions

TROSCOM is experiencing a very high rejected requisition rate. Research reveals that the majority ofthe rejects are due to the requisitioning of obsolete orcontrolled items.

To assist in processing and improvement of supplyaction, ALL requisitions should be reviewed by the initiators to ensure conformity to the TAEDP1UIC/TOE and TDA. For additional guidance, referto AR 725-50 and the current AMDF. Reprinted fromUSATROSCOM Materiel Readiness InformationBulletin.Magnesium Fire Starter

Procurement of the new fire starter, aviation survival magnesium, NSN 1680-01-160-5618, is being initiated by U.S. Army Troop Support Command.Stocks are expected to be in the supply system thismonth.

Department of Transportation Exemption DOTE-6232A request has been forwarded to the DARCOMPackaging, Storage and Containerization Center,

Tobyhanna, P A 18466, to authorize shipment of themagnesium fire star ter tool and the signal kit (flares)packed inside the same package. PEARL will keep youinformed as to the outcome of this request.Revised Inspection Procedure For All U.S. ArmyAviation Restraint EquipmentRecent input from the field has indicated that thecurrent inspection procedures for aviation restraintequipment referenced in TM 55-1500-204-25/1 werenot adequate to identify proper inspection criteria.The following guidance is to be used for approvedprocedures for subject inspection.

a. Check seat belt shoulder harness, restrainharness, inertia reel strap webbing for:(1) Deterioration resulting from contact withforeign matter (i.e. acid, petroleum based products,strong caustic soaps) shall be removed by washing. f

no deterioration is evident after washing, webbing shallbe considered serviceable.(2) Cuts of the webbing caused by a sharp-edgedinstrument or object that severs the vertical or horizontal yarns of the webbing shall be reason for removal.(3) Broken stitches may be identified by missing,skipped, torn or ruptured threads in the stitch pattern.Stitching may be repaired and will not be cause forrejection.

(4) Fraying of the exterior surface of the webbing,causing separation or rupture of yarns sufficient toobscure the identity of any yarn exceeding 20 percentof the width or 2 inches in length shall render the webbing unserviceable. Fuzzing of the exterior surfacecaused by broken individual filaments in the yarns isnot cause for rejection.

5) Discoloration of the webbing caused by contactwith grease, oil, aviation, fuels, hydraulic fluids, strongcaustic soaps or acid shall be reason for removal fromservice. Webbing discoloration resulting from contactwith metal articles and hardware is not cause forremoval. Fading of webbing fabric caused by subjection to sunlight is an unreliable indicator of deterioration and shall not be cause for webbing rejection alone.

b. Any metal restraint hardware which is corrodedor defective in operation shall be inspected for operational use and replaced if found to be substandard orexcessively damaged. Missing or unserviceable adjusterwebbing retarder springs and loose or missing boltswill be replaced.(1) Check buckle mechanisms for ease of lockingand releasing. When locked, the latch should not havea tendency to release inadvertently, nor should it beexcessively difficult to release.(2) Pilot/troop type belts, check for freedom ofmovement of the link within the mated hook and guidebar. The link shall not bind in any position (i.e. pivotand hook tip) within its operating limits.

c. No cleaning is authorized to inertia reel webbing strap.This will be considered as authoritative until the subject inspection procedures are published in a futurerevision or change to TM 55-1500-204-25/1. Point ofcontact at this command is Mr. John Abernathy,DRSTS-MCAPS, AUTOVON 693-3880. (ALSEMessage 83-7, date time group 241345Z Oct 83).

If you have a question about personal equipment or rescue/surv ival gear write PEARL DARCOM ATTN: DRCPO-ALSE4300 Goodfellow Blvd. St. Louis MO 63120 or call AUTOVON 693 1218/9 or ommercial 314-263-1218/9

J N UARY 1984 15


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in the ir nd on the ground

m ~u s RMY SAFETY CENTER6 u s RMY VI TION DIGEST


19/48

A T LEAST 2 PERCENTof the fatalities in Vietnamwere the result ofaccidents. Accidents claimedmore than 5,700 lives, disabledmore than 106,000 soldiers andproduced nearly 5 million nondisabling injuries.Speaking at the U.S. ArmySafety Center, Fort Rucker,Alabama, Major General JohnH. Mitchell, Director of HumanResources Development, said,We are outnumbered in theWarsaw Pact scenario in everysingle category-tanks, artillery,human beings-all of them. Wecannot afford to go into combatagain with a preventable loss ratelike we had in Vietnam.General Mitchell, the firstgeneral officer to be named asDirector of Army Safety sinceGeorge Washington appointedhis inspector general to that office, continued, We have got tohave a safety strategy that willcarry us through mobilizationand into combat.How is the Army going todevelop such a strategy? As abeginning, it's going to capitalizeon its own success. In April of1978, the Army began investigating aviation accidents ona worldwide basis. Aircraft accident investigations have sinceidentified system safety deficiencies in the materiel, training, and

JANUARY 984

human areas. Agencies responsible for development, procurement and maintenance of aviation equipment have respondedto accident investigation teamfindings by developing effectivecorrective or remedial measures.Deficiencies or inadequacies inaccident prevention training arecorrected in the schools of Training and Doctrine Command aswell as in unit training and fieldtraining exercises. The toughestproblems to solve have proven tobe in the area of human deficiencies. The commander of the Army Safety Center, ColonelJoseph R. Koehler, attributes asmuch as 75 percent of the aviation accident rate to some kindof human error. Centralized investigation of accidents has proven effective in both identifyingand correcting safety problems inaviation.In spite of the fact that ayearly average of 575 soldierswere being killed in nonaviationaccidents, and another 10,000were suffering disabling injuries,there was no program for centralized investigation of groundaccidents. Ground accidentreports received at the ArmySafety Center often did not provide enough of the in-depth information needed to do comprehensive analyses of cause factors and to develop remedialmeasures. The systems approach,which was being effectively applied to aviation mishaps, waslacking in ground accident investigations and the Army waslosing the equivalent of a fieldartillery battalion each year. Inaddition, a study by the Inspec-

tor General in 1977 had alreadyconfirmed what the militaryleadership suspected to be true.Reported dollar losses fromground accidents were less than$20 million when actual lossfigures were nearer $257 million.General Maxwell R. Thurman,Vice Chief of Staff Army, whowas then DCSPER, took a hardlook at what centralized investigation of aviation mishapshad accomplished and directedthat the Army's safety programbe restructured with adequateresources dedicated to bringingground safety up to the samelevel as aviation safety.An important part of theresulting effort was a centralizedground accident test programwhich began in October of 1982.Forces Command, which hasequipment and operations thatare representative of the Army asa whole, agreed to participate ina 6-month pilot program. (InJanuary of 1983, the Army National Guard joined the program.) Early results proved thevalidity of centralized accidentinvestigation ground (CAIG) andinstead of ending after sixmonths, CAIG was expanded.

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In October o 1983, CAIG oClass A accidents went CONUSwide, with the exclusion oAlaska, Hawaii and Panama.Selected accidents are investigated Army-wide. Class Aaccidents are on-duty, non-POV,ground accidents where the totalcost o property damage, injury,or occupational illness equals500,000 or more, or a fatalityoccurs as a result o Armyoperations. Off-duty accidentsresulting in a fatality o Armymilitary personnel are alsodesignated as Class A but theseaccidents are not included inCAIG.A typical ground accident investigation team from the ArmySafety Center s composed o afield grade officer, a military investigator and a civilian investigator. These teams are supplemented by additional boardmembers at the location o theaccident. (The additional boardmembers do not come from theunit which had the accident.)Supplemental team members maybe senior equipment operators,maintenance officers, medical officers or others whose qualifications are required by the natureo the accident.

8

After the investigation hasbeen completed, the accidentboard president briefs local commanders on findings and recommendations which have beendeveloped up to that point. Theteam then returns to the SafetyCenter to complete their formalreport. The report s sent to thelowest responsible command levelwhere it s processed by the chaino command for review, comment and necessary actions to themajor command which has approval authority.CAIG provides a commanderwith an unbiased picture o aunit's safety posture. tsometimes reveals problemswhich can be attributed to inadequate training, poor maintenanceo equipment or lax

supervision-problems which canbe corrected at the unit level.When the problem s identifiedas a lack o formal training, theCAIG board findings can providethe impetus for improving serviceschool training o equipmentoperators and maintenance personnel. Concurrently, operatorand maintenance manuals can beupdated and improved.As a result o centralized investigation, areas are sometimesrevealed for which no formaltraining has been developed. Thiswas the case with drivers' training proponency. The Army doesnot presently have formaldrivers' training for all vehicle

u s RMY AVIATION DIGEST


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operators. Therefore, unless asoldier holds the 64 CharlieMOS, he may be licensed tooperate a vehicle for which hehas had little of the regularizedtraining needed to qualify him asa safe driver. This discrepancy isnow being corrected as doctrineand training are being developedfor drivers' training.Another value of centralizedinvestigation is identification ofsafety deficiencies which requireDepartment of the Army levelactions. Once such a problem hasbeen identified, a project officeris assigned to it at the ArmySafety Center. The responsibleDA agency is informed of the investigation report's findings andrecommendations and the projectofficer follows up to ensure approved remedial actions aretaken.An Army safety technical advisory office has been establishedin the Pentagon to assist theDirector of Army Safety in hisliaison efforts with the researchand development agencies. Entryinto the research and development community will meanequipment and design safetyproblems can be identified beforethe equipment is approved.Safety is rapidly moving intothe Army's schoolhouse. Accident prevention and technologyinstruction are already in theSergeants Major Academy andfirst sergeants course. Later thisfiscal year these subjects will bein the Command and GeneralStaff College and by the middleof FY 84, instruction on safetyshould be a part of the program

JANUARY 984

of instruction for officers' advvanced and basic courses andother professional developmentcourses.The test of CAIG showed thatit is an effective program just ascentralized investigation of aviation mishaps has proven to be.For those individuals whoremember the U.S. Army Agencyfor Aviation Safety(USAAAVS)-or for the realoldtimers, the U.S. Army Boardfor Aviation Accident Research(USABAAR), the expanded mission of the U. S Army SafetyCenter may take a little gettingused to. t is no longer limited toaviation safety but covers safetyfor the foot soldier, armor, artillery, transportation,ordnance-all of it.Safety for the entire U.S.Army is a very big business andan indisputably important one.Just how important is reflectedin the interest shown by the Army's top leaders and their determination to fix responsibility foraccident prevention where itbelongs-on command leadership. The Army is in deadearnest about safety.A successful accident prevention strategy does not mean that

commanders have to choose between realistic training and safety.t does mean that the value of aparticular exercise should beweighed against inherent risksbefore a decision is made. Theearlier safety people are involvedin the planning stages for riskmanagement, the more effectiveaccident prevention efforts willbe. Realistic training is needed toproduce combat ready crews andequipment-but assets lost on theway to the war don't count.In his message on progress andchanges in the Army safety program, General Thurman says,The final objective is a single,proactive, highly visible Armysafety program under strongcommand leadership at everylevel. The VCSA cites theArmy's success in saving livesand equipment in aviation as anexample of how direct leader involvement can affect safety. Wecannot accept accidents as 'justthe cost of doing business' in ahigh-risk environment, he emphasizes. The message concludes,We seek a balanced, leaderoriented safety program thatboth prevents accidents andenhances readiness. Accidentprevention is a combatmultiplier. ,Additional source of informationCountermeasure, September 1983

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. VI TIONNoncommissioned Officer ogistics Program

Sergeant Major Earl V StinsonOffice of the Deputy Chief of Staff for Logistics

Washington DC

THE NONCOMMISSIONED Officer Logistics Program (NCOLP) dates from 1955, when the QuartermasterCorps initiated the Quartermaster Noncommissioned OfficerCareer Development Program. Initially, it served as a meansto retain NCOs who had become highly qualified in depotsupply and maintenance activities. These NCOs could formthe nucleus for future expansion of the logistics system inthe event of mobilization . These early members of the careerprogram proved so invaluable that in 1961 the Departmentof the Army announced the opening of more positionsthroughout the Army and in 1963 the NCOLP was institutedto replace the NCO Logistics Career Development Program.In 1974, the program was studied to see if it was viable. TheI;es\llts confirmed the definite need for the NCOLP thatprofessionalism in logistics had become of paramountimportance the NCO logistician is a valuable asset and therewill be a continuing need for NCOs with knowledge ofmultifunctional logistics.Position NominationThe commander can determine specific position needs requiring a senior NCO trained in two or more functionallogistics areas. To date, more than 2,182 positions have beenidentified and entered into The Army Authorization Document System (T AADS). The NCOLP has been restructuredand positions are now primarily in grade E7 to E9. Commanders may recommend positions for NCOLP designationthrough administrative channels to Office of the DeputyChief of Staff for Logistics (ODCSLOG). An NCOLP position review board at the Logistics Center evaluates andrecommends (only) those positions and MOSs that materiallycontribute to the Army logistics system. Based on therecommendation, ODCSLOG informs the nominating commander and enters the requirement into TAADS. Changesor deletions to approved positions must be forwarded toODCSLOG. This system is not designed to interfere withthe commander s prerogative to identify specific MOS re-

20

quirements, but to centralize control of the designatedNCOLP positions.Membership in NCOLPNCOLP entry is voluntary. Recruiting is done by currentmembers, sergeant majors and by logistics unit commanders.AR 614-200 prescribes the program objectives, responsibilities, prerequisites for entry, member use and otherNCLOP management aspects. The recruiters must assurethemselves that the NCO meets the prerequisites. When anNCO is recruited, an application is sent to MILPERCEN(Military Personnel Center) where a board selects the bestqualified NCO. Once accepted, the NCO receives a certificateof acceptance.Training-and AssignmentsInitial training for NCLOP members will be the residentNCOLP course which provides members with a broad andcomprehensive knowledge of logistics, specifically in unit,divisional, corps, T AACOM and wholesale levels The coursecovers the logistical spectrum from unit movement todistribution management of major items at wholesale level.Careers of members will be developed through assignmentsto increasingly more challenging NCOLP positions, e.g.,unit, brigade, division, corps, field Army and to wholesaleor a mix of assignments in any of the aforementioned levels.AR 614-200 contains other courses the NCOLP member cantake to assure training in broad logistical functions with equalemphasis on supply, maintenance, transportation, management and the interface of these disciplines.Program ExpectationsNCOLP provides commanders with trained NCOs. TheNCO logistician can be the backbone of a logistics systemand be the means of adequate logistical support early in anymilitary contingency. He or she can also be the source oftraining for less experienced junior officers. The NCOLPauthorization fill must be requisitioned in accordance withAR 614-200 by indicating requirements for personnel withspecial qualifications with assurance special skilled personnel are assigned to positions requiring these skills.The NCOLP is in response to the commanders critical needto have highly trained NCOs for select positions requiringknowledge in two or more logistics functions. t is the commander who must enhance the career attractiveness anddynamics of the program by ensuring only NCOLP membersare assigned to valid K (KILO) MTOE TDA positions withinthe command thereby assuring the continuous logisticaleducation of the member.

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A New Organizational Structure at Fort Rucker

Mr. H.L. FlowersChief, Force Development Division

Directorate of Resource ManagementU.S. Army Aviat ion CenterFort Rucker, AL

W E HERE AT The Home of ArmyAviation have recently completedan extensive reorganization thatsignificantly affects the management structure of the U.S. Army Aviation Center.Accordingly, we think it appropriate to identifyand share the structural and functional changeswe have made, with the aviation community.Hopefully, this effort will prove to be helpful inaccomplishing your assigned aviation duties.During the period 1973 to 1975, the AviationCenter functioned under a consolidated centerand school organizational structure. This concept, the first in the Training and Doctrine Command (TRADOC), consolidated school and garrison activities into one Table of Distribution andAllowance (TDA), allowing for the integration ofsimilar functions yet conserving manpower andstreamlining daytoday management.

In 1976 we were able to retain the major thrustof this operational concept when TRADOCdirected the implementation of School Model76, a structure which drastically changed boththe decision process and the way serviceschools went about completing their instructional and developmental missions.Summarily, School Model 76 established aDirectorate of Training Developments charteredto make training decisions, i.e. the what, where

JAN UARY 1984

and how arm of teaching. Under this system, instructors and Instructional departments were, forall practical purposes, isolated from the activityengaged in producing the actual training materialthey were being required to p r e s e n ~ Over time,this separation tended to delete or detract fromthe knowledge and capability of our instructorworkforce. Simply stated, instructors werebecoming outdated since they were not activelyinvolved in the total teaching process whichshould include literature formulation and selection as well as doctrine development. The longrange impact of this environment is degradationof training conducted in the schoolhouse, bothin the terms of quality and quantity.As an achievable and worthy objective, theTRADOC commander initiated action in April1983 to revitalize the training base and to elevatestudent instruction and doctrine development tothe umber One and umber Two missionpriorities, respectively, within the Training andDoctrine Command. This philosophy and direction is being brought to fruition through a majorreorganization of all TRADOC schools. It is commonly referred to as School Model 83.The new school structure, coupled with the reocent designation of Army Aviation as a separatebranch, generated a two fold requirement for theAviation Center. First, we had to reorganize tocomply with TRADOC's organizational structuredirectives which sought to expand the responsibilities of the trainers, improve the training process and make the instructional departments thereal heart of the schoolhouse. Second, thestructure we were to put in place needed torelook the way we planned to operate to ensure the concept was flexible enough to supportcentralization of Aviation proponency and to conduct captains' and lieutenants' training. With

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Commanding GeneralCommandant CG/ComcIt)

Deputy Commanding GenerAssistant Commandant DCG/,

ATZQDCGTRADOC

System Managers Deputy AssistantCommandant DAC)ATZQDAC

these objectives, effective 1 October 1983, wereorganized the training side of our structureas reflected in the accompanying figure. We reotained the capability to manage manpower, personnel and equipment assets, used by both theCenter and School, from one TDA to ensure continued conservation of our scarce resources.The Aviation Center s revised structurecreated eight new organizations, disestablishedthree existing activities and changed the role offive others.Office of the Commanding General Comman-dant (CG/Comdt). The responsibilities of theCG/Comdt were significantly expanded due tocentralization of Aviation proponency at the Avia-tion Center and the designation of Aviation asa separate branch. The Aviation Center com

22

mander is now responsible for Aviation concepts, studies and doctrine and is also servingas the Aviation Branch manager for both person-nel and materiel. This expansion includes serving as the proponent for the newly establishedU.S. Army Aviation Logistics School located atFt. Eustis, VA, which is chartered to exerciseresponsibility for all Aviation logistic matters.Office of the ssistant Commandant DeputyCommanding General A C DCG . The role of theassistant commandant/deputy commandinggeneral also has been expanded. Within theframework of our new organization, theAC/DCG s principal responsibility includesdirectly supervising all activities of the Schoolto include the TRADOC System Managers andthe training department directors. This change



25/48

eliminated the intermediate Directorate of Training and Doctrine and elevated each trainingdepartment to line status.Office of the Deputy Assistant CommandantDA C). This is a newly activated office which hasbeen established under the School Model 83 concept. At the Aviation Center the DAC functionsas a principal assistant to the AC monitors taskings and assists in the accompl ishment of administrative and management duties associatedwith the daytoday training responsibili ties. Thisoffice also effects coordination among internaltraining elements higher headquarters integrating centers and other schools andactivities.

Aviation Proponency Office This newlyestablished activity is chartered to assist the

JANUARY 1984

SchoolBrigadeATZQ-Al AUTOYON 558-2305/3190

commanding general in carrying out his AviationBranch duties and to serve as the coordinatingelement for internal and external issuesassociated with Aviation management.Directorate of Evaluation and StandardizationDES). This directorate will continue to accomplish independent evaluation functions forthe School and support the Department of theArmy Deputy Chief of taff -for Military Operations worldwide aviation standardization mission. The responsibilities of DES also includewriting aircrew training manuals and management duties associated with the publication ofthe Army Aviation DigestSchool Secretary A nonexisting activity priorto our reorganization has been established toassist the AC/DCG in carrying out his school

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related administrative and management duties.This organization is comprised of studentacademic records, training material storage andissue, aviation historian, school library, aviationlearning center, visitors support/protocol , student evaluations and allied mil itary training. Theprincipal functions of this newly establishedorganization were realigned from the Directorateof Personnel and Community Activi ties, Department of Academic Training and the 1st AviationBrigade.A new Directorate of Plans and Training DPT)has been established and the previously existingDirectorate of Training and Doctrine OOTO)eliminated. The OOTO, prior to elimination, provided day-to-day supervision to the trainingdepartments and accomplished related resourcemanagement duties. Under the new structure,training departments are supervised by theAC/OCG negating the need for an intermediatelayer of supervision. The new OPT director willfunction in a dual capacity, i.e., serving as theopertions chief for both the Center and School.He will also manage assigned aircraft, monitorthe use of flight training facilit ies and supervisetraining aids and audiovisual activities. Coupledwith common OPT functions, included in thisorganization is resident training management(RTM) normally found within other school activities. The office of RTM develops and managesthe flying hour program, formulates resident student class flows and prepares and submits classschedules.Directorate of Training and Doctrine DOTD).A new OOTO (not to be confused with the formerOOTO discussed in the preceding paragraph) hasbeen established to partially assume responsibilities previously assigned to the Directorateof Training Developments, which has beeneliminated. With th is elimination, wri ter responsibility for training development products wastransferred to the training departments. The newOOTO is chartered to manage and coordinatetraining development activities internally andwith the writers and subject matter experts nowlocated in the instructional departments. Thisdirectorate will also interface with systemmanagers, branch proponents, training departments and industry to support the developmentof aviation systems, related equipment and ap-propriate training materials.Directorate of Combat Developments. Theorganizational structure of this activity has notchanged. However, its mission will be greatlybroadened to assume combat development

4

workloads to be realigned from other branchschools in compliance with the decision to centralize Aviation Proponency at the AviationCenter. This directorate wil l serve as the programmanager for actions encompassed by the forcedevelopment/combat developments process insupport of the Aviation program.School Brigade. This activity will continue itscurrent mission and accomplish command andcontrol functions for our Center and School consolidated command structure.,Even though notaffected by School Model 83, this unit has beenreorganized to support changing workloads. Twoadditional student companies have been addedto support the captains and lieutenants branchcourses. A major port ion of the training requiredby these courses will be given by the cadre ofthese companies. .Major restructuring has occurred in our training departments. The previously establishedDepartment of cademic Training waseliminated and separate departments for Avia-tion Subjects DOAS), Enl isted Training DOET)and Combined Arms Tactics DCA T) establishedto take its place. The OOAS will write trainingliterature and teach subjects as .sociated withflight academics and flight systems. Management and operation of the Center s flightsimulators and cockpit procedural trainers arealso assigned to this department. OOET will alsowrite training l iterature and conduct all enlistedtraining, to include UH-1/0H-58 maintenance and

air traffic control. OCAT wil l author aviation doctrine, write training literature and teach ourmanagement, leadership, tactics and combatsupport subjects. The Department of Flightraining DOFT) will continue to teachundergraduate and graduate flight training. Thedirector of OOFT wil l also serve as the CommandAviation Officer and direct the activities of theinstrument and aviator qualification activitywhich manages the local aircrew training manualprogram. In all cases, training departments willtake part in the decision process on issues concerning the training base.Changes in the structure at the AviationCenter are viewed as a major step in upgradingthe quality of both our training and instructorworkforce. Enhanced supervision, increasedvisibil ity and dual instructor/writer posi tions areconsidered key ingredients to meet this end.As success with this reorganization continues,training will be improved and the expertise andprestige of our instructor/writer workforce will bereinforced.



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REPORTING FIN LLateNewsFrom rmy viation ctivities

FROM FORT RUCKERFort Rucker Population Increase. According tothe most current figures available, it is an-ticipated 'the daily increase in population at Ft.Rucker by late summer 1984 will be about220; 210 as the result of the Aviation Branchtraining for captains and lieutenants and 10 inthe new night vision goggles training course.Looking ahead to fiscal year 1985 (FY 85), thedaily pOP Jlation increase is expected to go upan additional 214 personnel to 434, based on theyear's daUy student load of 300 for the captains'~ n d lieutenants' training, a daily population increase of 28 students for AH-64 Apache training,for U H ~ O Black Hawk training and about 100permanent party personnel.. A breakdown on the captains' training for FY84 shows there will be a student input of 140, or70 for each of two 16-week classes. Thoseclasses will begin 4 June and 13 August., For lieutenants' training in FY 84 the input willbe 105. That comes from 35 students expected

to attend' each of three 8-week classes.. Since there will be two of each class inresidence after the ini tial beginning period, thedaily increase will total 140 for the captains and70 for the l i ~ u t e n a n t s ., Another training increase for FY 84 is a new4-week course to teach the use of night visiongoggles. Thee will be 12 of those, with 10students each for an annual input of 120.In FY 85, there will be 5 classes for the capt.ains' course 'with 80 students per class. Startingdates are 7 January, 4 March, 29 April, 24 Juneand 19 August., Lieutenants wi ll have 10 classes of 70 studentseach in FY85 beginning tentatively on 11January, 8 February, 11 March, 9 April, 6 May, 4June, 2 July, 31 July, 28 August and 26September.To prepare for the acquisition of the AH-64Apache hel icopter (the first one is scheduled toarrive at Ft. Rucker in the fall of 1984), a 14-week

J NU RY 1984

aviator quali ficat ion course will begin in January1985. Classes are programed to start every 2weeks, in itially with only 2 students per class andexpanding to 8 per class by the end of the yearfor a total annual input of 118. The average dailystudent load for AH-64 training is projectd to be28 per day for FY 85.A student increase of 108 is also scheduled forthe UH-60 Black Hawk course in FY 85, equalingan average daily increase of 6.Other training programs are being contemplated for FY 85; however, they have not beenfunded at this time. If those programs arefunded, an additional daily strength of 200students could be achieved.To support the programed training increases,new and revamped facilities are required.Approved construction for the current fiscal yearincludes new lanes and other improvements toairfields, 15 new classrooms and an AH-64 flightsimulator building. The approximate figure forthis is $10.6 million.

The only approved item now on the list for FY85 is an AH-1S Cobra flight simulator buildingwith an estimated price tag of $2.3 million.While nothing def inite is available on times orcosts, construction plans for the near future include two 200-person quarters for the officerswho come to Ft. Rucker for the captains' andlieutenants' training. However, it is not an-ticipated the BOa will be ready for occupancyuntil after FY 86.The strength of the growth expected at thehome of the Army's new branch does not derivefrom large numbers but rather from its permanence; ongoing years will reflect similar inputs for the branch training.According to Major General Bobby J. Maddox,Ft. Rucker's commander: "We aren't going to as-tound the world with large increases in numbers;but we are going to impact on the excellence ofthe entire Army with the steadfast, encompassing strength of its Aviation Branch. USAAVNCPAO)

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NOone will argue that theway to survive on the mid-intensity battlefield is to denythe Threat the use of as manyweapon systems as possible.Fighting at night can degrade theenemy s capability to destroy air-frames by eliminating direct viewoptics and trackers from his arsenal,unless he is willing to accept the costof mass employment and nightsighting systems. The basic idea ofeffective aerial weapon systems

6

employment in a night environmenthas been around for a long t ime-probably as long as the airframesthemselves. But, only recently haveimaginative ideas and innovativeprograms blossomed into realtime solutions to the problemspreventing effective aerial ordnancedelivery.

y taking a realistic, logical andcommonsense approach to theseproblems and conquering the basiclimitations each imposed, the Black

photography by PF ouglas McGinley

Knights of the 3d Squadron, 5thCavalry have attempted to conquernight combat operations and train-ing. The remainder of this articlewill focus on some of the basic prob-lems encountered with night opera-tions from an equipment stand-point, workable solutions to theseproblems and integration of thesesolutions into a viable now timenight capable weapon system.One of the first problems en-countered with an aerial weapon



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system is to develop a stableplatform from which the weaponwill operate. A usable premise isthat weapon effectiveness is directly proportional to the stabilityafforded the system. This in itselfis not a new idea. Manufacturers ofthe AH-lS, AH-64A and theJOH-58C have found this to betrue. The stability augmentationsystems designed for these aircraftdo their intended job well. Theyprovide a stabilized platform for theweapon and the aircraft sightingsystems. However, the advent of thepilot s helmet sight subsystem(HSS) and the integration of thenight vision goggles (NVG)(AN/PVS-5A) into the fire controlsystem has placed a greaterdependence on the avaitor s helmetas a stable sighting platform. Thecurrent production SPH-4 fails todo an acceptable job. The problem ,is the inherent design of the standard suspension system. No matterhow tight the aviator makes theheadband and strap assembly, orhow stiff he holds his neck andhead, the SPH-4 will oscillate. Thisoscillation is caused by vibrationsmanifested in the airframe byweapons firing or by the weight ofappendages attached to the helmet.The oscillation occurs in all axes ofrotation.The Black Knights, working inconjunction with the 9th InfantryDivision High Technology Test Bed,have solved this stability problem.Selected members of the BlackKnights are testing custom madeform-fitted helmet liners adaptedfor the SPH-4 by the GENTEXCorporation of Pomona, CA. Atthis writing, 16 of these modifiedhelmets are being evaluated.Preliminary results indicated thestablilized helmets/helmet sightsallow firing within coincidence

JANUARY 1984

tolerance and provide a sharp increase in the weapon system operational readiness rate by eliminatingerratic gun drive operation and theresulting excessive gun drive component wear.The second problem to overcomein developing an effective nightweapon system is to incorporate anight sight capable of all the functions required for the weaponemployment. In the case of the 3-5Cav, a sight was required thatallowed employment of the AH-l Sturret cannon in the flexible modeat maximum stand-off ranges.Altering the current night visiongoggles and integrating them intothe fire control system was determined the most cost effective andeasiest to procure.

FIGURE 1 above):Modified PVSSA faceplate removed, switch andwiring rearranged.

FIGURE 2 left): Extensionarm in the half upposition mounted to thehelmet bracket. Note staticstop on goggles and an adjustable safety detent atopposite end of arm.

Alteration began with theremoval of the fiberglass face shieldand foam face plate. A mountingplate was designed to support theobjective lenses, and after the onoff switch, battery and wiringharness were rearranged, the lensesand associated hardware weremounted to the bracket. The designand mounting afford easy switchoperation with the left (collective)hand and for lateral adjustment ofthe objective lenses on the mountingbracket. This allows the wearer tofit the objective tubes comfortablyin front of the eyes (figure 1 .The next step was to design an extension arm that would allow thegoggles to hang stable but awayfrom the user s face. This designallows the wearer to look about the

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cockpit without removal of the unitand increases the ease of mapreading. The extension arm alsoallows for the wearing of eye glassesbehind the goggles unit thuseliminating most astigmatism problems associated with this type of fly-ing. The extension arm was alsodesigned not to interfere with thestandard daylight HSS reticle unitcurrently in use. ther desirablefeatures incorporated in this part ofthe mounting assembly include verticle and focal length adjustments, alocking detent for securing the goggles in place and a quick release

mechanism to facilitate rapidremoval of the objective lensesfigures 2 and 3).The two pieces mentioned above

were then mated to a bracketdesigned to be an integral part ofthe helmet. The helmet mountingbracket provides increased stabilityby using tension loaded feet at itsbase while the main attaching pointsecures to the visor track. This feature makes each mount easily adaptable to any helmet with a visortrack figure 4). A quick release pinis used to attach the goggles and extension arm to the helmet bracket.

A positive locking detent is incorporated to secure the goggles in theup position when not in use figure 5 .

The final step in designing thenight weapon system llsed by theBlack Knights was to incorporate away to boresight the altered nightvision goggles to the helmet sightsubsystem and adapt the daylightreticle for use with the modifiedsystem. Paramount in the design ofthis portion of the system was thenecessity of the daylight reticle toretain its boresight when removedand replaced on the helmet. Keeping this in mind, the design was ac-


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complished in two phases. Phaseone was to adapt the standard HSSresolver to the modified night visiongoggles system while ensuring compatability with the goggles field ofview. This task was accomplishedby developing a hinged bracketunder the sight resolver that wouldafford gross adjustments of theresolver line of sight to the field ofview. Fine adjustments are made asusual. By using bore sighting techniques discussed later in this article) the night vision goggles nowreplace the HSS daylight reticle during periods of darkness.Phase two was to make the HSSdaylight sight usable during daylighthours without losing the night capability of the goggles. This was accomplished by designing a bracketfor the daylight reticle unit thatwould allow line of sight adjustmentof the HSS reticle to match theresolve and goggles. A set screwdesign allows for removal andreplacement of the HSS reticle unitwithout loss of boresight.I have described in general termsthe system in use by the 3-5 Cavalryat Ft. Lewis. Two important questions still to be answered are: Howdo we make it work? And, what dowe do with it?In order to make the systemwork, it must first be boresighted.Our boresighting procedure beginswith a bright, sunny day. Thewearer of the modified goggles installs the system and ensures the dayfilters for the goggles are in place.The aviator then turns the goggleson and selects an object for sightingat a range of 1,500 to 2,000 meters.U sing the distant aiming pointboresighting procedures standard inthe Army, the unit armament personnel then adjust the HSS resolver.First, adjustments are made withthe modified hinge plate and fineadjustments are made with the

J N UARY 1984

FIGURE 6: CW3 Murphy demonstrating the use of the popup goggles andtechniques for NVG TOW missile firing.

resolver adjustment screws. Thisprocedure requires no special toolsor equipment and can be accomplished in a short period of timewith the standard HSS boresightequipment. Once the goggles areboresighted HSS resolver line ofsight is adjusted to coincide with thegoggles field of view) adjustmentscan be made to the daylight reticle.These adjustments are made byloosening the lock-down screw atthe base of the helmet mountingassembly and moving the HSSmounting bracket into coincidencewith the resolver line of sight. Simply tighten the lock-down screw andthe system is ready for operation.The 3d Squadron, 5th Cavalryhas begun training all assignedAH l aviators in NVG gunnerytechniques. To date, all AH-l aviatorshave been familiarized and individually qualified at individualNVG gunnery. Individual qualification included 2.75 inch rocket and20 mm cannon firing. A successfulTOW missile firing was also accomplished by the squadron figure 6).The squadron continues to trainfor night combat by increasing itsemphasis on night combat skills, including NVG gunnery, and teamexercises.

The Black Knights have developeda viable solution to night combat effectiveness and have demonstratedthat with realistic training, a littleimagination and a lot of hard work,that the Threat can be exploited atnight.NOTE: The NVG effort describedwas done as a special test for theHigh Technology Light Division.

ABOUT THE AUTHORThe author at right), working in part-nership with Chief Warrant Officer Uwe

U. Schwaier, developed the systemdescribed in this article. CW3 Murphyhas flown more than 100 hours on thissystem, has successfully fired TOW,2.75 inch rockets and flex mode 20 mmcannon. CW3 Murphy is currently thesquadron standardization officer for the3 5 Cavalry at Ft. Lewis. CW3 Murphy isan AWOAC graduate and holds a B.S. inaviation management.

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S ARMY

irectorate of Evaluation Standardization sEPORT TO THE FIEL AVIATIONSTANDARDIZATIONTimeliness In rmv viation

THROUGH TH past year during tacticalevaluations of virtually every aviation unit in the Armyby the Directorate of Evaluation and Standardization(DES), we have noted a disturbing trend which mustbe corrected. Somehow, units and individual aviatorsseem to have misplaced their sense of urgency andresolve. Timeliness is not receiving sufficient emphasis;consequently many aviators do not understand the importance of being at the right place at the right time.The ground forces of the United States Army havealways emphasized meeting set times. Armor, Infantry and Field Artillery work hand in hand during actual and simulated combat operations. In all of thesetasks, timeliness is the key that enables the combatarms to synchronize their effort, resulting in a highdegree of success.

f Aviation is to be effective, it must work in concert with the other combat arms. To do this, Armyaviators must always be at the location specified in theoperations order on time.The solution to this exhibited lack of urgency lieswith both the unit commanders and individualaviators. Unit commanders should themselvesdemonstrate punctuality and demand it of their troopsin meeting formations, briefings and appointments.When soldiers become disciplined to being prompt inother endeavors, then they will execute combat missions in a like manner.The individual aviator has how-to-f ight manuals,has been trained, knows what to do and is aware howmuch time it will take to do it. For example, a lift is

3

to be onstation at 0800 hours and the briefing will beheld at 0645 hours. The smart aviator will have thepreflight complete and a run-up done prior to 645hours. Then if a problem occurs, maintenance andavionics personnel have some time to make repairs orput up another aircraft.