Military Engineering-Art or Science? 

A Personal Viewpoint 

by MAJ David J. Block and MAJ Gary 

I f :very sivntion in combat is 

unique, so 1sthe mind each engineer brings tu battle. 1)octrine provides the intellectual framework we 

usc to think about military operations. However, having mastered the 

tenets, we are tempted to lockstep 

into schoolbook solutions-to be^ 

comeobsessed with the recipe rather 

than thrrcsult. As engineerufficers, 

we can add flexiLility and muscle to 

Army doctrine byapplyingpersonal 

judgment to theprofession;rl knowledge we bring to the battlefield. 

In AirLand Battle, the fog battle 

demands initiative. l'init~will rarely 

beon our side. Wemust freeourselves 

from thinking that wccun lay perfect 

minefields . . . that we can solve 

problems by applying alluring formulas and tidy rules.. .that we will 

have sufficient resources on hand to 

do everything by the hook. We must 

free ourselves to dream . . . to 

postulate "What if!" . . . to practice 

enginrering as an art as well as a 

science. 

b'or example, imagine your engineer company is supporting a Sorward infantry battalion defending 

against a Soviet motorized rifle 

regiment. Your warning order says 

that a major Soviet thrust is expected 

in four hours. 'l'lie battalion is defending tlie brigade's critical left 

flank. Your sector is a 1,500-meter 

fi.ontagr with gently rolling hills. 

Two hard-surf'sce roads divide the 

battalion into three distinct areas. 

'There are nonatural ohstaclcs. This 

is not a location the battalion would 

~:ho~)se to defend. Kutit isintegral to 

the brigade and division defense 

strategy and must be held. 

The battalion commander says he 

needs three minefiolds straddling 

the two roads that delay and channelize the enemy, but preserve the 

roads for counteroffensive. Brigade 

has allocated YOU Mi5 mines for use 

with your GEMSS dispenser to supportthe battalion. Additional mines 

cannot be resupplied before the 

attack. KAAMS and Volcano may 

become available following the 

attack. 

This is the type of desperatesituation where the military's greatest 

asset is our personal ahility to apply 

imagination and ingenuity to doctrine and engineering practice. 

Applyingemplacement principles 

for GEMSS-delivered minefields 

(detailed in FM 20-:U), you have 

resources for only two three-belt, 

.005 density minefields-not the 

three requested by the battalion 

commander. How do you accomplish 

the mission with the assets at handy 

The engineer reconnaissance team 

reports that all three areas must be 

mined for the defense to hold. Your 

options are shaped by enemy tactics, 

terrain, and time available. In this 

case you might consider-

* Varying thelinear density across 

the front, keeping the same depth, 

and emplacing two belts instead 

of three. 

8 Laying two lower-density minefieldsand onestandardminefield. 

Varying the linear density across 

the front by ernplacing two belts 

instead of three, and varying thc 

depth of the minefield. 

Despite the shortage of mines, you 

see an opportunity to outwit the 

enemy by using the third option. 

You can cover the frontage with 

three two-belt minefields, but space 

the two belts so that the threat is 

forced to deploy and regroup. A 

sample solution in FM 20-32 recommends gaps of 50 to 100 meters 

between belts. You know thesoviets' 

minefield-breaching technique is 

basically to use rollers and plows to 

clear a lane 400 meters long, hased 

on the premise that a U.S. minefield 

is generally 300 meters derp. 

Since the threat expects to breach 

400 metersand clearthe minefield, a 

W. Baumert 

second belt placed at least 400 meters 

behind the first could deceive him. 

Theoretically, he will hit tlie first 

belt, breach400meters. think he has 

cleared the minefield, and resume 

the attack formation. He then encounters the secund belt. Hisoptions 

are tu bull through with direct tank 

losses to mines or resume clearing 

with prolonged exposure. 

This option deviates from FM 20-

32's guidelines on spacing belts, but 

preserves the intent of the minefield 

to delay, disrupt and channelize the 

enemy forces, making the threat 

more vulnerable to fire. 

You brief the commander on the 

potential benefits and cost: 

"Sir, I propose we lay three minefields with two standard-density 

belts instead of three. The two belts 

will provide uniform protection 

across theentire front. By preserving 

the density, the probability for an 

initial hit is the same as for a threebelt minefield. Fewer total mines 

means fewer tank losses to the 

minefield ifthe threat bulls through. 

However, we increase the delay 

factor and disrnptthe momentumof 

the attack-regardless of whether 

he breaches or bulls-by spacing the 

belts so we create the effect of a 

second minefield." 

Any example is necessarily 

general and oversimplified. But the 

pointremains. Every engineerleader 

is challenged by the specific requirements uf the mission and tactical situation to imaginatively 

apply, bend and mold the formulas 

and rules. In order to exploit oyportunities to fix the enemy or turn 

disadvantapeto advantage, wc must 

be well-grounded in tlir concepts of 

AirLand Battle and masters of' 

engineering sciencc, techniques, 

tactics, and procedures. Rut as we 

(continued on page 48) 
VOLUME 16 C/' NUMBER 2 

UNITED STATES ARMY 

ENGINEER CENTER 

AND FORT BELVOIR, VA 

COMMANDER/COMMANDANT 

MC Richard S. Ken? 

ASSISTANT COMMANDANT 

COL James R. Whirley 

CHIEF OF STAFF/DEPUTY 

INSTALLATION COMMANDER 

COL Robert R. Hartliman 

COMMAND SERGEANT MAJOR 

CSM Matthew Lee lr. 

DIRECTOR OF TRAINING 

AND DOCTRINE 

LTC Robert L. Ke~nan 

CHIEF OF PUBLICATIONS 

Patricia 5. Kiichell 

MANAGING EDITOR 

Marilyn Fleming 

FEATURES EDITOR 

Victoria McAllister 

ASSOCIATE EDITOR 

PFC Eric Crarner 

DESIGNER 

Jim Wilson 

TYPOGRAPHER 

Linda Paradis 

5peclaI ihank, fo COL Iiardlman. LIC 

Holiiorl. CPT irluehlbcrg, CPT Beiker. CPT 

ldva~l#, nlld iV1 McUan!el. DUTU ,ponsured 

!h#siii>e,.in<llmWoodbury provlded r~ual8ty 

~"illr~l. 

On the Cover 

Simulation and automation are revolutionizing the Engineers' approach to training. 

Art: JeanneElmore 

SUMMER 1986 

FEATURES 

9 	 Fort Leonard Wood -Room to Move 

by LTCRichard L. Montgomery 

11 	 Engineer Tactical Training Center: New Dimensions at Fort 

Leonard Wood 

by Mariellen Steeer 

12 	 Simulation Training 

by George Larson, E Joseph Grrrnmger, iMergaret C. Wh~te, 

CPT Leu J. Fontana, and Beuerly Lloyd 

17 	 Latin America: Where the Action Is 

by Vicloria McAllisler 

20 	 Realism: The Mine Effects Simulator 

by Dianna K. Green 

22 	 HIT! Range Finder for CEVs 

by CPT Paul Harw~g 

24 	 MICROFIX V2.1 Automates Terrain Analysis 

by MAd Todd S. Bacastow, CPTEugrne K. Hcssier and MAJ I'eter Guth 

26 	 Airfield Damage Repair 

by LTC Gary L. Groat, MAJJohn E. gill el!^ and Dr. Victor C. Barber 

30 	 Airlift Bridge Training Lessons 

by LTC Daniel Waldo 

32 	 River Crossing Command and Control 

by LTC Daniel Waldo 

34 	 Combined Arms Water Obstacle Training Sites 

by LTC Floyd Elton Byrd 

36 	 TheTask Force Engineer in the Defense 

by CPTGregory X. Winr 

42 	 Mutter der Kompanie 

by BG Xoland H. Zrdlrr 

44 	 Engineer Battlefield Layout 

by C'PT Daniel Xusspll 

45 	 Army Apprenticeship Program 

by Bruce Barclay 

DEPARTMENTS 

Inside Front Cover: A Personal Viewpoint 

2 Clear the Way 38 Letters to the Editor 

3 Bridge the Gap 43 Hotline Q&A 

4 School News 46 Career Notes 

8 News&Notes 48 Engineer Solution 

23 Lessons Learned 49 Past in Review 

29 Engineer Problem 

ENGINEER(ISSNOU-16-19HB)ispublishrd quarterly by thcU.S.Army COIlRESPONDENCE. Letters to theeditor.manuscnpts, and photoEngineer Center atid I'ort Bclvoir, VA. Unless sprrilicnlly stutrd, graphs should be sent to: ENGINEER .Magazine, ATZA~TU-P.Stop 

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Al. pho~..p,.lpnsn:po.t~.~.?. L. s Arm: &:> to&#ttphr1.81~s;r8r.i.. .r-

: I \ld~~r~n_m~! oc t<p,~:zw~1: rCct#-u#rcn l I.\ 6 I. I!. .I
by MG Richard S. Kern, Commandant. U.S. Army Engineer School 

Engineers on the Battlefield 

When training is sanitized, combat 

engineers suffer. 

Too often, the way we train the combined arms 

team emphasizes the obvious. Training constraints-budget, environment, maneuver 

damage-eliminate terrain obstacles,friction and 

battlefield reality. The dirty battlefield is sanitized, and realism suffers. 

Too often, the victim of that cleansing is the 

combat engineer. The importance of his battlefield 

role and contribution to the combined arms team 

is lost when white tape substitutesfor obstacles.. . 

when units are pressed to continue maneuverdespite obstacles-to meet exercise timetables . . . 

when demolitions and digging are not allowed. 

Map exercises and modeling that obviate the 

vertical dimensions of terrain or see the battlefield 

in 2.5-kilometer spatial increments also diminish 

the complexities of maneuver and hence the engineers' value to the team. While warfight models 

recognize the benefits of obstacles and survivability positions, they don't actively play the 

engineer effort. They generally assume the engineers can do the job-that the obstacles are in 

place and the maneuver forces are dug in. The 

magnitude of the engineer effort required to provide responsive support-~2, manpower, time, 

materials-is overlooked. 

Mobility, countermobility and survivability 

missions areeasily downplayed when these factors 

have no assigned win-lose value. In this context, 

the misunderstandings of our maneuver commanders at company team, battalion task force 

and brigade are understandable. Unfortunately, 

such misunderstandings could prove critical-if 

not fatal-in future conflict. 

For example, our AirLand Battle doctrine with 

its tenets of initiative, depth, agility and synchronization depends upon our ability to maneuver 

and sustain that maneuver as we take advantage 

of battlefield windows of opportunity. But windows of opportunity easily become windows of 

vulnerability if our maneuver commanders don't 

fully appreciate battlefield reality, the effects of 

terrain, orthe threat's ability to deny usmaneuver. 

The National Training Center-in that desert 

environment-provides the most realistic training 

battlefield yet . . .one that focuses Army interest 

on our combined arms ability to fight. With 

environmental constraints removed, the battlefield is not sanitized of factors that contribute to 

friction, delays and failures. Success depends on 

how well the commander synchronizes all elements of his force. 

The realism is such that, in the words of the 

former FORSCOM Commander, GEN Robert 

Sennewald: "The Army has rediscovered the 

importance of the combat engineer to combined 

arms battlefield success." 

Even as we understand the reality of NTC and 

the outstanding opportunity it provides for 

combined arms training, we must all understand 

its limitations: 

The desert environment does not approximate 

the terrain of Germany where forests, built-up 

areas, defiles, rivers, and streams hinder 

movement and change the ways engineers contribute to battle. 

*The NTC in essence trains at armor and 

mechanized infantry task force level. Brigade 

headquarters are exercised in c2of two subordinate task forces, but it is the armor or 

mechanzied task force that is fully challenged 

by the factors of METT-T, particularly enemy 

and terrain. 

Brigades continue to take augmented engineer 

rotation packages to NTC. 

Because of these limitations, the challenge and 

complexity of providing comprehensive engineer 

support to larger maneuver units is not well 

understood. Since theengineers' ability to support 

larger forces-division and corps-is seldom practiced, there is considerable underestimation and 

misunderstanding of the limitations upon current 

engineer organizations in providing responsive 

support throughout all levels of the force. 

The challenge to corps, division and brigade 

engineers is to work with their maneuver commanders to create field training exercises that 
by CSM Matthew Lee Jr., U.S. Army Engineer School 

Are You Ready 

for the First Battle? 

If you are challenged to win the first battle 

tomorrow, do your soldiers believe you will see 

them through? Have you convinced your subordinates in the garrison and in the field that they 

should trust their lives to your leadership'? 

While engineer NCOs are making substantial 

contributions to readiness, we can do more . . . 

more to be technically and tactically proficient in 

our minds and professional in our hearts. 

To be all you can be, the basics of soldiering 

must be a sixth sense-something that comes 

instinctively. When the APC breaks down, what 

will you do? You are on your own. Do you know 

without a doubt in your mind how you will 

accomplish the mission? 

When that private says, "What do we do, 

Sergeant?" his life is riding on your answer. 

Can you assemble and disassemble your weapon 

in your sleep? . . . Clean and repair it in a 

heartbeat? Are you ready to use a map and 

compass? Can you dig a foxhole correctly without 

hesitation? Are you fit, today, to endure a 15-mile 

forced march with the infantry? Forget that the 

Army PT minimum standard is 2 miles. Are you 

ready to survive? These are fundamentals that 

save lives. 

As an engineer - leader, vou must be a master of . . 

all you survey-professionally proficient to teach 

fully expose battle commanders and operational 

and logistics staffs to realistic battlefield 

situations. 

We must also ensure that the maneuver commanders we train understand that friction, terrain, 

threat capabilities, and Murphy's Law-if disregarded in training or discounted in importance-will make a combined arms unit, which 

seemed well trained on the clean battlefield, ripe 

for exploitation in time of war. 

every aspect of your business. Teach it! That's the 

fundamental test. What you know well enough to 

teach, you know. 

If you don't have the training, set pride aside 

and get it. Ask questions and refer to the manual 

until you've got the skills down cold-mobility, 

countermobility, survivability, equipment, 

weapons, demolitions, NBC, physical fitness. 

Then spend time training your soldiers. In 

combat, your soldiers will do instinctively the 

things you demand they do right in training. See 

that they exceed the ARTEP and fitness standards. Those standards areminimum-the jumping 

off point where you begin. 

The more you teach them, the more confidence 

they will have in themselves and in you . . . the 

better prepared they will be to entrust their survival to your hands. 

Confidence is the key to winning. The Sapper 

Leader Course helps instill that warrior spirit in 

engineers. But not everyone gets to attend. Let's 

not wait for the Sapper Leader Course to be our 

crowning glory. 

Go out and grab it. . . seize the initiative. . . 

create your own opportunities. Nothing short of 

excellence will win the first battle. 

CSMMatthew Leecomes to the EngineerSchool 

from Hawaii where he was the command sergeant 

major for the 65th Combat Engineer Battalion, 

25th Infantry Diuision (Light). 

The FTX and CPX remain the premier opportunity to experience the rigors, distance, pace and 

lethality of today's battlefield. Our challenge is to 

benefit and build on the lessons and experience 

gained. We must train to grow stronger-not as 

engineers-but as the combined arms team. 

Combined arms is the key to winning. 
School News 


Engineer Personnel 

Proponency Office (EPPO) 

SGA Restructure The Engineer Personnel Proponency Office has forwarded an 

Deletes MOS 51C: 	 MOS restructure plan to the Soldier Support Center, National 

Capital Region, to delete MOS 5lC (structures specialist) from the 

Army's inventory. 

This deletion is necessary because the onslaught of prefabricated 

materials eliminates the need for higher level technical expertise 

found in MOS 51C. 

MOSS 51B (carpentry and masonry specialist) and 51K (plumber) 

will absorb the duties previously performed in 51C. MOS 51B will 

inherit the structural tasks-such as erecting prefabricated 

buildings-while 5lK will assume the tasks of pipeline construction 

and metalworking. Current 51C authorized positions will be converted to MOS 51B or 51K depending on each specific mission. No 

authorized positions will be lost as a result of this deletion. 

Personnel now holding MOS SIC will be reclassified before 

October 1986. 

Reduced Spaces 	 The Engineer Personnel Proponency Office is working with the 

for ADM Specialists: U.S. Army Military Personnel Center to meet a force reduction in 

MOS 12E (ADM specialist). 

A reclassification team from MILPERCEN and EPPO visited 

Europe and reclassified 234 of the 257 MOS 12E soldiers assigned to 

USAREUR. The remaining 23 soldiers were not reclassified because 

they had received assignment instructions for drill sergeant or 

recruiter, or were leaving the Army. Representatives from 

MILPERCEN and EPPO visited I.'ort Leonard Wood and Fort Hood 

to brief 12E soldiers on plans for their MOS. 

EPPO is reviewing several proposals. A standards of grade 

authorization (SGA) restructure will ensure that soldiers in the 

specialty are competitive for promotion. 

Because of the sensitive nature and unresolved problems of this 

issue, it is impossible to clearly project the future of engineer ADM 

missions or to establish milestones for the force structure. 

Questions concerning MOS 12E may be addressed to: 

Commandant, U.S. Army Engineer School, ATTN: ATZA-EP, Fort 

Belvoir, VA 22060-5248. The point of contact is SFC Michael R. 

Mudge, (703) 664-2287, AV 354-2287. 
Topographic Engineer The Engineer Personnel Proponency Office recently filled the 

Position Filled: 	 subject matter expert position for CMF 81(topographic engineering). 

EPPO now has an expert for each engineer career management 

field. Questions, comments, or suggestions about CMF 81 can be 

addressed to: Commandant, U.S. Army Engineer School, AWN: 

ATZA-EP, Fort Belvoir, VA22060-5248. The point of contact is MSG 

Carlos Sellers, (703) 664-2287, AV 354-2287. 

Department of 

~ilitar~ Logistics (DML) 

New FTX 	 The Department of Military Logistics has initiated a field training 

for AIT Soldiers: exercise for advanced individual training in MOSS 52D10 (power 

generation equipment repairer) and 52F10 (turbine engine driven 

generator repairer). 

The department created a realistic FTX training site complete 

with administration buildings, direct fire lanes, and permanent tent 

pads. The FTX uses three training scenarios-a reconnaissance 

patrol, an aggressor attack, and a chemical attack. 

Soldiers participate in the FTX during their seventh week of 

technical training at Fort Belvoir. MOS-specific skills learned in the 

classroom are integrated with basic combat survival skills throughout each FTX cycle. Each soldier is tested on 26 of the 30 common 

skill tasks from the SMART book. Soldiers also receive 22 hours of 

technical training on site. 

The Department of Military Logistics continues to improve its 

FTX program and plans to include MOS 52C10 (utility equipment 

repairer) during FY 87. 
School News 

Defense Mapping School (DMS) 

MICROFIX V2.1 The Defense Mapping School will soon begin teaching MICROFIX 

Training Package: V2.1, topographic configuration software. The Department of 

Topographic Sciences will use MICROFIX V2.1 to teach terrain 

analysts (81Q)and topographic engineers (21C)computer-assisted 

terrain analysis techniques. 

Topographic engineers supporting the battlefield commander will 

use MICROFIX V2.1 to-

* Store, alter, and retrieve weather and terrain information. 

Enter current data into weather information files. 

Use 1)MAdigital terrain elevation data (IITED)to produceline of 

sight plots, color-tintedelevation maps, weapons/sensor masking 

plots, slope maps, and three-dimensional oblique views of the 

terrain. 

Provide battlefield environmental effects on military operations 

for long- and short-term planning. 

For more information, write: Director, Defense Mapping School, 

ATTN: TSLI-AT,Fort Belvoir,VA22060-5828.The point of contact is 

CPT McGregor, (703)664-2978,AV 354-2978. 

Directorate of 

Training and Doctrine (DOTD) 

New Field Manuals: New training and doctrine field manuals available this year 

include: 

FM 5-335, Drainage-Planning, designing and constructing 

drainage facilities in the theater of operation. 

FM 5-25,Explosives and Demolitions-Types and characteristics of 

explosives and demolition methods. 

FM 20-32, Mine/Countermine Warfare-Planning, coordinating 

and executing mine/countermine operations. 

FM 5-541, Military Soils Engineering-Evaluating soil conditions, 

predicting soil behavior and solving problems related to military 

operations. 

FM 5-277,Bailey Bridge-Methods of assembly and maintenance, 

bridge components, loading and transporting, and special applications of the Bailey bridge. 

These field manuals can be ordered from the U.S. Army Adjutant 

General Publications Center, 2800 Eastern Boulevard, Baltimore, 

MD 21220-2896. 
Lineman's Handbook: Do you have a 52G in your unit? These soldiers need The 

Lineman's and Cableman's Handbook, which has replaced TM 5-

765. Units authorized the 52G MOS can still get one free copy. 

Send the property book officer's name, Department of Defense 

activity access codes, and document number to: Commandant, U.S. 

Army Engineer School, ATTN: ATZA-TD-P-CR,Stop 2911), Fort 

Belvoir, VA 22060-5291. 

After initial distribution, units must purchase copies from the 

publisher, McGraw Hill Book Company, New York. 

Reserve Component Advisory 

Staff (RCS) 

Reserve Officers The new U.S. Armed Forces School-formerly the U.S. Army 

Advanced Courses: Reserve School-is going strong. However, some engineers confuse 

the phases of the Armed Forces School course with the modules of 

the Engineer School course. 

The Armed Forces course contains four two-week phases; two are 

available by correspondence. 

The Engineer School course contains seven two-week modules; 

none are available by correspondence. 

You must decide which course you want to pursue and stay with it. 

Youcannot mix the two courses. If you are enrolledin the old USAR 

seven-phase course, you must stay with it. 

The new Armed Forces course has four phases: 

Phase Type of Course 

I Correspondence or 

USAFS at home station 

I1 Active duty on AT, ADT, FTTD 

(two weeks at Fort Belvoir) 

I11 Correspondence 

IV Active duty on AT, ADT, FTTD 

(two weeks at Fort Belvoir) 

The Engineer School course has seven two-week modules which 

are all taught at Fort Belvoir. 

Students must know which courses they have already taken when 

they report for class. Otherwise, delays result; and in some cases 

students are sent home because the block of instruction they need 

isn't being taught when they report. 

For more information, call theReserve Component advisory staff 

at (703)664-4166,AV 354. 

New USAR Advisor: COL Joseph Cushieri is the new USAR advisor to the Engineer 

School. He comes to Fort Belvoir from the Army War College. 
News & Notes 

Engineers join 

The Corps of Engineers officially 

joined the Army's regimental system 

at E'ortBelvoir,June23,1986. Corps 

colors and crest were presented at 

the ceremony where the honorary 

colonel and honorary sergeant major 

of the Corps were introduced. 

LTG Frederick J. Clarke, honorary 

colonel, and SGM Leon Van Autreve, 

honorary sergeant major, hoth 

retired, were chosen because of their 

distinguished service to the Corps of 

Engineers and the Army. 

The first unitcrests were presented 

to four outstanding engineers: 

SFC Dennis J. Ansay-winner of' 

the 1986 Sturgis Award given to 

the Corps of Engineers top 

NCO-Company B. 237th Engineer Battalion. 

the Army's regimental system 

SFC Michael M. Balch-Drill 

Sergeant of the Year for Fort 

Leonard Wood-Company B, 2nd 

Battalion, 3rd Brigade. 

SSG Salvador Heridia-NCO of 

the Year for the Corps of Engineers-USA FESA. 

SSG Patrick Mahone-NCO of 

the Year for both Fort Belvoir 

and First Army-Company C, 

11th Engineer Battalion. 

All soldiers will receive the unit 

crest when they complete their primary engineer training. 

The crest, designed by the U.S. 

Army Institute of Heraldry, reflects 

the traditions of the Corps of Engi- pocket-above the name tag or any 

neers. Members of the Corps will unit citations-on the Army green, 

wear the crest centered on the blue or white uniform. 

Log cribs protect post 

Developed in Germany, the 

log cribs provide inconspicuo 

security against terrorists. 

Cheap, effective, and quickly 

produced-using 4x4s and 16d 

nails-theselog cribs can he builtin 

any shape. Once in position, they 

are filled with earth and double as 

planters for flowers and shrubs. 

Though easy to build, these bar 

riers are proven vehicle-stoppersand 

give excellent cover to soldiers on 

guard duty.They provideprotection 

for potential targets like officers 

clubs, youth activities centers, 

family housing areas, and bachelor 

officers quarters. 

As worldwide terrorism increases, 

European military communities are 

caught in the dilemma of providing 

adequate security without restricting free movement. In Heilbronn, 

West Germany, the 1)irectorate of 

Engineering and Housing uses residential log cribs as an innovative 

defense against terrorists. 

You can o 

ription to 1 

rder a per 

5NGIIVE:L. . . 

I 

ibe to 

-'NGINEER 

,sonal subSCI :I? that will 

follow you anywnerein the world. 

Just send a check or m r 

for $11.00 to: 

Superintendent of Doc 

U.S. Governmenl Printing Office 

Washington, I).C. 20402 

oney orde~ 

uments 

SoldiersfromACon~l~a1~~.:307tl~ 

Engineer Battalion (Airborne), 

practice the buddy rappcl-a 

technique for rescuing wounded 

soldiers-while training at 

Camp Merrill, GA. 

The 307th also acted as OPFOR 

for soldiers completing the 

mountain phase of ranger 

training. 

Photo: Ruben Maestas 
, 

1. 

by LTC Richard L. Montgomery 

ome say moving the U.S. Army sEn~neerSchool islike building 

a boat while being swept down a 

raging river. The analogy reflects 

the dynamics of relocating to Fort 

Leonard Wood by 1989. 

The move realizes a long-standing 

dream to create a true engineer 

center whereofficers and NCOs from 

all engineer MOSS can train 

together-a campus specifically 

tailored to engineer requirements. 

The dream is alive in the era of 

Gramm-Rudman-Hollings budget 

cuts because it makes long-term 

economic sense. In addition to cuttingcosts by consolidating training, 

the Corps of Engineers headquarters 

and other military agencies now 

leasing offices in Washington, D.C. 

will save money by moving to Fort 

Belvoir. 

The move will generate anticipated savings of $23 million in 

annual recurring costs. By this fall, 

Congress should decide whether to 

approve the first phase of a $64 

million military construction package which would allow work to begin 

in early FY 87. 

When the Engineer School was 

established at Fort Belvoir in 1917, 

it accommodated both officers and 

enlisted engineers. But as demand 

for engineers grew, we outgrew Fort 

Belvoir. In 1941, most enlisted 

specialties transferred to Fort 

Leonard Wood. 

Today, most engineer officers are 

assigned to Fort Belvoir twice in 

their careers-for engineer officer 

basic and advanced courses-while 

most NCOs serve repetitive tours at 

Fort Leonard Wood. Because few 

-room to 


engineer officers or NCOs are ever 

assigned to the other post, the possibilities for interaction are limited. 

We want the synergy that comes 

from sharing a common campusan advantage our armor, infantry 

and artillery counterparts already 

enjoy. 

Four of our primary battlefield 

missions-mobility, countermobility, topography and survivability-focus on terrain. We need 

room to move. Fort Leonard Wood 

offers that. While engineers at Fort 

Belvoir have to journey 66 miles to 

Camp A.P. Hill for field training, 

Fort Leonard Wood offers 62,910 

acres on post, including 19,000 acres 

of impact area. 

When training is colocated, officers and NCOs will be able to train 

together on common field exercises. 
For example, they might plan, layout 

and construct a base camp or put in 

a primitive (forward) airfield. 

There are 300 live fire and demolitions ranges within minutes of the 

classroom. 

Aman-madelake has been created 

for bridge training, and there are 

opportunitiesforfast-water obstacle 

training on the Big Piney River. 

Airfield damage can be simulated 

at an abandoned airfield. 

There are 37 other training areas 

and bivouac sites, with room for 

expansion to accommodate modern 

engineer equipmentsystems like the 

M9 ACE. 

To heighten realism, a mix of 

engineer TOE units will be restationed toFort Leonard Wood so that 

skills and equipment reflect the 

entire spectrum of the engineer 

corps. 

Plans for the move are being 

orchestrated by the Engineer Center 

Transition Office at Fort Leonard 

Wood in coordination with the 

Engineer School and TRADOC. 

Five new facilities will be built: a 

headquarters, an academic facility, 

a training aids support center, a 

library, and 346 unaccompanied 

officers billets. To move by 1989, 

everything must be complete except 

thelibrarv and trainine aids suuoort .. center which will open in the last 

half of the year. 

The move should begin in early 

FY 89 when engineer proponency 

transfers to the commandant of the 

Engineer School at Fort Leonard 

Wood and the Military District of 

Washington takes control of Fort 

Belvoir. 

Officer training will begin with 

classes in June 1989. Throughout 

the transition, a normal student load 

will be maintained-with adjusted 

FY 89 class dates creating a 60-day 

window to allow for the move. 

A small contingent of the basic 

technical courses taught by the 

Defense Mapping School for MOSS 

81C, 81Q, 82D, and 83F will remain 

at Fort Belvoir. Also, training of 

MOSS 52C, 52D, and 52F will come 

under the proponency of the Ordnanceschool October 1,1987. Later, 

the Ordnance School will assume 

command and control of the 1st 

At Fort Leonard Wood, officers and NCOs will be able to train 

together. This artist'sconceptshows the 346-billet unaccompanied 

officers quarters, one of five buildings planned. Others include a 

headquarters, an academic facility, a training aids support center, 

and a library. 

Engineer Battalion, which becomes 

the 809th in September. 

Training for lieutenants will 

markedly improve. They will train 

most often in the field-applying 

the combat engineering, construction and leadership techniques 

learned in class to tactical situations. They will be able to practice 

basic soldieringskillssuch ascamouflage, dispersion and movement. 

Interactive computer-based training 

will increase opportunities for selfdevelopment. EOBC platoon trainers will be used as instructors for 

small group training. 

NCO training groups will also be 

smaller-1 instructor for 12 students-and rely heavily on handson experience, field exercises and 

opportunities for leadership. 

ANCOC will focus on the platoon. 

Because 47% of all E7s servein other 

positions, other primary responsibilities will also be highlighted. 

The NCO Academy will be part of 

the U.S. Army Training Center and 

will continue to handle drill sergeants school, the primary leadership development course and 

BNCOC common core instruction. 

The Engineer School move is a 

once-in-a-lifetime opportunity to 

design and build a facility that 

incorporates the latest developments 

in training technology and computer-based instruction. The result will 

be an Engineer Center tailored to 

train military engineersfor combat. 

LTC Richard L. Montgomery is 

the Engineer School transition 

coordinator at Fort Beluoir. A military intelligence officer, he last 

served as chief of threat analysis, 

HQLANDSOUTH, Verona, Italy, 

and has had two tours within 

TRADOC. He was commissioned 

from Infantry OCS and graduated 

from CGSC. He has a bachelor's 

degree from William Jewel1 College 

and a master of education degree 

from Boston University. 
Engineer Tactical Training Center 

at Fort Leonard WOOL 

by Mariellen Steece 

A n engineer tactical training 

center plannedfor the Engineer 

School will add new dimensions to 

training. 

The two-story, multimedia, multipurpose auditorium is being designed to harness new technologies 

for training military management 

and tactics. Itwill also accommodate 

conferences and seminars. 

The auditorium will seat 70 students at desk consoles equipped with 

high-resolution video monitors and 

interactive computer capability. 

Soundproof glass booths along the 

back walls will serve as staff cells 

for TOCs during combat simulations. 

Students will hone their skills 

using computers, video terrain displays and simulated field communications. Programs and briefings 

could be projected onto a large 

retractahle central screen. 

The terrain board in the middle of 

the room can be molded by a digital 

data base to resemble Korea, the 

Middle East or other common scenarios. Eventually, holograms may 

be used to project military units over 

the terrain. 

Several exercises could be run 

simultaneously from the training 

center's control booth. This means 

students working on a battalion 

maneuver exercise to defend in 

sector could generate data for a 

brigade task force exercise in the 

next booth. 

Computer-assisted CPXs and 

video tutorials of tactical training 

exercises without troops (TEWTs) 

will help students gauge the success 

of their tactics and theconsequences 

of their decisions. The training 

possibilities are limitless. Students 

could participate in: 

Simulated terrain walks viewed 

on interactive video discs. 

Engineer command and control 

system exercises and engineer 

staff estimates. 

Modules on how to read contour 

maps for lines of sight, or on 

weapons and equipment recognition. 

At night, students will be able to 

continue practicing in their rooms 

at terminals that are linked to the 

tactical training center information 

bank. 

Plans also call for the tactical 

training center to be linked to Fort 

Leavenworth's Combined Arms 

Training Activity's simulation 

center, allowing engineers to participate in joint exercises with other 

TRADOC schools. It will also connect with Army information networks like TACTICSNET for students' research on tactical concepts. 

Mariellen Steece, chief of the 

Training Technology Office at the 

Engineer School's Directorate of 

Training and Doctrine, designed 

interactiue video disc-based tactical 

training simulations and microconpater.based training for the school 

for four years. 
by George Larst~n 

Interactive video discs are 

rapidly changing the way 

enaineers - train for battle.

By next year, engineer lieutenants 

will be able to call up a simulated 

battlefield on the Army's electronic 

information delivery system (EIDS) 

and practice task force engineer 

missions. 

They will get practicein preparing 

engineer plans and work estimates 

currently available only to those 

engineers at EOBC and EOAC who 

participate in battlefield tactical 

exercise. 

El if?

iattlefield tat 

Scenario: Th 

demnants ol ; 

:...no 97 9 

Force Engin 

The Manas 

Simulation Training 

Task FuI~L;~ElIYII leer 

interactive v AHA. 1 neea moo~icrysup. 

:k. I want 

uad with 

n of the 

,c,UL,",b, 

Now, let's walk the section and 

lk specifics. Since yourplatoon 

I,IIII- -.. L...ll.IYII-. IbYIII ,, in direct support of the task 

:ommander appears on the v~deod~splay force, can you attach a squad to 

icreen and addresses the student. Team Tank for the counterattack 

mis. 

uooa ayaernoun, LL~ULF~U~IL. Computer Prompt: Yes or No? 

I've been experting you. The S-3 

wants you up to speed on ibam Answer: No. You cannot attach or subalTank's responsibilities, so pre- locate a unlt that 1s in d~rectsupport ol 

pare to take notes. In addition to another. 

my mission to fire into the battalion engagemerat area (vicinity, Team Tank Commander: "Now let s 

Robinson house), I must be ready look at the ford in my sector. I 

to counterattack southeast and want you to give me a one-way 

then west across the ford in the passageacross that ford. Inother 

8299 grid square and envelope words, I want to get across from 

the enemy's right flank. my direction, but Idon't want the 

I need countermobility support enemy crossing from his. Can 

in the armored kill zone and sur- you do it 7" 

?without tror 

isk lorce 1s [ 

a 

ltle reglment 

The To,"? T 

ta 

ank is 

rbility for .-- . my TOV . . 

V's tanks .... 

:forthe co, 

:ast one el 

during tt 

unteratta< 

zgineer sq 

iat portio 

These students travel 35 miles 

from Fort Belvoir to Manassas to 

walk the terrain with Engineer 

School instructors. At the end of the 

day, they brief the task force commander-giving him their best recommendations for constructing 

obstacles, developing attack routes, 

ensuring survivability, and clearing 

fields of fire. 

While a computer simulation can 

never fully duplicate fieldreconnaissance experience, interactive video 

disc training offers several attractive advantages for engineers: 

Experience that active and reserve engineers can get anywhere 

they have access to EIDS. 

Self-paced instruction that gives 

students a chance to revisit sites, 

rethink possibilities and review 

the exercise at a later date. 

lndividualizedlearning thatcan't 

be dominated by a Sew students 
Simulation IWhat] if? Training 

Camera pans vievv of the ford ing site. 

Computer prom^ tt: What re1 :ommendalor this reql 

crater and us tn rn,,vr lt 

tions do you have iirementl 

A Putln a road, e the AVLB 

B Use FASCAM ...,,.,. .. C Tie in a triangular tank dttch with 

mlnes and obstacles 

D Put in a road crater or an antitank 

dltch and breach it when necessarv wit11 

an engineer squad 

Student answer: D 

Computer prompt: How long do you think 

that would take? Come on, try again! I 

Student answer: C. I 

Computer prompt: OK, that just may work 

allowing tile lriendly lorce through, but 

bung too steep for the enemy 

and that accommodates different 

levels of expertise in map reading, 

land navigation and engineer 

work. 

During Task Force Engineer, tactical commanders and the battalion 

engineer will brief the studentsfrom 

the microcomputer screen while the 

students listen and take notes. They 

then accompany the engineer on a 

reconnaissance of the defense sectors-discussing the mission and 

engineer support requirements. 

Each possible weapon or defense 

position is recorded on film so students can call up a 180" to ;160° pan 

of the terrain. Students can access a 

compass or terrain map sections for 

orientation. An engineer estimate 

worksheetisavailahleata keystroke 

to accumulate data and calculate 

the estimate. 

The computer asks drill questions 

as terrain is reviewed to reinforce 

terrain analysis skills and evaluates 

the estimate as it is prepared to help 

students gauge their understanding 

of task force engineer concepts. 

A map reading portion of the 

exercise allows students to try their 

hand at a preliminary obstacle plan 

and work estimate-calling up enlarged grids of the battlefield. The 

computer will prompt them with 

questions and check their terrain 

orientation. As the student reviews 

terrain features and chooses obstacle 

emplacements, the computer poses 

questions to help evaluate his decisions. 

After the map reconnaissance, the 

terrain walk module gives the student a chance to practice land navigation skills. Hereconsiders his plan 

in light of actual terrain conditions 

like trees that obscure site lines or 

mud in the stream bottom-limitations not readily apparent from a 

map. 

When the student finishes the 

terrain walk, he takes a short selftest on the computer before he prepares a final engineer estimate, a 

briefing for the task force commander, a warning order for the 

platoon sergeant, and a time line 

allocating equipment and personnel 

for the engineer missions. 

Task Force Engineer offers just u 

glimpse of the possibilities for 

multimedia, interactive video disc 

simulations in military training. 

The Engineer School currently has 

proposals in the works for interactive simulations including: 

Brigade Engineer -a planning 

exercise for engineers in support 

of the brigade task force. 

Gap Crossing - an exercise to 

evaluate a division commander's 

concept of operation and to plan 

crossing support. 

Bridge Construction - an exercise on how to lay out a site and 

build a bridge, piece by piece. 

The Army has just begun to tap 

the opportunities of this technology. 

George Larson is a computer programmer for the Training Technology Office of thr Llirectorate of 

Training and Doctrine a/the Engineer School. 
Simulation El if? Training 

Computers Create Bridge 

Between Classroom and Field 

by E. Joseph Griminger 

It began in the 1960s when 

the military first used comDuter driven flieht simulators to train pilots and astronauts 

. . . simulators that imitated reality 

when actual experience was hazardous, expensive or time-consuming. 

Today, the Engineer School relies 

increasingly on computers to make 

more efficient use of instructors and 

improve student performance in the 

engineer officer advanced course. 

In the past decade, the word 

"simulation" has become nearly 

synonymous with "computer." But 

simulations are not limited to the 

electronic medium. The FTX is the 

granddaddy of Army simulations, 

hut there are also classroom and 

written simulations. 

Computer simulations create a 

bridge bptween classroom instruction and field experience-reinforcing basic strategies taught in 

class so time isn't wasted relearning 

basics during FTXs. The Army can 

concentrate its field exercises on 

honing higher level skills and 

judgments. 

Interactive computers allow students to make decisions and observe 

the immediate consequences-both 

negative or positive. Free of inhibitors like danger, cost and time 

constraints, students ponder "What 

if!" and explore the ramifications. 

By examining the alternatives, they 

come away with a more comprehensive understanding of both problems 

and solutions. 

For example, the school currently 

uses an NBC simulation toreinforce 

decision-making skills essential for 

reconnaissance in areas contami~ 

nated with nuclear and chemical 

agents. 

The student's goal is to lead a 

small patrol through the contaminated areas and return to base camp 

without casualties. 

Students move the patrol around 

thegrid using the keyboard, Options 

to the right of the grid allow the 

student to perform tasks such as: 

Change MOPP levels. 

Administer first aid. 

Send NBC reports. 

Free of inhibitors like 

danger, cost and time 

constraints, students 

ponder "What if?" and 

explore the ramifications. 

Students can also retrieve information concerning contamination 

levels. They can select these options 

any time the patrol isn't moving. 

Messages, feedback and a submenu 

are displayed in the area above the 

grid. The heatmeter to the left of the 

grid indicates the risk of heat 

casualties caused by working in 

MOPP gear. 

The patrol automatically halts 

when it encounters NBC contamination, giving students a chance to 

make decisions that avoid casualties 

and safeguard the mission. 

They have complete freedom of 

choice. But just as in real life, there 

are no second chances. The entire 

patrol is lost if a student fails to 

mask immediately upon encountering nerve gas. 

Several patrols may he wiped out 

before students master survival 

strategies. However, unlike the real 

world, a simple keystroke restores 

the patrol and the computer repeats 

the simulation. 

Most students first try the NBC 

simulation after classroom instruc. 

tion-practicing and reinforcing 

procedures and tactics learned in 

class. The interactive nature of 

computer play stimulates questions 

that would otherwise go unasked 

when the class meets again. 

Two other simulations are now 

part of the growing library of 

courseware at the Engineer School. 

The obstacle planning simulation 

was developed by the U. S. Army 

Construction Engineering Research 

Laboratory. It allows students to 

develop an obstacle plan by placing 

obstacles on an intricate computergenerated map. Once in place, a 

simulated battle wages on the screen 

to test the effectiveness the plan. 

An engineer staff estimate simulation is being developed by the 

Directorate of Military Engineering 

for usewith theobstacle simulation. 

Students will use the simulation to 

master complex decision-making 

processes involved in developing the 

engineer staff estimate. They then 

check their effectiveness against the 

battle scenario for the obstacle 

simulation. 

These simulations currently run 

only on the Engineer School's 

Cyber/PLATO mainframe system. 

However, an MS-DOSversion of the 

NBC simulation is almost ready to 

run on IBM-compatible microcomputers. Simulations that run on 

microcomputers promise reduced 

costs and increased access for the 

engineer community. 

E. Joseph Griminger is a cornputer-based instruction specialist at 

the Training Technology Diuision 

of the Directorate of Military Engineering at the Engineer School. 
Simulation El if? Training 

Laser Video Disc for 62N NCOs 

by Margaret C. White 

BConstruction equipment 

supervisors will soon use 

interactive video discs to 

pracllce basic supervisory, manage 

ment and technical skills. 

The computer simulationcurrently being tested at the Engineer School-is part of the 62N 

BNCOC course. Evcntually, all 62N 

NCOs will be able call up the simulation at their unit once microcomputer and laser disc hardware lor 

the electronic information delivery 

system (ELUS) is fielded. 

This will be a boon to hea\,y 

equipment operators who are promoted to staff sergeant and given 

supervisors resoonsihilitv before 

thiy attend KNC~~. 

The 62N Construction Equipment 

Supervisors training package has a 

video disc and student guide with 

jobdirectives, mapsand notes. Video 

sequences let students solve probFor example, the platoon sergeant 

in the video gives the students a 

mission: build a )/A-mileroad leading 

to a heliport. The students then 

work with the computer making 

choices about supply support, medical support, maintenance support, 

status of personnel and equipment, 

time frame, security, and grid coordinates. The first sergeant on the 

video critiques the students' choices 

as they go. 

Thevideo then takes studentson a 

simulated route reconnaissanceshowing motion pictures ofthe road 

and terrain. Students also look at 

the job site to determine where they 

should vlace the eauioment . . oark

and command post. 

They use the computer to report 

back to the platoon sergeant who 

critiques theirplans-showing video 

sequences of problems they have 

overlooked. Would a truck get stuck 

lems they are likely to encounter on because the bridge clearance is too 

the job. low? Could a bridgecollapse because 

CZMUG -Free Software 

for Computer Users 

by CPT Leo J. Fontana 

If you want to reap the 

benefits of microcomputerhased automation. 

exchange-exists to help you. 

C~MUGis the nickname of the 

Command and Control Micro. 

computer Users Group, sponsored 

by the Communications-Electronics 

Command (CECOM). The idea is to 

let soldiers share programs they 

create to help manage military missions or to pass on successful 

adaptations of commercially available software. 

Programs of special interest to 

military engineers include: 

*The automated construction 

management system. 

The engineer status program. 

8 The combat engineer mission 

management module. 

A deskmate utility with calendar 

and scheduling. 

These programs run on an IBM 

personal computer (or compatible). 

Programs are available for the Apple 

11,IIe, and other types of computers. 

You or your unit can join @MUG 

at no obligation or cost. Services 

include: 

Amonthly bulletin on automation 

news. 

A semiannual software catalog 

of free user-created, floppy discbased programs in the public 

domain. (The only charge is for 

blank diskettes.) 

Assistance with automation 

problems. 

it couldn't carry the weight of the 

equipment? 

The students then have a chance 

to watch work in progress at the job 

site-identifying problems with 

equipment operation. For example, 

Is the dozer making theguide cut too 

deep? 

Half the trick of' being a good 

supervisor is the ability to anticipate. The (i2N Construction I.:quipment Supervisors video disc program teaches students to foresee 

problems before real lives and heavy 

equipment are at stake. NCOs can 

learn from their mistakes, before 

mistakes become costly. 

Margarel C. Whiteis an educutio~l 

specialist for the Directorate uf 

Training and Uuctrint. at the h'ngi-

,zeerSchuoland theprojecl manager 

for the 62N video prl~jccl. 

An annual command and control 

microcomputer seminar at Fort 

Leavenworth. 

The Engineer School reviews 

many of the programs offered by 

C~MUGand has established a 

software library at the USAES 

computer lab (phone:(703)664-3953, 

AV 354). Students may use the 

library toreview programs andcopy 

them onto their own floppy discs. 

To request a membership, write: 

Chief, CECOM MCD, ATTN: 

AMSEL-FL-MCD (C~MUG),Fort 

Leavenworth, KS 66027-5600;or call: 

(913)684-7550, FTS 753, AV 562. 

CPTLeoJ. Fontanaischiefofthe 

Technology Applications Branch of 

the Directorate of Mililtary Engineering at the Enginc,er School. 
Simulation El if? Training

We change our tools; then our tools change us. 


Technology Aids Training 


by Beverly Lloyd 

Electronic technologymicrocomputers, artificial 

intelligence, interactive 

mulr~rnediavideo discs, and satellite 

network communication links-are 

revolutionizing the Army's 

approach to training soldiers. 

Imagine a filly integrated exercise 

that joins together students from 

the Army, Air Force, Navy, and 

Marines: Army and Marine student 

ground comlnanders call for artillery 

and Naval gunfire . . . Air Force 

students control air support . . . 

logisticians from all services conduct resupply planning and operations. 

Today, it is a dream, but technology has placed the possibility of 

joint training simulations within 

reach. 

The Army is committed to supporring research to tap the latest 

technology to nurture the tactics, 

terrain and leadership skills that 

are essential to success in battle. 

The Army hegan fielding standard 

hardware for video-disc and computer-based training to the TRALIOC 

schools last fall. 

The new electronic information 

delivery system-called EIDS-will 

eventually be available Armywide 

at every soldier's unit-active and 

reserve. 

They will use EILIS to study at 

their unit-ordering the computerbased instructional materials they 

need to assist them. The new technology gives soldiers more control 

over their education and professional development because they 

won't have to wait to attend school 

to take advantage of training. 

Studies are also underway to 

establish expert data banks of information that put a military expert 

a phone call away or an artificial 

intelligence on line to answer questions by providingdata fromits host 

computers. 

Soldiers will also be able to communicate with instructors and other 

students when taking correspondence courses. 

By theyear 2,000,the Army should 

see the day when a computer gives 

new recruits-active and reservediagnostic tests so they can test out 

oftraining if they already have the 

skills. 

Much of their education will be 

self-paced, following a prescription 

of lessons tailored to their personal 

needs and career goals. 

Computerized records of their 

skills, training and proficiencies 

would be continuously updated 

throughout their careers. 

As electronic networks expedite 

communication between military 

schools and field units, changes to 

training and doctrine can be accomplished more quickly-making 

everyone more responsive to the 

challenges of our rapidly evolving 

Army. 

Beverly Lloyd is an education. 

specialist in the Training Technology Office of the Directorate of 

Training and Doctrine at the Engineer School. She is project manager 

anddesignerof theinteractiue video 

disc, Task Force Engineer. 

Simulators for Military Engineers 


A variety of simulators and automated devices will add realism to 

mine, countermine, counterobstacle 

and construction training in the 

decade ahead. Here's a sample: 

The Placed Training Mine-an 

inert working replica of standard 

service mines-will let soldiers 

practice arming and disarming procedures and simulate mine warfare 

for combined arms exercises. A safe, 

audible response will warn when 

errors are made that would detonate 

a live mine. 

The Modular PackMineSystem 

Simulator will give realistic handson training on how to arm, operate 

and disarm MOPMS. 

Devices to improve operator 

training on theGEMSS and Volcano 

are being considered, plus devices 

thatsimulate the effectsof FASCAM 

in mine warfare. 

The MICLIC Trainer MI36 will 

teach how to use line charges to 

breach and neutralize minefields 

since the rocket-projected live demolition charge cannot he routinely 

fired in peacetime. The trainer will 

also help teach preventive maintenance skills. 

The CEV Video Disc Gunnery 

Trainer and the CEV 40mm Subcaliber Device will help gunnery 

crews develop their skills. The CEV 

video disc will train crews in target 

acquisition and burst on target 

techniques. The CEV subcaliber 

device will provide inexpensive 

training rounds that meet safety 

requirements for most ranges. 

A Heavy Equipment Simulator 

is being considered to provide operators a safe, cost-effective platform 

for construction equipment training. 

An Operator Maintenance 

Trainer-a portable device that 

supports preventive maintenance 

checks and services-is being 

considered. 
Latin America: 

Where the action is 

'Wngineer commanders take note: Latin America is to 

engineer units what the National Training Center is to 

maneuver, and more. The sum of the tasks challenge and 

frustrate even the most talented leaders. But by the endof 

themission, cue've seen, smelled and felt our way through 

the complexities of project coordination thousands of 

miles from home station.Rarely inpeacetime do engineers 

have the opportunity to plan realistically in such detail." 

-MAJ James E. Brink, USSOUTHCOM, 

Engineer Operations and Plans, 1985 

by Victoria McAlliste: 

Those sentiments are shared by 

most engineers returning from 

Latin America whether they have 

been-

* Erecting bridges or repairing 

schools, clinics and community 

centers in isolated areas of Costa 

Rica. 

Cutting roads and drainage 

systems through the jungles of 

Panama's Azuero Peninsula to 

open markets previously accessible only on foot or horseback. 

Building roads, airstrips and an 

emergency power plant for theair 

base used by U.S. forces in the 

outer reaches of' hot, dusty 

Honduras. 

Since 1985,combatengineers from 

active and reserve components 

throughout the United States have 

been deploying to Latin America for 

training. Their heavy construction 

projects-called nation buildingassist the people and democratic 

governments of developing 

countries. 

In return, engineers gain experience in how to prepare for overseas 

deploymentand build projects under 

tight deadlines in tropical environments. In most cases, they do without what they forget to pack-beit a 

crane or jumper cables. 

The Army also trains and tests 

evolving doctrine on the use of 

soldiers and engineers in low intensity conflicts. 

'l'hr engin, t IS have Iv;~~II,d sonlt 

I~nl-dIesson>,~~~d gnitwcl III\.~IU.~I I, 

experience. 

Planning, Design and Bills 

of Materials 

Prior planning is critical to produce a quality engineer project. 

While engineer commanders understand this, nonengineer decision 

makers often must be educated. 

Time, money and effort spent early 

pay big dividends-insuring a clear 

mission statement and solid design. 

All U.S.command levels must 

approve the mission statement and 

design so the scope of the project is 

within the constructing unit's 

capability. 

Design must drive the bill of 

materials. Any attempt to develop 

the bill of materials without a design 

will lead to construction problems. 

To provide adequate drainage, 

commanders must conduct thorough 

reconnaissance with host nation 

representatives before, during and 

after the rainy season. Otherwise, 

culverts, outfalls, headwalls, and 

bridge supports may not stand up to 

seasonal rains. Commanders must 

seek out terrain and climate studies 

and use them. 

Realistic Scheduling 

Before deployment, engineer re^ 

connaissance helps determine the 

scope of work and project duration. 

In one exercise the centerline for a 

road was not marked, and the team 

was unable to make a true and 

accurate assessment. They didn't 

take into account the massive sidehill cuts and blasting requirements 

or the number of ford sites to be 

improved. 

Projects must be based on a 

thorough reconnaissance with host 

nation representatives. Planners 

must consider the time allotted, the 

experience of the soldiers, the 

equipment available, the terrain, 

and the weather. 

Don't accept a project sight unseen 

or without the construction materialson hand. Itis better to decline a 

mission than to promise and not 

deliver. Be conservative in your 
"Theproblem is the training is so ideal. ..the conditions 

are so real.. .that subsequent training back in the States 

may seem anticlimacticand boring.. .Nothingissimulated. 

The engineers get a job and do it. When book solutions 

don't work, they rely on good old engineer ingenuity." 

-CPT Kenneth W. Moore, 123rd ARCOM, 

Rio Indio, Panama, 1986 

The 138th Engineer Group, Missouri National Guard, installs cul\,crt on the Azuero Peninsula in 

Panama. Here, two bulldozers cut into the harsh jungle terrain. 

Tropical thunderstorms were 

one obstacle engineers overcame while constructing a 

bridge over Ria Indio in 

Panama. 

estimates. . . If you manage to do 

more, everyone will be pleased. 

Allow time for inevitable delays for 

parts, fuel or the unforseen. Tell the 

host nation right up front what is 

possible and what help you will 

need. 

Coordination 

A host nation liaison officer is 

essential when coordinating with 

military and local authorities to 

quickly review and approve design 

and construction changes. Heshould 

be attached to the task force immediately upon arrival to advise the 

commander on local customs, traditions and weather. 

Coordinate with the host nation 

and logistical support element 

during prior planning to make sure 

projects won't be delayed because 

materials aren't delivered. Anticipate and plan around social and 

political events in the host nation 

that could affect your construction 

schedule. 

Establish a controlling headquarters early to coordinate all deployment during prior planning. At 

one site, logistical support elements 

arrived before the base camp was 

built or the access road was 

prepared. 

Equipment 

Sometimes vital equipment must 

he borrowed from other battalions. 

It must be in top condition before 

deployment because parts are difficult to come by in Latin America. In 

one case, two bulldozers-that would 

have been invaluable-arrived 

needing rockguards andnew tracks. 

Lending units must take extra 

care to repair equipment and verify 

that all issued parts are in place. To 

avoid unpleasant surprises, bor- 
Fighting rain and the rivc,r, the 205th Engineer Battalion, 1,ouisianaNational Guard,constructs theRio 

Negro bridge in Panama. 


Photo: CPT Daniel B. Miles Jr. I 


rowing units should inspect all 

equipment thoroughly before they 

sign fhr it. Otherwise, the unit could 

be stuck with equipment that is 

unusable and in need of repairs 

before it is returned. 

Make sure you take enough spare 

parts and equipment to remain 

operational. For example, ifyou need 

10 dozers to do the job in a month, 

you may need to take 13to keep 10 

working at any one time. 

Maintenance 

We cannot dictate what resources 

a host nation allocates for maintenance. But theunitshouldget formal 

written agreement on the amount 

and type of maintenance the host 

I 

The 196th Aviation 

Company sling 

loads a backhoe 

for the 27th 

Engineer 

Battalion. The 

engineers worked 

on the Mocoron 

airstrip in 

Honduras during 

Cabanas '86. 

Photo: JarnesMitchell 
The Mine Effects 

Simulator 

by I)ianna K. Green 

A' mlne effects s~mulator will be . ' tested thls fall by the Armor 

and Engineer Board at Fort Knox, 

KY. Fielding of the simulator is 

slated for FY 90: 

Engineer commanders and trainers have long been frustrated by the 

lack of realistic mine simulation in 

force on force, free play maneuvers. 

A recent functional area analysis 

concluded that the Army's inability 

to simulate mine and countermine 

operations degrades combat readiness. 

For example, the National 

Training Center uses a combination 

of fire markers, observers, painted 

wood blocks, plastic devices, air 

burst simulators, and smoke grenades to simulate the use of mines. 

None of these give attackers and 

defenders a realistic appreciation of 

mines and their effects. 

The Engineer School is committed 

to developing a mine effects simulator that will strengthen maneuver 

arms and engineer training. 

The Jet Propulsion Laboratory, 

California Institute of Technology, 

has designed a mine effects simulator. It is compatible with the 

multiple integrated laser engagement system-used to simulate 

combat strikes with other weapons. 

The mine effects simulator also 

smokes and flashes for use in nonMILES training. Thenew simulator 

is available in antipersonnel(Figure 

1)and antitank (Figure 2) models. 

During training, mine effects 

simulators will beemplaced like real 

mines. When a tank hits the 

pressure-activated tilt rod or trip 

wire, thesimulatorgivesan acoustic 
SIMILAR TO 

M-605 FUZE 

SAFETY CUE 

SMOKE SIMULANT 

signal that notifies the tank's 

MILES that it has been hit. 

Different signals distinguish between antipersonnal and antitank 

mines. 

The MILES compatibility of the 

mine effects simulator permits the 

scoring of real-time penalties in 

tactical situations, providing the 

soldier immediate feedback about 

the results of his actions. It also 

helps the unit commander evaluate 

his success in retaining control of 

his forces and the effectiveness of 

his tactics. 

The mine effects simulator is 

designed for safety. It has a whistle 

which sounds before the simulator 

fires-allowing soldiers in the 

danger area to assume a protective 

posture. 

Since Army safety regulations 

prohibit training systems from 

SIMILAR TO 

M-607 FUZE 

(INITIATOR) 

SMOKE SIMULANT 

approaching the fidelity of actual 

weapons, the simulator's cues only 

simulate the effects of mines rather 

than provide true weapon's fidelity. 

The smoke cue-a cloud formed from 

inert powder-is expelled from the 

device bythe detonation of the black 

powder energy cartridge beneath a 

sabot. 

The mine effects simulator is 

housed in a cylinder the dimensions 

of an MIGAP mine. It is similar to 

theMl6APand theM15ATminesin 

physicalappearanceand weight and 

provides the same actuating options-pressure, trip-wire and tilt 

rod-as actual mines. 

The simulator will consist of three 

components: 

*A body resembling either the 

Ml5AT or MIGAP mine. 

Aninitiator resemhlingeither the 

M607 or M605 fuse.

.An energy cartridge containing 

black powder. 

Figure 2 

Units will draw the body and 

initiator from their training aids 

support center. The energy cartridge 

will be classified as ammunition 

and will be handled and distributed 

through the ammunition supply 

points. This will reduce the unit's 

ammunition expenses. 

The mine effects simulator will 

provide the Army realism and responsiveness for effective mine warfare training. 

Dianna K. Green is chief of the 

Training Support Branch, New 

Equipment Systems Office, Direc. 

torate of Training and Doctrine, at 

the Engineer School. She has a 

bachelor's degree in chemistry and 

a master's degree in enuironmental 

sciences. 
A way to ensure first-round hits! 

Range finder for CEVs 


w.
 hen the tank commander gives the combat engineer 

vehicle crew a fire command, there 

is no margin for errur-even in 

training. Wasted rounds cost $400 a 

shot. Yet, estimating range is typically a problem because laser range 

finders are not standard equipment 

on the CEV. .

I

.

he must accurate alternativestaping or pacing off the distancetake time, forcing the tank commander to choose between accuracy 

and speed. Withciut an accurate 

range determination, the firstround 

is usually a miss. The crew must use 

the burst on target (ROT)method of 

adjusting fire. It may take several 

shuts to hit the target. 

'7'0 save ammunilion, the 42nd 

Engineer Company, Berlin Brigade, 

improvised a rapid range finding 

lechnique using a MIL formula for 

the Hewlett l'ackard (HP) 41C programmablecalculator. Thecompany 

tested the program during gunnery 

training at the Bergen-Hohne NATO 

'Training Area. Germany, in March 

and October 1985.'The CEV section 

chief, SSG Patrick Keener, successI'ully used the hand~held engineer 

calculatortocompute the range. His 

crew made first-round hits every 

time they fired. 

A short routine (Figure I) simplifies the process of solving the MIL 

formula for range. 'The HP41C 

prompts the user, asking the target 

size(in meters)and how many M1l.s 

the target fills in the sight reticle. It 

returns the range in meters or tells 

the tank commander the target is 

out 01' range. l'he tank commander 

relays therange to thegunner during 

the lire comniand. The gunner lays 

hissightson the targetat tht~trtinyc. 

Fur wartime planning, engineer 

companies normally calculate distances to targets from preplanned 

firing points and list the range in 

the tank commander's target folder. 

However, the preplanned firing 

point may prove unusahle when the 

CEV gets to the site. The tank commander must choose a new firing 

point and determine the range. 

That's when the MIL formula program proves its worth. 

For example, if he is firing at a 

bridge abutment, the tank commander selects a bridge dimension 

from the sketch in his target folder. 

He runs the MIL formula program 

on the engineer calculator, inputting 

the size and number of MILS in the 

main gun site reticle. The HIJ41C 

quickly determines the range. 

A similar process works for targets 

of opportunity. For example, the 

CEV is told todestroy a bunkerat an 

unknown range. The tank commander knows the bunker doors are 

generally 2 meters tall. His gunner 

sets the CEV sight on the door and 

reads that the height is 2.5 MILs. 

The tank commander runs the program, inputting the size and MILs. 

The calculator tells him the rangeis 

800 meters. He calls the range in his 

fire command to the gunner who 

lays the sight on the target at 800 

meters and achieves a first-round 

hit. 

The company ordered the HP41C 

as anonexpendableitem for $163.83, 

and it arrived within a month. With 

main gun rounds costing more than 

E'igurr 1. 

MIL Formula 

01eLB "RANGE" 

02 FIX 1 

03 "SIZE?=" 

04 PROMPT 

05 "MILS?=" 

06 PROMPT 

07 / 

08 1000 

09 + 

10 900 

11 X<Y? 

12 GTO 01 

13 CLA 

14 ARCL Y 

15 " I-METERS" 

16 PROMPT 

17eLBL 01 

18 "OUT OF RANGE" 

19 PR( 

20 EN[ 
$400 a shot, the calculator paid for 

itself' the first time the company 

fired a round. The computer is listed 

inthe Army masterdatafile(AMDF) 

as a calculating machine, NSN 

7420-01127-0451. It falls under GSA 

contract GS-00F-69222. CTA 50-909 

is cited in the justification. 

The HP41C has a number of 

minicomputer capabilities designed 

specifically for combat engineers. 

The Construction Engineer 

Research Laboratory developed a 

read-only-memory (ROM) module 

that plugs into the back of the 

HP41C. The ROM consists of six 

programs plus subroutines covering 

bridge classification, critical path 

method, road crater, demolition, 

mine, and wire calculations. (An 

article describing the ROMappeared 

inENGINEER,Fall 1982.) The ROM 

chip is available through CERL, 

AWN: CERL-FS, John Deponai, 

P.O. Box 4005, Champaign, IL 

61820. 

CP1' Paul Harwig d~uelopedthe 

MIL formula progronz for C&,'Vs 

while seruing as commander of the 

42nd Engineer Company (SEP), 

BerlinBrlgade. Healso corrimonded 

U Company, 641.h Engineer Batlalion in Wildflecken, Germany. He is 

curreittlyastudriit at the Combined 

Arms Services Staff School at Fort 

Lpa~enworthand will pursue a 

master's degree in geodetic science 

at Ohio State Uniucrsity. He is a 

graduate of CrSMA and EOAC. 

arms trai 

thy of re 

ningless 

flection : 

ons 

and 

Editor's 

learned 

;Note:Tt 

featurin .. . 

irstinas 

~tson ta 

eries ofc, 

ctical iss 

isi is thef 

~gthougl -. 

ombined 

iues wort 

~ ~ ion 

cese 

and 

protessional debate. It is not a comprehensive discussion, but a collect 

,pinions and insights on cc )pits. Although tb 

wed and compiled by the I te of Evaluation , 

~rananra~zation, the views expressed do not necessarily reflect tne 

doctrinc y of the E 

of imprt 

issues a 

" 

essions, c 

.re revie, .. .. 

School. 

Berr h to be effec . , -, ns need mort 0 feet of earl , , tive against , A Issue. Survivability Position* ..,,..,,titank Ditcht 

Obse 

equll 

antit, 

FM 5.1~rxww ilinl lu hu~vtve,a ~ut~-lurrel ueiiaue wi~iia rill 

position is essent 

Survlvab~lity I 

ditches. This is because long antitank oitcnes cost tne aerenuer I 

more to construct and secure then they cost the attacker to breach. TI 

priority is the task lorce commander's decision, based on METT-T. 

llthe commander's priority issurvivability, cons~derusinglninefiel~ 

as a less equipment-intensive alternative to antitank ditches. This fie, 

equlpment assets to dig survivability positions. Whatever the priori 

(survivab~lityor counterrnobility), schedule the use 01 each piece 

heavy equlpment by prlority and time allowed lor each task. The 

adhe 

Nearly impracucai. iney also mane IT rvatlons. 1, 

3ment more 

ank ditches ,n" ... 

3sk forces I 

to construct 

These positi ..c.L L. . 

ncreasingly 

vehicle fight 

ons are bas18 . .' 6% 

use enginee 

ing positions 

cally the san . .A>', 

r earthmovii 

and less to d 

le as shown > . , 

1g moo 

easit 

Ig .Hilit( in 

.. catc 

rounus .. . c 

3cker to spot 

htraps. Use 

?r lor the att; 

3ps are deat . . 

the position 

a backdrop ;ind avoid anything that 

hes tne eye Likewise, a tank Dosltloned in the viciiiitvo1a iaree 

der or an otherwise prl 

iinly be detected 

covered routes into and out of firing positions Experienced 

ewsoften put as much pr~ori 1routesasoi 

firing positions 

llley floor/open field positic 

"TC have taken out bat tali^^,^ ua,,,B,,t,a,Gb,,,,,4u. t,u,rcvc, t,8G 

It! 

boul 

,k cert; 

ar Use 

aln feature will almost ial-not just 

)os~tionsarc 

desirable. 

! usually gi~ ... . , . over anlitai .. . . 

ty on coverec I thequality 

nk platoons 

n,.,",,nr thn 

Ins can be st 

nr ,,,,.." tLlr 

es "'" 

tY abse 

01 The, 

befo 

nce of a cov 

3111y way to as 

re moving 

ered route o 

chieve secur 

f withdrawal 

ity is to killall 

IS a clear dl! 

I theenemy Q 

;advantage. 

rithin range 

11. 

If 

hullhide 

usea, me posirion musr oe well consrrucreo wirn ar ieasr one 

down firing location for each tank and a covered route to full 

These posltions allow grazlng f~reanalogous to effective 

, Iarlns to both machine gun emplacement. Very little01the tank is exposed in the 

on of by frlng location, yet there is nornlally a w~desector of lire. They can 

;urely to a different ach~evesurpriseand make it dilf~cultloran enemy element to point 

position. "wnat can be seen can oe nit . . ." IS trite but true. '"+the position to olhersor accurately adlust indirect fire. The task 

The "window" or "keyhole" position is one of the most successf ? often uses this technique with obstacles so that neither the 

survivability techniques. Simply stated, it limits exposure I acles nor the tanks can be seen until the enemy crests a hili. 

deliberately restricting a tank's sector ol lire. The tank is expost n constructing survivability posltions, remember the enemy is 

only to the targets at which it 1s firing, then it sh~ftstoother firii 

positions as targets are destroyed. 

Position to the flankof theenemy and behind frontalcover. It isf 

his front thi uiring ine principal KIII LL 

OCfor Lessons Learned IS ngineer bcnt 

Lur trainiiig experiences bad-so the lessons 

ir :h USAES. ATTN: ATZA-I VA 22060-5 

SN n. CPT CraiaTravani at 4. 

Obse 

survi 

the I 

rvations. Ca 

ve and kill 5 

:nemy and, .... 

3rrect positi 

iurviving is k 

if detected, 

oning allows 

ey-a functl 

moving sec "U.. 

ul forc~ 

)Y obst 

, Whe ," 

1g almt 

In a 

1st invariably 

web of fire fr 

imum weapc ,. ., 

defeated at 

om quality p 

~ii/sightran , , ,, 

close range i 

ositions. Ob: 

ge prevent t 

;less than 1.5 

,tacle system 

he enemy fr 

100meters) 

IS placed at 

om rapidly 

attacker to a 

nk or rear. FI 

cquire and i 

lrexample, n 

(illtargets to 

lost kills at N 

Irieb 

DOES The E 

-good and 

I the kill zon 

maller signat 

e. A prone o 

ure than a ta 

r dug-in obst 

nk-evena t 

I gives a mu1 

firing positio 

is,Stop 271, 

(703) 664-2 

Fort Belvoir 

172, (AV) 35 

271, or call 
MICROFIX V2.1 automates 

by MAJ Todd S. Bacastow, CPT Eugene K. Ressler and MAJ Peter L. Guth 

T errain analysis entered the 

computer age thissummer with 

the fielding of MICROFIX V2.1 

software. All Army terrain teams 

will receive the new system this 

summer, and the Defense Mapping 

School will begin teaching MICROFIX operations in 1987. 

MICROFIX V2.1 provides terrain 

analysts-

* Immediate computer-assisted terrain analysis capahility-the first 

significantimprovement in terrain 

analysis capability since World 

War 11. 

Field experience to help develop 

more sophisticated systems that 

will eventually replace MICROFIX. 

*Training on a relatively simple 

system for soldiers who will be 

primary users of the complex systems under development. 

Currently, MICROFIX is the only 

standard Army system available to 

support the battlefieldcommander's 

topographic needs. It can be used 

to calculate line of sight profiles; 

assess placement locations for 

weapons, radars, or radios; or view 

three-dimensional representations 

of terrain. 

MICROFIX consists of an Apple 

11 microcomputer with enhancements and peripherals including-

* A hard disc that stores over 20 

million characters (20 MB). 

Monochrome and color monitors. 

A dot matrix printer. 

A VCR player. 

A laser disc. 

The VCR provides backup copies 

of the information on the hard disc 

and loads digital terrain data from 

prerecorded tapes. The laser disc 

serves as a map library with up to 

50,000 map images on a single disc. 

The computer displays them on the 

color monitor and overlays military 

symbols. All components fit in 

sturdy olive drab cases that meet 

TEMPEST certification and field 

use specifications. 

FORSCOM conceived MICROFIX 

wanted to automate thefunctionsof 

the intelligence analyst in the G-2 

All-Source Production Section. 

In 1984, the Belvoir Research, 

Development and Engineering Center proposed that MICROFIX be 

tested to define the unique automation needs of topographic units. 

Terrain units at theater, corps and 

division level worked with developers to improve MICROFIX and 

crriatc mure h.irdwnrt and d<~ilnnre 

'1'11tresult wa-. 11~~o.\llC'1~0l.'IS VP 1. 

which now contains a baseline configuration plus the topographicpackaye. 

The baseline software consists of 

three modules-

* Database application programs. 

Graphics control programs. 

System manager programs. 

The database application programs allow the user to define databases and store them on the laser 

disc. The graphics control programs 

allow for a common interface with 

database applications to plot userdefined symbols on the videomaps 

and to print the overlays on the dot 

matrix printer. Thesystem manager 

programs provide a series of userfriendly utilities to copy data and to 

backup the system on VCR tape. 

V2.1 topographic software includes three packages-

* The tactical weather intelligence 

system (TWI) provided by the 

Atmospheric Laboratory at White 

Sands. 

*The battlefield environmental 

effects system (BEES) developed 

hy the Engineer Topographic 

Laboratories at Fort Belvoir. 

A digital terrain analysis program 

(TERRANAL) from the Computer 

Graphics Laboratory at the U.S. 

Military Academy, West Point. 

The TWI package aims to assist 

the terrain analystand staffweather 

officer, but clearly benefits all tactical planners. The five main 

functions aid in weighing the 

impacts of terrain and weather on 

NBC operations, MOPP, smoke 

operations, aviators' use of night 

vision goggles, and the eff'ectiveness of the electro-optical target 

acquisition device. 

BEES provides six major functions-historical climatologies for 

several potential theaters of operations, helicopter density altitude 

calculations, sunrise and moonrise 

almanac determinations, crosscountry mobility calculations. 

combat engineering obstacles planning from FM 5-34, and utility 

conversion routines. 

The TERRANAL program provides digital topographic support. 

The program uses digital terrain 

elevation data (DTED) Level 1 produced by the Defense Mapping Agency. Characteristics of the data 

(resolution 60 to 120 meters; accuracy 30 meters) limit capability. 

Careful analysis of all results is 

essential. 

Despite limitations, DTED Level 1 
Terrain Analysis 

'l'he >ll('ROl'lX systc.nl provide:, t<,gugraplii#.;inaiysis S<,I.soldiers 

in the ficld. The monitor displays terrain features and weather 

conditions while the printer supplies hard copy to help commanders 

plan their battlefield maneuvers. 

covers most of the northern hemisphere and offers the only digital 

database that will be widely avail. 

able for some time. Datasets used by 

the computer cover 30 minutes of 

latitude by 30 minutes of longitude, 

which correspond to four standard 

1:60,000 maps or one eighth of a 

1:250,000 JOG sheet. 

The UTED data retains its geographic coordinate base (latitude 

and longitude) on the MICROFIX. 

The computer handles the transformations to and from the UTM 

coordinates given by the user. The 

configuration of the MICROFIX 

harddiscs allows up to five datasets 

to be loaded and accessed simultaneously. The user loads additional 

data sets from VCR tape. 

TERRANAL produces five types 

of output on the color monitor that 

can be reproduced on the system's 

dot matrix printer-

* Line of sight profiles, 

Weapons/sensor masking plots, 

Color-tinted elevation maps (air 

avenues of approach), 

Slope maps (ground avenues of 

approach), 

Oblique views. 

Images generated using these 

functions can be stored on the hard 

disc and recalled to the screen for 

briefings or further analysis. 

MICROFIX is a first generation 

system that cannot meet all user 

needs. But it continues to help iden. 

tifykey areas for future development 

while providing a usable interim 

system. An ongoing partnership 

between users and developers will 

improve MICROFIX further and 

hasten theday when moreadvanced 

systems offer the combined arms 

commander more sophisticated terrain analysis capability. 

The authors integrated the 

MICROFIX V2.1 system components and deueloped the digital 

terrain mapping module for the 

Computer Graphics Laboratory of 

the Department of Geography and 

Computer Science at the U.S. 

Military Academy. 

MAJ Todd S. Bacastow, an assistant professor in the Department of 

Geography at USMA, is being reassigned in his alternatespecialtyas a 

topographic engineer with HQ 

USAREUR this fall. An infantry 

officer, he has serued as a platoon 

leader, company commander and 

staff officer with the Berlin Brigade 

and the 5th Infantry Division at 

Fort Polk. He has an M.S. in geography from Penn State and graduated from USMA in 1974. 

CPT Eugene K. Ressler is an 

assistant professor in the Department of Geography and Computer 

Science at USMA. He served as a 

olatoon leader. comoanv . " comhander and staff officer with the 

79th Engineers ir~Germany. He has 

an MS. in computer science from 

the Uniuersity of California, 

Berkeley, and graduated from 

USMA in 1978. 

MAJ Peter L. Guth is a visiting 

assistantprofessorat the University 

of Neuada, Las Vegas, and former 

assistant professor and research. 

officer in the Department of Geography and Computer Science at 

USMA. He has serued as a platoon 

leader, company commander and 

staffofficerwith the44th Engineers 

in Korea and the 34th Engineers at 

Fort Riley. He hasa Ph.D. ingeology 

from MIT,graduated from USMA in 

1975 and completed Command and 

General Staff College. 
by LTC Gary L. Groat, MAJ John E. Gillette and Dr. Victor C. Barber 

Our ability to repair runways quickly may be 

the single most important factor influencing 

the next conflict. 

A'~rfielddamageisawar stopper.The fate of entire military 

operations depends on our ability to 

make timely repairs. 

Yet, recent training tests by the 

416th Engineer Command revealed 

that much of the TOE equipment 

available to combat heavy engineer 

battalions is not ideally suited for 

runway repair. 

This costs precious time and hurts 

quality, especially if units are unfamiliar with repair techniques. 

Emergency repair is complicated 

by the fact the Army and Air 1'(wee 

share responsibility. Army equipment differs both within the Army 

family (active and reserve component) and from that available to the 

Air Force. 

Ultimately, these differences may 

make it necessary to modify existing 

procedures, techniques and doctrine. 

The regulations say the Army 

assists withemergency repairs when 

the damage exceeds the capability 

of the Air Force and makes all beyond emergency (semipermanent) 

repairs. 

The factis runway repairhas now 

become a primary combat heavy 

battalion mission. 

As air superiority grows more vital 

and runways become more vulnerable to new, moredestructive bombs, 

the Army anticipates increased reliance upon the combat heavy to 

keep runways operational during 

the initial stages of any conflict. 

Yet, OCONUS units-both Army 

and Air Force-have been slimmed 

down. Engineer assets are in short 

supply and high demand. 

Since our ability to repair runways 

quickly may be the single most 

important factor influencing the 

next conflict, the challenge is threefold: 

.To practice crater repair techniques as an integral part of any 

unit training program so soldiers 

are skilled in the application of 

techniques and familiar with the 

capabilities of their equipment, 

avoiding pitfalls that waste time. 

To evaluate the appropriateness 

of the TOE for major mission 

tasks and seek better craterrepair 

equipment. 

*To take the initiative in encouraging the joint Army/Air 

Force training essential to effectively accomplish this mission in 

wartime. A memorandum of 

agreement (April 5,1985) between 

the services provides for coordination and encourages coordinated development, fielding and 

employment of runway repair 

systems. 

We must also remember that runway repair goes beyond filling 

craters. Units should change their 

overall mission statement to stress 

"restoration of the runway or 

facility"-not just "repair of a 

crater." 

Field Tests 

The 416th Engineer Commandwhich provides civil engineering 

planning support for U.S. Central 

Command-recognized the need to 

expand airfield damage repair 

training. 

Evaluation of the engineering 

requirements for a variety of 

Southwest Asia scenarios made it 

apparent that airfield damage repair 

would be a key engineering mission 

during the early stages of any conflict. However, most engineer troops 

have only textbook knowledge of 

repair techniques. 

During the summers of 1984 and 

1985, the 961st Engineer Battalion 

tested platoon-sized units on four 

runway repair techniques. 

Two were emergency: 

Crushed stone with foreign object 

damage (FOD) cover. 

Sand grid method. 

Two were beyond emergency: 

Stone grout method. 

Concrete cap method. 

With research of new crater repair 

techniques, materials and equipment underway at both Army and 

Air Force labs, a field training program was developed for the 961st 

and 389th Engineer Battalions in 

cooperation with the Waterways 

Experiment Station and the Engineer School.The objectives were to-

* Familiarize unit personnel with 

bomb damage repair procedures. 

Test the appropriateness of the 

organic TOE equipment found in 

a typical combat heavy engineer 

battalion. 

Suggest improvements. 

To restore a minimum operating 

strip approximately 50 x 5,000 feet, 

combat heavy engineer units must 

anticipate repairing up to 20 large 

craters (>20 feet in diameter), 30 to 

50 medium craters (<20 feet in 

diameter), plus thousands of spalls 
throughout the work area. Repairs 

may have to be made in an NBC 

environment on a field littered with 

unexploded ordnance and antipersonnel bomblets. 

For realism, the 389th Engineer 

Battalion paved an unsurfaced 

runway to specifications typical of 

Southwest Asia. Then, runway demolition teamsfromthe 96lst cratered 

the surface tosimulatedamage from 

a 750-pound bomb. 

Four 20-foot-diameter craters plus 

the resultant 2 to 3 feet of debris 

provided a realistic training site. A 

750-pound bomb crater displaces 

about 400 cubic yards of debris. Even 

when all the debris is backfilled into 

the crater, nearly 150 cubic yards of 

additional fill is required to repair a 

typical crater. 

During the training, the 961st 

made seven tests using the different 

emergency and beyond emergency 

techniques. Repairs took considerably longer than anticipated. 

NATO S'TANAG 2929 sets a goal 

that emergency repairs-those 

immediately required to allow air 

missions with minimum risk to 

aircraft-be conducted within 4 

hours. 

The Army and Air Force have 

incorporated this into doctrine, but 

it remains a goal that has proved 

difficult to meet. 

It includes the time required to 

assess damage, remove unexploded 

ordnance, calculate the bestplace to 

make repairs, and haul equipment 

to the site. 

During the Air Force exercise 

SALTY DEMO, the average time 

was 1.5hours fur site reconnaissance 

and MOS selection; 5 for on-site 

repair work. 

Beyond emergency work-semipermanent restoration to nearly 

original condition-is far more time 

consuming. 

The actual time allotted is classified, but well within the capability 

of a unit like the 961st. The challenge, however, is to produce a 

quality product with the equipment 

in the current TOE. The 961st experienced critical shortfalls in 

standards of compaction and 

quality of the grout mixture. 

Lessons learned focused on-

* Problems with TOE equipment. 

Non-TOE equipment that could 

expedite repairs. 

Construction tips that save time 

and improve quality. 

TOE Equipment 

Thelimitations of TOE equipment 

made it difficult to make quality 

repairs expeditiously. Compaction 

equipment was inadequate-either 

too small or too large for the job. 

This is the most critical problem 

facing the active and reserve units 

responsible for airfield damage 

repair. 

The vibratory roller lacked mobility and maneuverability. It was difficult to get in and out of the crater 

and tended to crack undamaged 

runway edges. 

It was too large for early compaction runs and could only be used for 

final passes within 8 inches of the 

surface. 

A vibratory roller is critical when 

making semipermanent repairs 

where the entire crater must meet 

lift compaction requirements of 95%) 

CE55 for the first H- to 12-inch lift 

and 100% CE55 for the final 8 to 

12-inch lift. 

Gas-operated hand compactors, 

although easy to handle and maneuver into and out of the crater, did 

not compact backfilled debris to the 

required depth. They were extremely 

slow and exposed personnel to 

unexploded ordnance hazards. 

The 250-CFM air compressor jack 

hammer used for cutting runway 

uplift was too slow, too small and 

too dangerous-exposing personnel 

to unexploded ordnance. 

The JD410 backhoe was one of the 

most useful tools in the testextremely good for backfilling and 

material handling. But the bucket 

reach was too short for a 20-foot 

crater. A longer reach would save 

time-about 251R1-spent jockeying 

the JD410 into position. 

Pavementdrilling equipment was 

too slow for the quantity of bolt 

holes required. The electric pioneer 

trailer was the only tool available to 

drill the required %inch diameter 

holes. 

Thelow bed trailer was indispensable for moving cement bags to the 

mix sites. 

The6,000-gallonwaterdistributor 

tank unit was ideal for concrete and 

grout mixing sites. 

Front-end loaders, dump trucks, 

and D7 and D8 dozers were important parts ofthe operation. 

Non-TOE Equipment 

Two items of non-TOE equipment 

were used with mixed results. 

A gasoline operated pavement 

breaker, which is currently being 

purchased for USAF Red Horse 

(engineer) battalions, was on loan 

from Fort Belvoir. 

This equipment performs the same 

functions as the 350-CFM air 

compressor. 

The most useful attachment is a 

ll/i-inch concrete drill that drills 

eight holes, 1-inchdeep, in less than 

a minute. The concrete cutter and 

soil spade tools were much more 

portable than those on the350~CFM. 

A heavy duty electric impact drill 

for drilling bolt holes in runways 

was provided by the Corps of Engineers Waterways Experiment 

Station. The multirotary hammer 

(Model TE22) is commercially 

available. It drills ~%-inch-diameter 

holes, 8 inches deep, in 1 minute ur 

less. 

Construction Tips 

A number of opportunities to improve construction methods were 

identified: 

Crater Lip Hemoual-The D'i and 

backhoe are the fastest ways to 

remove uplifted concrete. ?'he concrete breaker on the 350-CFM compressor was extremely slow. 

Compaction and Backfill-The 

most time-consuming task is soil 

compaction. 

By improving efficiency here, the 

entire construction schedule could 

be shortened. 

Unless larger equipment becomes 

available (and the crater allows 

room to maneuver), the soil must be 

compacted in many small lifts with 

the hand compactor to assure correct 

compaction. 

The nuclear density tester is 

indispensable to rapidly verify 

compaction. Considerable emphasis 

must be placed on the need to obtain 

proper compaction as well as the 

methods of achieving it. 

Final Subbase Lift (Sand Grid)-

The crater must be filled to within 16 

to 22 inches of the surface before 
Testingin arealisticenvironment reveals thecombat heavy 'TOF: is inadequate for rapid airf'irld damage 

repair. Here, engineers from the 961st combat heavy place cement. The TOE modifications being 

considered by the Directorateof Combat Developments would overcomecurrent problems with quality, 

equipment, and time. 

inserting two levels of sand grids. 

Anything shallower produces a lift 

in the finished surface. Extra sand 

can heused to level the surfaceif the 

dehris/Sill is deeper than 16 inches. 

Don't exceed2inches aboveorbelow 

any layer of plastic grid. 

Open the grids at waist level so 

they are fully extended, then set 

them in place. While extended, fill a 

few grids by hand to anchor the 

material. Fill the remaining grids 

with the bucket loader or backhoe. 

Don't stake grids in the ground at 

one end and then attempt to extend 

them. It takes more time and equipment. A chain saw is very useful for 

cutting sand grid material to size 

before expansion. 

Final Subbase Lift (Well-Graded 

Graueli-The top layer of gravel 

(fiberglassmattingtechnique)takes 

much longer than sand grid. Unless 

it is perfectly level, dips and humps 

develop in the runway. 

When using thevibratory roller to 

compact the top layers, be careful 

not to compound the damage by 

breakingoff theedgeof theadjacent 

runway. Don't make turns on the 

patch. To be even with the runway 

surface after compaction, the crater 

shouldn't be filled more than an 

inch or two above the grade. 

Final Runway Surface (Slurry 

Cement Mix)-When concrete is 

mixed using the 16smixer, a JD410 

tractor and wheelbarrows are required. Cover the area around the 

mixer to channel the liquid into the 

craterandtoaidinaspeedycleanup 

of adjacent runway areas. 

Placing the calcium chloride over 

the grout in the crater makes it 

difficult to get a good mixture. This 

material should be added in the 

final third of the cement batch. 

Approximately 2 hours remain to 

add stone and obtain a finished 

grade after adding the calcium 

chloride. 

Use a very heavy plastic(l0 mils 

or thicker) to cover the backfill so 

sharp stones don't puncture theseal. 

Sheets 12 to 15 feet wide should be 

considered the minimum. The seams 

between plastic sheets must be 

sealed with waterproof tape. Military issue 3-inch duct tape works 

well. 

It helps to slide the slurry into the 

crater on a sheet of plywood. 

Dumping the mix into the hole is 

hard on the plastic seal and breaks 

down themix. Don't use thevibrator. 

It gets stuck easily. A screed beam 
placed from edge to edge of the 

crater helps keep a level surface. 

Matting-The bolts on thematting 

broke loose and couldn't he removed 

or tightened. The Waterways Experiment Station is working to 

correct this problem. 

The slow drilling problem was 

resolved by using larger (llA.inch) 

bolts. The larger holes provide 

greater tolerance, permitting the 

holes to be drilled before the mat 

was towed into place. A calcium 

chloride cement grout was used to 

anchor the bolts. Epoxy was not 

available for the test. 

Loose nuts and other parts were 

easily lost or separated from the 

matting. These items should be 

identified early and stored until 

needed. Having extra bolts and bolt 

cutting equipment on site would 

expedite the repair construction 

schedule. 

Conclusion 

Runways are tactical, logistical 

and mobility lifelines-primary targets for the enemy's attempt to 

cripple his opponent. To counter this 

threat, engineers must be able to 

complete quality repairs in the 

shortest possible time. 

The combat heavy battalion's airfield damage repair capability is an 

issue of ongoing interest at the 

Engineer School. 

Army Field Circular 5-104-1, 

Airfield Damage Repair, October 

1985, provides further guidance on 

approved techniques. 

The Directorate of Combat Developments is considering TOE 

modifications-reviewing prototype 

tools like an interchangeable drum 

compactor and a pavement breaker 

attachment for the Small Equipment 

Excavator (SEE)-that hold promise 

for improved efficiency and 

capability. 

Meanwhile, units must learn the 

Army's bomb-damage repair procedures and work with their Air Force 

counterparts to encourage efficient 

use of available resources. 

LTC Gary L. Groat is a staff officer 

with HQ, 416th Engineer Command 

IUSAKJ, Chicago, IL. He served in 

the Construction Directorate, Military Assistance Command Vietnam, 

and was a company commander 

with the24th Engineer Battalionin 

Germany. 

He is vice president of DeLeuw, 

Cather and Company, a consulting 

engineer firm specializing in transportation engineering. He has a 

bachelor's degree in architecture 

from the Uniuersity of Illinois, a 

master's degree in science from the 

University of Wisconsin, and is a 

graduate of CGSC. 

MAJ John E. Gillette is XO and 

manager of the airfield damage 

repair work for the 961st Engineer 

Battalion (CBT)(HVY), Milwaukee, 

WI. He has managed water-system 

construction in the Philippines for 

the 1st Civil Affairs Battalion, 

Okinawa, and was the S-3 for the 

36th Engineer Group (CBT) in 

Korea. He was also commander of 

the 517th Detachment (Terrain) in 

Germany. 

Dr. Victor C. Barber is a research 

civil engineer at the U.S. Army 

Corps of Engineers Waterways 

Experiment Station. He specializes 

in militarypauements and mine and 

countermine research and deuelop. 

ment. 

Engineer Problem 

Your platoon supports the 1 /52nd Infantry Battalion located in the base camp 

shown below. 

You are tasked to canstructThree 81 mm mortar emplacements 

Two4.2-inch mortar emplacements 

A protective wire fence around the 

camplimited tooneof thefollowing: 

A. Two belts of 4-and 2-pacedouble 

apron wire 

B. Triple standard concertina 

C. 	A combination fence with one 

belt of each type 

You have the following assets32 D-handle shovels 

2,000 U-shaped long pickets 

2.000 U-shaped short pickets 

180 reels of barbed wire 

700 rolls of concertina 

Unlimited corrugated metal 

Your work is to be done at night. and your platoon is experienced in this work. 

Time is a critical factor. 

Step 1. What type of fence will you construct and why? 

Step 2. How many man-hours are required to complete all tasks? 

REFERENCE: FM 5~34.Engineer Field Data 


Problem/So/ut,on submitled by CP7 Cralg Wons!dler and SFC Wayne A Baker. 


EOBC Tran,ng Delachmeni. Department of Combmed Arms, 

AIRLIFT BRIDGE 


TRAINING 


LESSONS 


by LTC Daniel Waldo 

Tfloat 

ralnlng for engineer assault 

. 'bridge companies under 

wartime conditions is essential, but 

all too rare. ARTEP5-64, Task 10-20, 

calls for helicopters as an integral 

part of ribbon bridge operations. V 

Corps in Germany successfully 

madecombined arms airlift bridging 

a monthly FTX for ribhon bridge 

units. 

Regular exercises allowed the 

549th Engineer Battalion toidentify 

typical problems and develop a 

systematic approach to bridging 

operations. The benefits for engineers and Chinook pilots were 

tremendous. 

Initially, Chinook 47 aircraft 

availability was a problem. But as 

airflift bridging E'TXs became a 

regular part of the monthly training 

schedule, the Chinook pilots' enthusiasm and interest grew. 

In the firstexercises only the bays 

were airlifted, but bridge boats were 

soon included. Bays and boats were 

offloaded from transporters in an 

open field where aircraft systematically picked them up and flew them 

to the river. But this proved unrealistic because it would leave all 

equipment exposed to hostile activity. Ideally, only one piece of 

equipment at a time should be 

exposed and for theshortest possible 

time. 

The engineers decided in coordination with pilotsandcrew chiefs to 

lift the bays and boats directly off 

transporters. The transporterscarrying bays and boats rigged for 

airlift-remained concealed until the 

last minute, pulling out into the 

pickup area as the helicopters 

arrived. 

Before airlift, the bay latch pin 

was inserted into the travel latch 

and the lanyard rigged up in the 

hay. When the bay was set in the 

water, the crew approached the bay 

and pulled the lanyard, releasing 

the pin and unfolding the bay. 

Correct procedures had to be used or 

the crew lost time using boat hooks 

to release the travel latches. 

The raft commander was responsible for organizing his loads in the 

sequence he wanted them liftedboats first, interior bays, then end 

bays. This was easy for the pilots 

who automatically lifted whichever 

load pulled into the pickup area. 

Peacetime safety requirements 

precluded allowing engineer divers 

to airdrop or rappel into the river to 

do their reconnaissance and recover 

the first boat. This lift was simulated, and a safety boat carrying the 

first crew was launched from the 

shore. After the first airlifted boat 

was recovered, the other crews were 

airlifted to the friendly near shore. 

Boat crews recovered airlifted 

boats, which are first in the lift 

sequence. The remaining crew recovered the bays and began raft 

construction. 

Repeated FTXs provided unexpected insiglits. Believe it or not, 

most pilots have no idea which 

direction is upstream or down. 

stream. It proved important for 

engineers to discuss with pilots 

where the rafts were to he set down. 

With raft construction ongoing at 

the crossing site center line, drops 

should be made slightly downstream 

of the center line. This avoids interference with rafts under construction if problems occur. 

It helped the pilots when one boat 

was conspicuously marked so they 

could spotit quickly and always set 

the loadupstream ofthe boat. Visual 

cues and signals provedparticularly 

important when operating under 

radio silence or when communications equipment failed. 

Pilots had a tendency to take off at 

an angle once they released their 

load. The propeller blast caused the 

bays to move and slowed down 

retrieval and construction operations. Pilots needed to be told to lift 

directly up, then maneuver away. 

This left the bay sitting still and 

easy for the crew to approach and 

retrieve. On a river like the Rhine 

where thecurrent movesat6 togfeet 

per second, itis extremely important 

how and where the crew sets down. 

Boat cabs were not airlifted or 

used because they restricted movement. In winter, water froze on the 

windshields blocking vision. Needless to say, boat crews found wet 

weather gear essential during retrieval operations. 

Airlift bridging provides excellent 

combined arms training for engineers and aviators in V Corps. The 

techniques are as realistic as peacetime safety constraints allow. The 
Cons t, 


the 


f the 

,..,." 

ets 

manes tne operatz :on 


only deviation from wartime prac~ 

tice involves launching the safety 

boat with the first boat crew. The 

549th Engineer Battalion deactivated in January 1986; however, 

airlift bridging remains an important monthly exercise for V Corps' 

ribbon bridge units and Chinook 

crews. 

ex. 


1,7'(' 1)nn~~~l Waldo is the deputy 

conz~na~~d~r for military programs 

a/ the Corps of Engineers, Los 

Angeles District. He commanded the 

549th Engineer Battalion in 

Schwetzingen, Germany, and was 

XOfor the565th Engineer Battalion 

in Karlsruhe, Germany. He has also 

served as the DEH in Garmisch. 

Germany, nndon th~sfoff~f the HQ 

USAREUR ODCSOPS. He is a 

graduate of USMA and CGSC. He 

has M.S. degrees in civil engineering 

from the University of Illinois and 

ininternational relations from Troy 

State. He is a registeredprofessional 

engineer in Virginia. 
RIVER CROSSING 

COMMAND AND CONTROL 

Figure I. 

Alpha Code and 

Tracking Symbols 

Alpha = Equ~pmentdeparts b~vouac 

slte. br~dgeclosure beg~nr 

Bravo = Epu~prnenton site and 

ooerat~onal 

Charlie = 1;afflc at ERP (unit ID, number 

of wheels and tracks). 

Delta = Beg~ncrossing. 

E ffective river crossing com~ 

mand and control requires 

accurate, timely status reports on 

crossing traffic. However, the communications assets available to 

track complex crossing operations 

are meager. 

When five bridge companies are 

calling the'TOC from five crossing 

sites, it's essential that they communicate quickly. Before deactiva~ 

tion in January 1986, the 549th 

Enginper Battalion in Schwetzingen, Germany, developed an alpha 

code reporting system that proved 

quick and effective in three FTXs 

and became standing operating 

procedure for V Corps. 

'Po move forward in the V Corps' 

rlrea of operations, most of the 8th 

Infantry ljivision and follow on 

forces cross tile Main River. The 

549th Engineer Battalion's primary 

mission in the corps'general defense 

plan was the command and control 

of river crossitiji operations. All the 

cusps' float bridge units-54lst 

1,;ngineer Company (MAU), X591st 

Civilian Support Group (KB), 814th 

I.:ngine?r Cotnpany (RB)-and both 

divisional bridging units-E/12 

(KB)and 1.;/23 (KB)-were attached 

to the 549th. 

At the 549t11, a 35-soldier HHL) 

with only limited radio assets 

handled thiscomplexcon~mandand 

control mission. During AWE& 

and WXs, the bridge companies 

verified their ability to raft, bridge, 

and cross maneuver units. However, 

the HHD's ability tosustain 24-hour 

operations was always questioned. 

A cumbersome, line item reporting 

system had to he revised to improve 

efficiency. 

Using the 549th'~procedure, an 

alpha code is applied to each 

crossing condition (Figure 1). The 

bridge units are given their basic 

mission-to have a raft or bridge 

operational at a particular crossing 

site at a specified time. The code 

becomes the basis for reporting. Ry 

adding codes, the system can be 

tailored for different needs. For 

wartime security, the code would 

change daily. 

As alpha codes arereported, each 

unit's activities are tracked on a 

large board attheT0C.Thecrossing 

force commander and crossing area 

engineer can tell at a glance: 

What units have crossed, where, 

when, and with what. 

What units arecurrently crossing. 

What unit is in the engineer 

Figure 2. CROSSING PLAN 

SITE 

(NAME 8 LOCATION) MANEUVER 

UNll EQUIPMENT I UNIT I :::: I 

Echo = End crosslng~ 

Foxtrot = Equ~prnentreturns to bvouac 

area, break brilge.

--- Water march, rnovng to new 

sle on the rver. 

+++ Maintenance and resupply at 

the rlver, not cioiing~ 

.... Crosslng trallic 

-Other 
regulating point (EKP)or en route 

fiom theEKP to the crossing site. 

The status of bridging units, 

location and current activity. 

Here 1show the alpha code works. 

The 814th Engineer Company 

receives the mission to have rafts 

operational at the Grossauheim site 

NLT 0700. Activity by the 814th is 

shown in 1"igure 2. When the unlt 

moves from its bivouac site at 0620, 

the hattalion TOC receives the 

simple message: "Alpha 0620." At 

0650, the message"Brauo 0650" tells 

theI'OC that all equipment is on site 

and operational. 

These hrief radio contacts quickly 

provide the exact status ofthe unit. 

When the 814th calls "Charlie" at 

0705, it uses the unit identifier codes 

in the CEO1 to inform the 1'OC that 

the5/68 Armor is at the EKP with 30 

tracks and 10 wheels. 

Following normal river crossing 

procedures, the EKPwill releaseraft 

loadsin the priority requested hy the 

maneuver commander. When the 

first raft load rraches the river and 

starts crossing, the unit reports, 

"Delta 0830." 

While units are crossing traffic, 

they report status every hour on the 

hour. When theX14tli reports, "0800; 

20 Tangos, 3 Whisizies," the TOC 

understands that, as of 0800, 20 

tracks and 3 wheels have crossed. 

even if radio contact is made lateat 0810 for example. 

When crossing is complete, the 

814th confirms that all traffic originally reported in the EKP has 

crossed, stating: "Echo 0830; 30 

Tangos, 10 Whiskies." 

The unit then goes into a maintenance mode awaiting further 

missions. When the 2/13 Infantry 

arrives at 0915, the 814th reports: 

"Charlie 0915." They give the CEO1 

identifier code for the 2/13 and the 

status: "25 Tangos, 5 M'hiskies." 

When the 2/13 finishes crossing, 

the 814th is told to return to the 

bivouac site. Back at bivouac, the 

unit reports "Foxtrot 1040." 

If enemy activity had compelled 

the 814th to relocate to a new 

crossing site at 0930 before the 2/13 

finished crossing, the unit would 

have called in "Ecizo 0930; relocating." At 1000, theunit would give 

its routine hourly report to update 

the TOC on the number of vehicles 

that crossed before the interruption. 

When crossing resumes at a new 

location, the 814th uses appropriate 

codes within the CEO1 to give the 

new grid ~uordinatesof the new 

crossing site so the traffic control 

points can reroute traffic. 

The use of abbreviated code systems isn't new to the Army. This 

simple system was developed to 

communicate important river 

crossing information. Engineer 

units can easily adapt and modify 

the code for their own use. 

LTC Daniel Waldo is the d~puly 

commander for military programs 

at the Corps of Engineers, Los 

Angeles District. Hrcornmandedthe 

549th Engineer Battalion in 

Schwetzinger~,Germany, and was 

XOfor thc565th ErtginerrBattalion, 

Karlsruhe, Gcrmaily. He has also 

serued as the 1)EH in Garmiscit, 

Ger~nany,andon IhcstoffuftheHQ 

USAREUR O1)CSOPS. He is a 

gradual^ o/ USMA and CGSC. Hc 

has M.S.degrees in civil engineering 

from the Ulziuersity of Illinois and 

in inter~,ationalrelations from Troy 

Stale. I-Ie is a registeredprofessiu,lal 

enginr!er in Virginia. 
Combined Arms Water Obstacle 


Training Sites 


BY LTC Floyd Elton Byrd 

Tactical scenarios that require crosslng '. the Arkansas River 

will soon enhance combined arms 

river crossing training. The Engineer School is developing scenarios 

and operation orders for brigade, 

task force, and company teams that 

can be adapted for mechanized 

infantry heavy or armor heavy 

units. They will be available to 

Active Army, National Guard and 

Army Reserve maneuver units. 

Ongoing improvements to the 

combined arms water obstacle 

training site (CAWOTS) at Fort 

Chaffee, AR, are under way. Three 

crossing sites are complete and 

another is under development. The 

extensive road network is being 

upgraded. Equipment parks and 

assembly and launch sites are also 

planned. 

The old family of bridging (Bailey, 

M4T6 and CL60) will be stored and 

maintained at the CAWOTS site so 

they are readily available. A Bailey 

bridge and a timber trestle bridge kit 

are there now. The M4T6 and CL60 

will be delivered when funds are 

available. 

Fort Chaffee-a subpost of Fort 

Sill, OK-was identified as a comb~nedarms water obstacle training 

site in 1985. A recent search of 50 

other potential CAWOTS locations 

verified that Fort Chaffeeis the best 

site available for combined arms 

training. 

Good technical and tactical fast 

water obstacletraining is offered on 

the military reservation and adjoining Corps of Engineers' property. Other advantages include: Fort 

Chaffee's central location, access to 

major road and rail networks, and 

an extensive range and training 

area. 

The Arkansas River is located 

about 2.5 kilometers north of the 

Fort Chaffee military cantonment 

area. There are numerous crossing 

sites along a 5-kilometer stretch of 

river just below Lock and Dam 13. 

Analysis of the flow data indicates 

the training site would be usable 

88Wof the time based on river access 

at a 116-meter surface elevation. 

Even at flood stage the average 

current is 2.5 meters per second 

(MPS).Duringlow water or drought, 

sufficient flow can be maintained to 

allow realistic, challenging bridging 

and rafting operations. The flow 

can be modified for short periods by 

the lockmaster at Lock and Dam 13. 

The lockmaster can also provide 

flow data and predictions. 

The actual stream varies from 183 

to 275 meters wide and 2.5 to 4.25 

meters deep. Velocity varies from 1 

to 2.5 MPS. The navigation channel 

is 75 meters wide and 3.75 meters 

deep. 

The maneuver area on the south 

bunk is 2.5 kilometers deep and 5 

kilometers wide. The north bank 

maneuver area is 1 to 2.5 kilometers 

deep and 2.5 kilometers wide. The 

maneuver room north of the 

Arkansas River precludes brigade- 
Regional Water 

Obstacle Training Sites 

Four regional water obstacle 

training sites have also been designated. They are: Fort Drum, NY; 

Port A.P. Hill, VA; Camp Ripley, 

MN; and Camp Shelby, MI. They 

offer somecomhinedarms potential, 

but primarily provide active and 

reserve component engineers: 

The non-TOE equipment necessary to practice wartime and 

ARTEP bridging tasks. 

Adequate water obstacle training 

sites at or near home stations. 

The chart summarizes the physi- Enginerrs position a bridge section at one of Fort Chaffcc's four cal characteristics for each of the 

training sites on the Arkansas River. sites. Units wishing to take advantare of CAWOTS or reeional sites 

Working against swift current, Arkansas National Guardsmen 

complete this 800-foot bridge in 36 minutes. 

size combined arms river crossings; alluvial sand. Hank conditions on 

however, smaller combined arms both the north and south shores 

crossings can be conducted. permit numerous access points. Both 

Access to both banks is through sidesarewell-drained,with thenorth 

scrub timber, undergrowth and bank somewhat higher. ~ ~ -~ 

Water Obstacle Training Sites 

Minimum Velocity Maneuver Space 

Installation Width Depth Per Second 1st Shore 2nd Shore 

Ft Drum NY 

Black Rlver ---122m .,-lorn -1-2.5m lOxl5km -1x2km 

lnd~anRiver. 46m lm ~ I 5 lOxl5km m -3x8km 

Ft A. P. Hill VA 

Lonesome Gulch Lake -122m 3m 0 6xlOkm 3x2km 

Camp Shelby MS 

Lake Janney 135m 2m -0 5x8km ---3x7km 

Ft Chaffee AR 

Arkansas River 183m 6 m ,,,2.5m 2.5xSkm -1.5x2.5km 

Engineer Lake -152m 3m -0 4x7km -2x2km 

CP Ripley MN 

M~ssisripplRiver-135m -3m -1-2.5m 6x8km -Drive thru 

only 

Miller Lake 183m -3m -0 3x5km -3x2km 

-

should contact the following site 

coordinators. 

Commander 

Fort A. P. Hill 

ATTN: ATZM-FHI (Mr. Wells) 

Building TI43 

Bowling Green. VA 22427-5000 

AV 934-8204 

AC (804) 633-8204 

Commander 

USAG Fort Chaffee 

ATTN: ATZR-ZFE (CPT Muehlberg) 

Fort Chaflee. AR 72905-5000 

AV 962-2777 

AC (501) 484-2777 

The Adjutant General 

Mississippi Army National Guard 

ATTN: MSNG-POT0 (COL Traxler) 

PO Box 5027 

Jackson. MS 39216-1027 

AV 637-6311 

AC (601) 949-6311 

The Adjutant General 

Minnesota Army National Guard 

ATTN: MNAG-POT0 (COL Forslund) 

Veterans Service Building 

St. Paul. MN 55155-2098 

AV 825-4675 

AC (612) 296-4675 

Commander 

10th Mountain Division 

ATTN: AFZS-PTS-PO-0 (Mr. Shaughnessy) 

Fort Drum. NY 13602-5000 

AV 341-6896 

AC (315) 785-6896 

LTC Floyd Elton Byrd is the 

trainingdevelopment coordinator at 

the Engineer School. He seruedpreviously as the TRADOC master 

trainer for the Leadership Assessment Program at First ROTC 

Region, Fort Bragg, NC, and as 

battalion commander of the 527th 

Engineer Battalion ICBT)(HVY). 
ENGINEER Xn 

TASKFORCE 

The brigade's counterattack-deliuered by an armor heauy task 

force with an attack helicopter troop and close air support-has 

destroyed the enemy's first-echelon motorized rifle diuision. Intelligence reports indicate that successful interdiction missions have 

delayed the second-echelon motorized rifle division for 36 hours. 

You are a recent EOBCgraduate assigned as a combat engineer 

platoon leader. Your platoon directly supports the armored task 

force whose mission is to defend in sector and destroy the lead 

motorized rifle regiment. As the task force engineer, how do you 

contribute to the success of the mission? 

I 

First, act the part of a task Communicatewiththeplatoon 

force staff officer. You must- sergeant. He, too, must fully under-

* Be ready to advise the task force stand the task force commander's 

comander and 5.3 at all times. intent and scheme ofmaneuver.The 

This requires constant radio con- platoon sergeant is out in the dirt 

tactwiththetaskfurcecommand and the dark making things 

net .---. happen-supervising, coordinating,

Speak the language of the task 

force. In other words, know the 

task force's tactical standing 

operating procedures (TACSOP). 

You can reduce radio transmission time. 

Maintain communications to 

keep higher engineer headquarters up-to-date and to pass 

along required reports. 

Use a net other than the task 

force command net to maintain 

contact with the rest of the 

- -

and reporting as obstacles are 

emplaced. 

Anticipate. Things start moving 

when brigade sends the YKAGO to 

defend. A good engineer company 

commander will already beon topof 

the situation, planning to get the 

necessary engineer equipment 

forward. 

Start by understanding the mission and assessing englneer capabilities for the task force commander's ME1'T-T analysis. Get 

with the task force S-4 and reauest 

sion analysis, he begins planning 

his scheme of maneuver. You must 

participate in the entire planning 

process to advise the task force 

commander.on an obstacle plan 

which supports his scheme of 

maneuver. First, you must understand how and where he plans to 

destroy the enemy. 

Enemy avenues ofappruach. You 

and the task force S-2 should give 

the task force commander an analysis of the enemy avenues of 

approach. You must be an expert in 

analyzing terrain-able to identify 

mobility corridors and avenues of 

approach required by company-sized 

threat units. 

The 5-2 may be responsible for 

intelligence and reconnaissance 

missions-using a reconnaissance/ 

surveillance plan to control the 

scouts and the ground surveillance 

radar. Ask him for the valuable 

information not available from a 

map reconnaissance. Then, determine possible locations for obstacles. 

Inform the commander of those 

which support his intent. 

Tentative battle positions. The 

task force commander will select 

tentative battle wositions keved on 

platoon. logistical support (Class IV and V). weapon system', planning ianges 

Coordinate with other staff Don't wait for a hard copy OPORD; and engagement areas. Obstacles 

members and company team use your initiative to start work are extremely effective in engagecommanders. immediately. ment areas, so plan accordingly. 

AssistthetaskforceS-sinwriting Understand the scheme of Mobility for company teams. You 

the engineer annex to the task maneuver. As soon as the task mustensureplannedobstaclesdon't 

force operations order. forcecommandercompletes hismis- limit the mobility of the task force. 
Lanes or gaps may be required to 

maintain mobility between battle 

positions. 

Task-organization. When task organizing your company teams-a 

key step in obstacle planning-you 

must know the locations of the 

weapon systems. 

Develop an obstacle plan. To 

begin, you must know the-

* Locations of all battle positions 

including the type of weapon 

systems in each. 

Withdrawal routes to the battle 

positions. 

Required lanesorgaps within the 

task force engagement areas. 

Counterattack routes. 

Trigger and break pointsforeach 

battle position. 

Focus on major avenues of 

approach. Reinforce terrain with 

existing obstacles. Don't forget to 

include obstacles directed by higher 

headquarters. Analyze each battle 

position, keying on the weapon 

systems located there. Plan obstacles to enhance the effectiveness 

of weapon systems at trigger and 

break points. 

Trigger points-identified by targetreferencepoints-indicate where 

initial enemy engagement will take 

place. Obstacles positioned at trigger 

points enhance the effectiveness of 

friendly fire. 

Break points-also identified by 

target reference points-identify the 

closest distanre the enemy can come 

befort! friendly forces move to new 

birttle positions. Obstacles work 

extremely well at breakpoints.They 

enhance friendly fires and gain time 

for friendly movement. 

Use reinforcing obstacles among 

existing obstacles. Prepare and execute reserve targets in accordance 

with the commander's guidance. 

Make a plan-hopefully an SOP 

item-for the clusure of these obstacles. Make full use ofobstacleson 

reverse slopes. This adds surprise 

and greatly enhances weapon system effectiveness. 

Obstacles with lanesor gapsmust 

be closed once friendly forces pull 

back. They must be manned for 

security and executed on order or as 

directed. 

The transfer of responsibility for 

target execution is a difficult mission. Pay particular attention if 

withdrawal and closure will occur in 

darkness. Recognition signals, 

guides and rehearsals are essential. 

Train this task before the fightregardless of whether you are using 

engineers, task force scouts, or 

obstacle guards to close the lane. 

The plan should create a maze 

where obstacles channelize enemy 

vehicles into other obstacles and 

engagement areas throughout the 

entire depth ofthe task force sector. 

Obstacles must create targets for 

our gunners. 

You must participate in the 

entire planning process to 

advise the task force 

commander on an obstacle 

plan which supports his 

scheme of maneuver. 

Prepare the engineer annex. 

You will assist the task force S-3in 

preparing the engineer annex to the 

operations order. You will also provide an obstacle task list and an 

obstacle overlay. The obstacle task 

list should includeThe obstacle's number, priority, 

type, and location. 

'She unit preparing the obstacle. 

The element providing security. 

The unit guarding or executing 

each obstacle. 

If Class 1V and V are in short 

supply, you should designate both 

engineer and maneuver units for 

obstacle recovery. 

Provide security. The maneuver 

commander must ensure security for 

prepared obstacles to prevent 

breaching by insurgents. You must 

ensure security for the en&' ,lneers 

who are emplacing obstacles. 

Provide direct fire. No obstacle 

should be emnlaced without careful 

coordination between theemplacing 

unit and the unit covering the 

obstacle with direct fire. There 

should be pre-positioned artillery to 

the enemy side of all obstacles. 

Ensure the fire support officer plans 

linear artillery firefor obstacles such 

as minefields and wire obstacles. 

If obstacles are repositioned 

during emplacement to improve 

direct fire coverage, ensure the loen. 

tion is corrected on the preplanned 

artillery list. 

While emplacing obstacles, you 

must know the current status of the 

obstacle plan and keep thetask force 

commander informed. Make surothe 

required minefield reports (DA Form 

1355)are forwarded to the task force 

S-3. 

Get a time sequence. The task 

force S-3should give you a sequence 

for planning the engineer effort. He 

should give a NLT time to complete 

obstacles beforea certain phase line 

and a final location for all engineer 

assets. 

Assess your resources. When 

determining how many obstacles to 

emplace, consider available manpower, earthmoving equipment and 

logistics support. 

Manpower. An engineer isn't 

needed to drive a picket or emplace 

an M2l landmine. Infantry, armor, 

clerks, cooks, mechanics, and others 

can augment the engineers. Once 

you determine the number of manhours available, calculate how much 

can be done. 

Earthmouing equipment. Blade 

hours dictate how many countermobility, survivability and mobility 

missions can be accomplished. Iledicate earthmoving equipment - - to

digging survivability positions and 

providing mobility in and between 

positions. 

Don't let dozers sit idle while 

maneuver commanders reconnoiter 

and decide on exact fighting positions for every vehicle. Use earthmoving equipment to begin coun~ 

termobility missionsuntil maneuver 

units are prepared to dig in. 

Yuu must schedule the use of each 

piece of earthmoving equipment and 

stick to it. In the eneineer annex. ,, 

show what time and how long each 

unit will have the earthmoving 

equipment. Dozers refuel often, so 

have fuel close by. 

Logistics support. The task force 

commander will want an accurate 

estimate of obstacle material available for the defense. Get together 

with theS-4. You must considerboth 

the amount of Class IV and V on 

hand and the amount available 

through logistics channels. A standardized obstacle package-part of 

the TACSOP-can assist in requesting barrier material. 

Limitcd transportation assets are 

another problem. The task force is 

responsible to transport obstacle 
material. The task force commander 

must use his transportation assets 

according to what is mostimportant 

to his scheme of maneuver. You 

must closely monitor movementand 

delivery. Material lost or in the 

wrong place won't win the battle. 

Have priorities. Higher headquarters will designate mission 

priorities-generally countermobiiity, survivability andmobility in th~ 

defense. However, the task force 

commander must establish his own 

priorities within each mission. 

Countermobility. The task force 

commander will give a priority to 

each obstacle according to its im~ 

portance in his scheme of maneuver. 

You use these priorities to determine 

when obstacles are emplaced. 

Sl'ruil~ahiiity. The task forcecommander will assign a priority to 

each survivability mission by either 

company teamsector, battle position 

or weapon system. The sequence is 

left up to the task force commander, 

but he must tell you what survivability missions are most critical to 

his scheme of maneuver. 

Mobility. In the defense, mobility 

missions are limited to improving 

routes between fighting positions 

and maintaining the supply route. 

Use minimum effort unless your 

platoon has been significantly augmented by other engineer units or if 

mobility improvement is critical. 

Plan FASCAM. Ensure the task 

force commander specifies where he 

wantsFASCAM planned. FASCAM 

can be used to reinforce other obstacles on counterattack routes and 

cover lateral avenues of approach. 

You must be familiar with the employment of all FASCAM. 

The task force engineer can make 

or break the combat engineers' - effectiveness as combat multipliers. 

With experience and thesupport of a 

tactically proficient platoon ser-

. 

aeant. vou will ~rovide the task force .- commander with a solid obstacle 

plan and pave the way for success 

on the defense. 

CPTGregoryR. Wine commanded 

Company C, 17ih Engineer Battalion, 2nd Armored Division, at 

Fort Hood, TX. He graduated from 

the U.S. Military Academy and the 

Armored Officers Advanced Course. 

He is now a professor of military 

science assigned to the cadet cam. 

mand at the University of Florida. 

Letters to the Editor 


E-FORCE- What Impact om UISLUMT 

Obxtarle Be an6 Use 

Similar Sysi 

I found your apnrlg oo tshuc LO ut 

most interestmy a* dld the German 

officers 1 an, stationed with at the 

German Tatt~cs Center I would lik 

to comment on two art~cles whlch 

appeared in that issue. 

"E-FORCE" by MG Richard S. 

Kern, MAJ J. Richard (:apka and 

MAJ Houng Y. Soo. 

MG Kem's opening remarks 

"cleared the way" for this article. As 

the U.S. action officer at the 

German Tactics Center and deeply 

involved in preparing Lactical map 

exercises for the Rundeswehr, I have 

gained new appreciation for the 

combat multiplier value of 

is an excell 


alternative tt 3 today's ur 


My concen n, however, 1s rnar rnej 
 "..c. ..;.,.. A<+ was little dis, un-....r ,,, .he loristics 

and maintenance impac ,ton the 

1)ISCOM. 

h:-FOILCE would be n: 

system, a division, and i. .-... ... impact on the entire system should 

be addressed. I would like tu see a 

follow-an article that discusses whh. 

imoact and chanees such an 

engineer structure wouh 3 have upor 

the DISCOM. 

"Personal Viewpoints 

Obstacies-Engineers a 

Maneuver Farces Need Lommon 

erms." 

CPT Raehlre makes n 

,r propcrly ;nnd hneflg 

A,
 xnmunicat~ngme cummanner s 

>tent, something the I+ undeswehr 

!arned a long time ago and still 

oes very well today. 

He offers two terms wlrazr uzx tr 

sufficient to describe a concept that 

certainlv deserves a more adequate 

response than MAJ Marubhio 

provided. Tho task force,'battalion 

commander needs flenlt,111ty to 

shape the b,lttlefield bas jed upon 

MET15.'-T and w~thin the context of 

the commander's intent. 

MAJ Maruhbio's second' polnt 

deals with the "unconst rlcted 

engineer estimate" that 1s based 

uuon the "vhv~i~al . . ~llott ',rip, of , . 7 5 , anticipated individual ousruc~es. 

IS the Army is serious about 

lission-type orders and the intent 

uch orders, then higher 

eadquarters have no need to be 

ancerned with plotting individual 

nticipated obstacles. 

Higher headquarters 8 only need tc 

now what the subordir. ,*,a-.
 .... esource requirements are, relying 

pon the judgment of subordinates 

.a accurately request what they 

require to accomplish their assigned 

lission willli~~ the para 


laced upon them. 


MAJ Marubbm's fina 


maneuver commanders 


int.erestea In inalvlaual ODstacles is 

very valid for anything but a fast 

paced, dynamic battleficl d of' 

tomorrow. or todav. 

The maneuver commander is 

intrrestcd in where he has mobility 

for his force nnd where the enemy is 

fared with reduced mobility, 

channelization and separation. The 

aneuver conrmander's engineer 

ould be con, cerned with individual 

stacles. 

'PT.Raahn2's proposal appears to 

provide information to the comander 

much fa~terand more clearly. His 

proposal also foliou~s more closely 

cumented. I personally hope that 

"I' Baehrr's proposal is given a 

tter conside-~-"-~- 

LTC Cary r l3ridge.s 

CGSC Liaia:on Officer cormnn ?irtir.. P".,+nr 

hor's Note: E-FC nalntenance 


mml ,ha, ig forward
 rnrnr 

over-the DISCOM 8s ullreiourcea lo piovlae 

port 

IRCE adds 30 marnlenlnce soldleii to the dlvisicP. 

lioving from CO! :COM I20 each FSB: 10to MSB). Now 

341 parts and mschanlcs to SUPPI,il the engineer 

"c,> 0 

SUP Dly/ttan~~~rtallon Increases bv 

COB 


ENG 
Bring Ohxtacle~ UoctrineInLine 

With AirI,and Raffle 

In reference to yuur "l'oint:' 

Counterpoint" in thv spring 1Hfili 

issue, CPT Bitehre is clcarly on the 

right track. A similar system was 

proposed by MAJ Faslilhrnd and 

MAJ Graves in the l.'ebruary 1986 

Miiilarx Hcuiete. 

l'he key here is the dicference 

between data and inform;rtiun. l'he 

division commander and his 

principal engineer advisor simply 

cannot absorb all ofthe data 

represented by th~ barrier werlny as 

usrd in most units. 

He needs information such as 

"l'his aoose err (obstacl~ zone) is ~ -- ~. 

is'%&complete and will be finished 

NI.1' 2400 hours." 'l'he task force 

commander, on the other hand. 

wants to know about individual 

road craters and point minelielrls. 

It is the brigade engineers job to 

aartreputt: the data into inft,rmation .. .. 

for the division engineers use. 

Should datn on a particular obstacle 

be of interest, it can be retrieved: but 

E-POKC%'-Don't Forget the 

Guard and Keserue 

I read with great interest 

&FORCE by M(; Ksm, MAJ Capka 

and MAJ Soo. It would appetir that 

E-FORCE as described can now 

support the maneuver commander's 

combat engineer requirements. 

The increase of the division's 

organic combat engineer battalions 

is not a new concept. It was 

discussed extensively in the late 

1970s. There were too many 

nonbe-lievers at that time. . . too 

many senior engineer officers who 

felt WWIl command and control 

doctrine would suffice and a can-do 

attitude would overcome the obvious 

weaknesses. 

While it was not stated precisely, I 

assume the division engineer is a 

colonel and in esaence a 

group/brigade commander. That 

seems implied by the statement, 

"The division engineer orchestrates 

the engineer effort throughout the 

transmitting all data on all 

obstacles to the hattalion TOC only 

serves to collapse the radio nets. 

MAJ Marubbio's aontczntinn that 

the obstacle plan should grow from 

the bottom up is wrong and would 

prevent the effective use of Airl.and 

Battle doctrine. 

'Thc division commander decides 

how he wants to fight the division 

and prescribes the schzmr of 

maneuver. The last thing he needs is 

to have a battalion commander 

"shape the battlefield.' and close oil 

a major counterattack route. 

'The commanding general can 

prc\.ent this by designating obstacle 

zones wherein his subordinates are 

free to use their initiative without 

furthrr guidance, and outside of 

which they are Lorbidden to emplace 

obstaclcs without specific 

permission. 

Ta the extrnt that maneuver 

comm~nderscirn he p~rsuadrdto 

develop a scheme ol'mimtsuver 

division area." I must illso assume 

the E~FOKCE concept has not yet 

been blessed by TKAUOC or HQl)A. 

E-FORCE as envisioned in the 

article seems to address only the 10 

heavy divisions in the Active Army. 

Let's not forget the Reserve 

Components. For example, there are 

4 heavy divisions in the National 

Guard. In addition, there are 6 

separate heavy brigades in the 

National Guard and Army Reserve 

whose requirements and mission 

must be considered as the force 

structure is developed and 

implemented. These are not 

roundout brigades. 

quipp ping-and training E-FORCE 

will be a challenge. At least 26 new 

division engineer battalions must be 

formed, and the 13 existing heavy 

division engineer battalions must be 

modified. With over 70'111 ofthe Army 

engineers serving in the Reserve 

rathrr than asking that the 

engineers crcatc an "impenctral~lc 

barrier systcrn," thc use ot'nbstacle 

zones and belts can streamline the 

engineer's job. If the mancuvcr 

commander plans the battle and the 

engineer plans the abstarlcs so that 

there is nu need to maneuver 

through the belts, then the engineers 

ran go at fill spccd executing the 

taraets as they are ready r;ithc?r 

than going through the target turnaver process. 

P'rom my ~lerspcctivr . as a division ~ 

engineer, 1 see nothing but 

~dvantngrsto bringinp obstacle 

dactrinc into line with~ir~and 

Battle. 

Components, E-FORCE is certain to 

affect the National Guard and Army 

Reserve. They must be involved in 

planning from the start. 

E-FORCE is the way to go. If 

adopted, it will he a major step in 

closing the credibility gap with the 

maneuver commanders. 

COL /HIJamrs B. Fleming 

AHNG Ad~:isoito the 

Enairleer School 1977~79 

Armors hare C ICRCi ra or . . TI!:, 1or.r 

:3:, r; I?:l -?a, 'l. <*n :t "<:I??",I 4 &RhG 

.?. 1. 8 5=03ra:e ?..a,. -.>o::. a<, ,+an,, ,.?!",! 

I?., roc -CDI ~ii r er;,? 3, CG 'HADOS lo lakz m HQIJA 

I *';I? , irs: .r rn: Cn,d ARhL A,!C LISII,II nnc 

concur ~n the cancepl 
- - 

- Letters to the Editor

1 I 

E-FORCE, Let's Do It! 

'Tlie E-FORCE article in the 

spring 1YHti EIVGIN&EI~magazine 

outlines a structure that is lung 

overdue for those i~fus attempting to 

support the combined arms team un 

the Airl,and battlefield. 

My experience during 

KBFOH(;EK 1985wol.king on the 

4th Infantry 1)ivision (Mechanized) 

staff and two rotations at the 

Kationall'raining (:enter as a 

company commander suppurling the 

Ict Brigade, 4th Inf'initry Ilivision 

(Mechanized), Sully supports the ~ -

points made in th~s article. 

On exercises like REI.'ORGEK, thc 

division combat engineer battalion 

is augmented with a cilrps combat 

battalion and an engineer gmup 

headquarters. This provides more 

engineers: however, this ad liuc 

organization hinders mission 

aeromplishment. 

Con~mai~dand cuntrol, 

cummunicatiuns, maintenance, and 

logistics are dysfunrtiunal from the 

start. Valuable time and efficiency 

of'cnginerr cffort are lost during the 

initial attrmllt to task organize this 

patched together support packnge. 

The current Army "warfight" 

doctrine demands that we train as 

we shall go to war. Even on major 

exercises such as KI';I~OKGBIl, tht, 

tu~weeks of field training cannot 

overcame tlrc inherent problems 

associated with the current enginec~ 

organization. 

'Thesc problems become painfully 

obvious at the Natior~al'l'raining 

Center. l'lre battlefield demands 

that engineers must prepare the 

terrain in a realistic manner. In this 

environment, the task force 

Obstacle Zones and Belts Work; 

Current Doctrine Does Not 

The system of obstacle zones and 

belts proposed by CPT Michael 

Baehre in the Spring '86 issue of 

ENGINEER is the same as one 

descrihed by MAJ David Fastahend 

and mc in "Maneuver. 

Synchronization. and Obstacle 

Operations" in the February '86 

Mil~teryKEU~~LL*. The similarity is 

no doubt due to the common 

experience of Cl'T Haehre and my 

co-author in the ;id Infantry 

3ivision (Mj. 

In his reply, MAJ Arthur 

Maruhliiu ofthe Engincer School 

commander constantly demands 

niure engineer asscts. 

'To provide these assets, riiy 

company was augmented by a 

company(-) from a combat heavy 

battalion which performed the role 

of the corps rumbat campany. The 

hravy engineer equipment and 

manpuwer were certainly a welcome 

addition to the en~ineer support 

package However, the i:ommand 

and control, communications, 

maintrnance, and logistics problrms 

reduced the efficiency of this 

urganization. 

'Thc command and control 

problnn~s focus on the task force 

engincer The engineer platooii 

leader is overwhelmed by his 

numerous responsibilities. Ta 

minimize the problems that even the 

best lieutenant cannot overcome, I 

assumed the rule ofthe task force 

engineer during two rotations at 

NI'C. This solved most of' the 

problrms for one task force. 

I-lowever, this created more 

problems fur the second task force. 

The decision of who should be the 

second task Sorce engineer is then a 

to~s~up between the normally 

ussociat~dengineer platoon leaderfrequently inexgcrienced and trymg 

tu run his platoon-and the second 

company commander-who has a 

company staff and more experience, 

but is a stranger to the task force. 

I'urther, the corps combat 

company is poorly equipped to 

survive while in support of the Srunt ~ -

line task force. Two enginrer 

companies from different battaliuns 

supporting two task forces may 

"work" at NTC. Even with these 

admits that such systniis are ~Steil 

mentioned in the field. Indeed they 

are! 

1 iiiivc personally observed their 

use by the 8th 1niantr)r Uivision (M), 

the :id Armored Ijivision, and thc 

1:iOth Kngineer Brigade, as well as 

the :3d InJantry 1)ivisiun. 'These 

units, and probably others, use zone 

and belt systems because they work, 

whereas the current doctrinal 

systen~does nut. 

MAJ Pastabend and 1 call our 

versic~nan A~rl.and Battle i,bstacir 

concept brciiusc it suppurts the 

problems, however, it is not thc 

appropriate AirI.and battlefield 

solution. 

The battlefield solution is the 

E~FOKCE. 

The experience ui our companies 

at NTC demonstrates that only a 

combat engineer company can 

provide the mobility, 

rounter~nobilitq and survivability 

required by a maneuver task force. 

The comuanv . . commander has the 

experience to properly advise the 

task force conlander and the assets 

to fully perform his mobility, 

coui~termuhility and survivability 

missiuns. Platoon leaders ran learn 

to lead their platoons and start to 

experience the complexity uS 

supporting the combined arms team 

on the battlefield. 

That makes sense; let's do it! 

Of course it is simple to draw the 

charts and outline the organization, 

but it is quite difficult to breach the 

barriers to implement the E~FOHCE. 

'These barriers must be lrreached 

because engineers in the field 

cannot overcome the problems 

without s rhange in structure. 

The E~FORCE structurr is what is 

needed; it will solve the prublems. 

We have the responsibility to 

provide quality engineer support on 

the battlefield, hut our curwnt 

organization is not thc answer. 

Thc E-FORCE is the organization 

that will zillow- us to live up to our 

motto of "Essayons!" 

CPTBruce A. fink 

Commander, Con~panyA 

4th Engineer Batfal~ori 

Fort Cersor~,CO 

latest Army mancuver doctrine. 'The 

objecti<>nsposed by MAJ Mnrubbiu 

can all hr turned tu arguments in its 

lavot.. 

First, he states that division arrd 

brigade dosignation of obstacle 

zonrs restricts the flexibility 01the 

battaliun task furce conim;inder. 

'Thiit's the main purpuse! 

AirLand Battle doctrine fucuses 

on the enemy rather than on the 

terrain. I)efensive operations should 

attempt to seize thc initiative anit 

attack. Sector assignmcnts are 

likely to change. 
Very liberal designation of belts 

and zones could ease restrictions. 

but if the division commander 

intends ln shift tu the ofttnsive, his 

pianners must facilitatz maneuver 

by restricting subordinate obslacle 

cfirts to designated areas. 

Current systrnls oiresewed lanes, 

targct tornorcr, and breaching 

11.icndly obstacles are ton 

cumbersome and too slow. 

Givr thr b;tttalion task force 

commnnder fleedam within 

assigncd hclls. But keep potential 

maneuver areas open-to be closed 

\\.it11 dyn;rmic obstaclcs ii'necessary. 

The second nbjectiun is that thr 

uriccmstraint:d engineer estimate 

nus st br I,iise(l on detailed plntting of' 

ind~virluiil <,l,stnvles nciminaterl by 

suhordinalc units. l'lci~sc, nri! .,

1 he wm. will nut wail the tht.et. 

days it takes to pcrfo~.m this 

exhaustive rrconnaiss:mce, 

plmining, and cuordinntiun efli~rt. 

Furthennore, why should oat 

subordinate unit be i.rwal.<lnd with 

more engineer resources jusl bcct~use 

it pians more obstaclcs? 

FM 1I)U-5 empliasizcs thc 

importance of speed in detensi\,e 

preparations. I interprrt this to 

mean that a division will be lucky to 

have 24 hours to prepat-e. 

Let me summarize thc al.gumeni 

plosentrd in our Mililars Huoir.w 

article: Oivision and brigade 

planners must allocate units and 

matpriel based on the commanders 

scheme plus their knowledge oithe 

threat ilnd tcrrein so that orders, 

munitions and engineer units arrive 

in time to prepare the battlel'icld. 

With reason, MAJ blarubbio asks, 

"I-low call the d~vision and brigadr 

pl;innrrs reqorst and allocate 

resources hased on the general 

drfinitii>n c~fxones ant1 belts'!? 

In i,?rlel. to lrc timtly, the 

iillocatit,n ~~funita i~nd supplies will

hiivt, to bc, made un the basis 01 the 

enginc,er slafiofficcr's rstimat~s. 

Currently, such estimates ar* uer 

haid tu mnke. l'hr Nnrineer School 

could help by developing pli~nntng 

Ilr:tr,rs for deter~uining v,,op. 

equipment, fuel. and munitions 

resourcss required to achieve 

different levels of obstacle effect in 

YU~~I)UStypes of terrain. 


The standard obstacle concept 


should he rufined and generalized tcl 

predict supply consumption and 

work rates fr,r cr,mmittctl enginerr 

plato<,ns, companies, arid battalions. 

'l'hia surtuf"push" system is how 

munitions arc providrd tu most of 

the Army's wcnpons systems. 

Thi. current method of trying to 

manage biir>.ier munitions by 

"demtind" film tht. rrlunct lwei is an 

anomiily which fl.ustr;atr.s r.nginrt.rs 

and logisticii~ns alike. 

My expcricncc as n l,rigndr, and 

assistant division engineer dues not 

support MAJ Marubhio'~ next 

assertion that maneuver 

commanders at all levels are 

interested in the status ofindividunl 

obstacles. 

As CI'T Baehre points out, a 

system of belts and zonesdous not 

preclude tracking rrrtain keg 

individual obstacles. But wh:tt the 

maneuvvr commandt.r wants most is 

to know the ouel.all status 01 the 

prrpnrntian oftlie lbattlcfirld and 

the cuuntermohility rftect to br 

expected. 

tle can't make any spnsr of'a lung 

uhstacle status list or a jumlilrd 

ovcrlay. anrl the engineers can't 

provide such detailed inS,~rmation 

on a real timu basis without an 

Not Much Has Changed 

Since Kipling's Day 

1 was most intrigued, as a retired 

rapper, to see the article in the latest 

ENGINEEX on the sapper, page 19. 

I thaught it !night amuse you to 

see Kipling's definition as applied to 

Kayai Engineers. 1 got my copy from 

the Library of Congress. 

It strikes me that not much has 

changed since Kipling's day. 

COL (XI BI.~,LS. h'md 

Fairry Er~pr,re~rin.g 

Editor's Note: Hece are rollle exceipta lroiri Ktplillgs 

paem SAPPER 

When the Waters were drled an' tile Eartlr did 

appear. 

("Ks all one." says the Sapper]. 

Tlle Lord He created the Englleer, 

Her Malesly's Royal Engneer, 

W~th the rank and pay oi a Sapper! 

When the Flood corne along lor an extra monsoon, 

'T was Noah constructed the flrsl pontoon 

To the plans ol Her Majesty's Royal Engneer. 

W~ththe rank and pay oi a Sappei! 

inefficient and dangcn,us 

overcommitment ul'cornrnand, 

control, and communications asscts, 

Uctailcd obstacle data-inclutliny 

minefield recording forms-need to 

be kept. But it is sufficient to 

compile had copies and ibl-ward 

them every 12 hours or on the 

ucrasion of sector transfr. 

In his "Clear the Way" column. 

IMG Rem says that our cquipmcnt 

and force structure often lead others 

to view the engineers as 

cuml~ersomeand deliberate. 

We are also slowed by antiyuatcd 

vbstacle planninl: . doctrine. Busv 

units take tlic time and eff'urt tu 

(1t.velov thcir own methods onis 

when doctrinal solutions prove 

inadequate. 

The Airland Battle obstacle 

conccpl is more than a graphical 

luchniquc: it is u romplpte planning 

systism attcnlpling to mcrt the needs 

of today'a engincrrs and 

<:ommtinders. 

1 chetlvog~, the I<nginerr School to 

rrcognizt, thi!t ;ipro1,Iem exists irnd 

LO help sol\-<! it. 

MAJ Knlpi, H. (.;mucs 

llrporft~teitlu/'t',,gi,>ecnng 

Unitpd Stores illil,tnry Acodeni.~ 

For ever smce then, 11a war tliey would wage. 

Behold us a~shlnin' on history's pageF~rst page lor Her Malesty's Royal Eng~neer, 

W~th the rank and pay 01 a Sapper! 

,: * * ::<. 

They sent us n liont with a lure a,!' a mne 

To blow up the gates tliat are rushed by the Lne 

But bent by Her Majesty's Royal Eiigneer. 

Wth the rank and pay oi a Sappel! 

They sent us belind wtl! a p~ckan' a spade 

To dg for the guns oi a bullock-brigade 

Wlich has asked ior Her Majesty's Royal 

Engneer. 

With the rank and pay oi a Sapper! :,::a * 

Now the L~ne's but a man with a gun in hts hand. 

An' Cavalry's only what horses can stand. 

Wlien helped by Her Malesly's Royal Engineer. 

W~ththe rank and pay of a Sapper! 

Art~llery moves by the leave 0' the ground, 

But we are tlle men that do somelhlng all round. 

For we are Her Malesty's Royal Cng~neer, 

Wlth tile rank and pay of a Sapper! a**,:* 9, * *; 
should take care of the sick. He 

should take an interest in personal 

events such as marriages, deaths, 

accidents, or illness. The duty roster 

of the company should beimpartial 

and fair. It should not be left to a 

clerk to decide who has weekend 

duty. 

The first sergeant must personally 

look after his men when they have 

*'. outdoor duty or are on exercises. 

,') 1)ay and night, under any weather 

?. v., a conditions, he must ensure a steady "*,., supply of food,hot or cold beverages, 

and other necessities, particularly 

to those on isolated posts. 

His soldiers must feel that, althoueh thev are alone at an obstacle ,, or outuost, the f~rstsergeant is 

Brigadier General Roland H. Zedler, co&&n$ant of 

the German Engineer School and Army Technical 

School for Structural Engineering, made the following 

observations at a Dining In of the 7th Combined Arms 

Training Center First Sergeants Course, November 

1985. 

lnce 1have been assigned to the s'Eng~neerSchool in Munich, I 

have been happy to see the very 

close and friendly relations which 

exist between the American NCOs 

of the U.S. garrison in Munich and 

the NCOs of the German Engineer 

School. This is impurtant since we 

would he highly dependent on one 

another in the event of war. The 

bctter we understand one another, 

the better we will be able to accomplish our missiun. 

Both of our armies have an old 

expression: "The NCO is the backbone of the Army." I am convinred 

this is true, but what does it really 

mean? The backbone gives the body 

bearing, strength and a sclf~ 

confident appearance. The same 

is true of the NCO. He gives the 

Army bearing, strength and self 

confidence. Without a backbone, the 

body is limp. Without NCOs, an 

army is unstable-lacking the 

necessary broad-bi~sedstrength and 

technical know-how. 

The position occupied by the first 

sergeant within the Army is special. 

In the German Armv there is an old. 

is, in fact, like a mother to his troops. 

Without him, nothing functions. 

However, he often is not praised, 

promoted, heeded, or recognized 

commensurizte with his importance. 

Let me now offer some funrlamental thoughts about the f'irst 

sergeant in the 1980s: 

He cannot be desk-bound. 

He must be concerned about all 

suldiers entrusted to him.. . go to 

them . . . talk to them . . . and, 

particularly during exercises, he 

must live with them. 

He should be the mediator between the NCOs and the troops. 

Heis the doorway to the company 

cummiinder and commits a grave 

sin when he shuts off the company commander from his sol^ 

diers for bureaucratic reasons; 

exactly theopposite isexpected of 

hlm. 

.Moreover, he should be the 

guardian of his men, preventing 

them from doinp anvthina 

stupid-a fatherly friend who 

points them in the right direction 

in life. 

affectionate nickname for him: What does this mean'? The first 

hlutterder Kompaniewhich literally sergeant should ask his soldiers 

means mother of the company. He about their troubles and worries. He 

thinking uf them and will take care 

of them. Like a real muther. he 

always knows where to find his unit 

or subelement. Whether his snldiers 

are away on temporary duty or 

hospitalized, the first sergeant keeps 

track of everyone. A mother always 

knows where her children are, 

leaving none to their own fate. 

'I'he first sergeant is expected to 

take care of those soldiers living in 

th~barracks, even after duty hours, 

on weekends, and on holidays. He 

must be concerned about living 

conditions. Quarters inspektions at 

exjery opportunity and irregular 

times are expected. During these 

visits, he should keep an eye on the 

quiet soldiers in particular; they are 

often the ones confronted with 

problems. 

A good first sergeant is openminded to soldiers' troubles, 

esprciaily to thoseofyoung soldiers. 

This is more important now than in 

the past because many families no 

longer providethenecessary suppurt 

to yuung people. In many cases, life 

in these families is disturbed. An 

alert firstsergeantcan resolve many 

problems before they create discipline problems. Healso tries tospeak 

the language of the younger 

generation. 

Sometimes this builds bridges of 

understanding. Often the first sergeant can gain access to a soldier's 

thoughts by asking about his occupational background and friends. 

He must look into the faces of his 

men. There he will see the first 
indications of trouble and worry. 

The suicide notes of many soldiers 

who took their own lives describe 

feelings of being left alone. Likewise, 

he may recognize the first signs of 

drug abuse in the expression on a 

soldier's face. 

Usually the first sergeant is also 

the oldest NCO inthe unit. He must 

be the leader of and set the example 

for the NCO corps-even in 

changing tim'es. He must strive to 

keep the NCO corps togetherdespite the current trend to drift 

apart. It may he helpful to integrate 

the wives and fiancees into off duty 

events. He should school young 

NCOs insocial manners so they feel 

securein their military environment 

. . . and share the valuable tips and 

guidance he has gleaned in his 

career. 

The first commandment for the 

first sergeant is neuer tire. Despite 

the rigorous routine and the endless 

stream of new faces, he must never 

lose heart and always beprepared to 

start over again. He must create a 

balance between administrative 

work and training his soldiers. A 

first sergeant who is devoured by 

paperwork is an NCO in the wrong 

position. Above all, a good first 

sergeant is dedicated to his occupation. Itis not sufficient to consider 

his mission just a job. 

Of course, the first sergeant must 

be physically fit. How could he 

otherwise meet the demands of his 

profession? How could he otherwise 

keep pace with his youngsoldiers?A 

firstsergeant whosemenregard him 

as grandpa - will never have access to 

them. 

Finally, a good first sergeant has 

a keen eye for detail . . . for cleanliness, order and punctuality. This 

applies particularly to the NCOs 

under his charge. 

Clearly, theroleoffirstsergeant is 

demanding. Only the best NCOs are 

called to fill it. All who are chosen 

for this professionally rewarding 

assignment should say, "I am proud 

to be a first sergeant." 

Brigadier General Roland H. 

Zedler, now commandant of the 

Engineer School and Army Technical School for Structural Engineering (Pionierschule und 

Fachschule des Heeres fuer ment. Heis the author of numerous 

Bautechnik) was deputycommander military publications dealing with 

ofthe6thArmoredlnfantryDiuision command and control, including 

and commander of the Divisional "Command and Control Systems of 

Troops before his current assign- the Bundeswehr." 

Q. What are recent changes in engineer organizations? 

A. The engineer combat battalion (heavy) has been reclassifled to a 

Category II unit. This opens the entire battalion to women. The maintenance company and the headquarterscompany have beenconsolidated 

into a headquarters and support company. 

The S-1 sectionsof thecorpsmechanizedand corps wheeledbartalions 

are being standardized with theS-1 sections of other engineer units. Two 

reconnaissance sections are being deleted, and the medical section is 

being reduced. The line companies remaln unchanged. 

Diving assets are being removed from all engineer TOES and consolidated into diving detachments. 

Topographic assets are being removed from the topographic battalion. 

Modular teamsare being formed by functional area and will be resourced 

as each MACOM determines necessity. 

Quarry assets are being formed into modular teams and are being 

removed from all engineer TOES. Each MACOM w~ll resource the 

requirements. 

Q. How doweinstall anAN/GRC-160radioontheM929dumptruck? 

A. The recommended method istoorder the general purpose kit MK1454 

(NSN 5820-00-351-3003). See SB 11-131, Vehicular Radio Sets and 

Authorizedlnstallafions, for more information. 

Q. Can Bangalores defeat all known single-impulse antipersonnel 

mines and will they defeat any known antitank mines? 

A. Bangalores will not defeat the Soviet PFM-1 antipersonnel mines and 

are not recommended to breach mineflelds containing antitank mines. 

Q. What is required to conduct a river reconnaissance? 

A. The commander dictates what information he wants about the river. 

Typical requests includeHasty route reconnaissance -Subordinate unit will turn in a DA Form 

1711-R and an overlay identifying water features. The commander may 

request other reconnaissance formson specific water features. but time is 

a factor. 

Deliberate route reconnaissance -Subordinate unit should have time 

to conduct a thorough reconnaissance of the area. The unit will turn in a 

reconnaissance report (DA Form 1251 or 1252) on each ford or ferry. 

Engineer reconnaissance- Subordinate unit will conduct a reconnaissance for water points or possible water points. The unit can record 

several water points on DA Form 171 1-8. 

Q. How can Iget the Combat Engineer Game? 

A. The Combat Engineer Game (GTA 5-14-1) is available from training 

audiovisual support centers (TASCs) located at most installations. 

Do you have problems, questions or comments relating to engineer 

doctrine, training, organizat~on,or equipment? Call the Engineer Hotline. 

You'll receive a reply within 3 to 15 days. 

The Hotline telephone number is (703) 664-3646; WATTS 800.336- 

3095. extension 3646; or AV 354-3646. 
Engineer Battlefield Layout 

DIVISION/CORPS REAR AREA BRIGADE FORWARD AREA 

COUNlERMOBILIIY SURVIVABILIIY GtNERAL tNGINEERIN0 COUNTERMOBILITY SURVlVABllllI 

iitPLiitl liitltlll 11IwuA116tn PllDIICIIVLIMPL*C~YIII AllAYAHAblCOIIROL ASSlUlllOLiBLIkllBIPCn COIB*IDIYOLIIIO~I II6MIIXC POllllONI 

LOClMlt HilllillHIt COU#7ERO@SThCLE 111111HKollCH13 PlOllCllYl LlPUCL*LII 

101 Biil"O*C I"Cii11 iilOViil01 A~~~"L,B~,OCtNC U,"EF,E,OS IltO*C s**i silts*ll*l0" 

*OB!lllYBillOO*P n,"c,"c",5 POYilClll,Ci liilimliti 0l"ll"BItliClII DICOllO* 

RCZ/COMMZ BRIGADE/DIVISION REAR AREA 

COUNIERMOBILII'I SURVIVABILIIY GtNERUL ENGINEERING COUNltRAOBILIl'I SURVIVABILITI GENtRAL ENOlNEtRlNG 

LOClYIiBiiDiLb 1151R11 1MWL1I PmlrcIIYI kIPIAtt*ili lDilPsOO RtPbiR tt?liiCl liilULl mBIIIICL IRlillRli8OV 1IO1IClilE IHPUCIII.1 LWIHIII MAIRI&IIIIC< 

UOBll1"B~DCNC IPOIPI.*Il LOCUUe RlEiiiYi iAR&iiS LIII"O"Y"LLCO*IIIOL 

IIICtPIIOI(!PUY FACillll 10C BlilDCllC l(lOlllCrnlIlOllll0*I IIIYII?LI&I 

A,Ei,liO'rPAil COUBll RO&"E 

R~"~.~C"~S rAc#,,," RE"O"A,,O" Pil~lCiIO1U11FlLlllil 

IM.~Ml~c0111111"n1011Sl111111C1 

ADA A! drlenie drillers 

ADR A~Iel~l rlnillaee repar 

4POD Aet~al"or1 01 liiba~kallon 

COMMl Co~nnru~cdlo~li zone 

CP Cunlmand poi, 

nglneers perform a variety of 

support mlsslons throughout 

the depth of the battlefield. These 

range from sapper-oriented combat 

engineering for forces facing the 

enemy to specialized general engineering like port construction for 

the theater. 

The figure depicts a typical division sliceof engineer units and their 

missions. The battlefield is divided 

into four regions: 

The brigade forward area. 

The brigade/division rear area. 

The division/corps rear area. 

The RCUCOMMZ. 

They overlap because in reality 

the boundaries for engineer missions 

EPOLPS Einor&esiy POL ppenr iyilelll LSA Logslci rupparl atpa 

FACE Forward avalioll conlbal englnee~ng MRLOGALUR Mnmunl rcqurcd loi?slli, aupmvnlallon. Europe 

flOl Forratl lhn~01 own lioopi MSR M~IIsupply IOLZIP 

LOC Llnci 01 co~18~1~an~caio1i RCZ Rear rombal lone 

by CPT Daniel Russell 

aren't clearly delineated. The overlap also emphasizes the need for 

coordinated engineer effort. 

Most missions in the brigade 

forward area and the brigade/ 

division rear area are mobility, 

countermobility and survivability 

tasks. Therefore, troops near the 

FLOT are primarily combat engineers. Mechanized combat engineers 

operate within the brigade forward 

area, and wheeled combat engineers 

work in the brigade/division rear 

area. 

Moving rearward from the FLOT 

to the RCZ/COMMZ, the missions 

shift to general engineering and 

survivability. Constructionengineer 

units (combat heavy, equipment 

companies and bridge companies) 

operate in the division/corps rear 

area. 

Specialized units such as pipeline 

and port construction companies are 

located in the HCZ/COMMZ. 

CPT Daniel Russell is assigned to 

the Force Design Branch of the 

Directorate of Combat 1)euelopments at the Engineer School. He 

has served as a platoon leader and 

XOof the 814th Engineer Company 

(RB)in Hanau, Germany. He is an 

EOACgraduate and has adegree in 

mathematicsfrom the University of 

Texas at Arlington. 
by Bruce Barclay 

M:' 111tary engineers can earn

journeyman status in technical trades while in the Army. Soldiers receive apprenticeship credit 

for military training in such diverse 

specialties as plant equipment 

operator, surveyor, rigger, firefighter, and electrician. 

The Army Apprenticeship Program was created in 1973 in cooperation with the U.S. Department 

of Labor. Studies show that those 

who complete apprenticeship programs learn faster, earn more, and 

often become supervisors. 

To qualify, you must learn your 

occupation through on-the-job 

training and technical instruction. 

Apprenticeship involves at least 

2,000 hours experience with manual, 

mechanical or technical skills related to commercial industry. It 

cannot involve selling, management, clerical work, or one of the 

professional fields. 

Enrollment 

Your post's education center 

handles apprenticeships. A counselor will explain the options available for your MOS and provide the 

forms. You must be in the Active 

Army and hold the required MOS as 

a primary or secondary specialty. 

On-the-Job Training 

Onceenrolled, you must keepalog 

of your work experienceon DA Form 

4567-K, Apprentic~ Daily Work 

Exper~ence Record. You may earn 

up to 132 hours of credit a month. 

Your supervisor initials the entries 

and notes special pieces of equipment or unusual projects. At least 

quarterly, thelocal education center 

checks your records. 

You may receive credit for experience or training while on active 

duty before you joined the program. 

Army 

apprenticeship 

program 

You may also transfer credit if you The U.S. Department of Labor's, 

were enrolled in a federally or state- Bureau of Apprenticeship Training 

approved apprenticeship program issues a certificate of completion. 

before enlistine. - If vou leave the Armv before 

Technical Instruction completing your apprenticeship, the 

education center provides a record 
 Each year, you must complete 144 of enrollment, I)A Form 5004-R, that 
 hours of related military or civilian documents your work. instruction-resident or nonrcsident. TheEngineer School evaluates The U.S. Department of Labor 

civilian courses. 

considers Army apprenticeships 

equal to civilian programs and recCertification ommends that employers consider 

An Army apprenticeship usually military apprentices as journeymen. 

takes longer than one enlistment. For more information, write: 

Most programs call for6,000 to 8.000 Comnlandant, U.S. Army Engineer 

hours of hands-on experience and School, ATTN: ATZA-TI)-UI (Mr. 

432 to 576 hours of related instruc- Barclay), I'ort Belvoir, VA '22060-

tion. Your documentation of work 5291, or call (703) 664-2498, AV 304. 

experience and related instruction is Bruce Barclay is the Engineer 

reviewed by the education center, School's action officer for the Army 

the 

I

Engineer School, and TRADOC. apprenticeshipprogram. 

Program. Number 

Engineer 

and Skill 

School 

Code 	

Apprenticeship 

MOS 

Program 1 

DA Pam 

Plant Equ~prnent Operator 99901.01 62G. 62H 62176 


Gradlny and Pavng tqulprnenl Oppiator 99901-02 62E. 62H 621 621.77 


Heavy Duty Reparriia~i 


(Co~lst~uct~on Equprnenil 99901-03 

Unversa Equpn~ent Operator 


(Constructon Equlprnenrl 99901.04 


Carpenter 99901~05 51B 621~84 


Plum~ber/P~prl~iler 99901-06 51K 621-85 


Electrlclan 99901-07 51R 62186 


F~rel~ghlei99901.08 51M 621116 


Relrgeratan/Ar-Condt~a~llng 


R~pa~iei~Serv~cet 99901 09 52C 621-135 


L~tIiog!aplie! IOtlset Press Operator) 99901 10 831 621112 


Dralter (Arch~tecturall 99901-1 1 RIB 621.113 


Pore, House Elect~c~an Reparel 99901.13 	 52t 621~118 

(Mechallca ASI)" 

Surveyor (kngnee,~ng] 9990115 828. 820 621~107 


L~thographer Plate Maker 9990116 83E 621142 


Stripper. Phofollthograph~c 99901~17 83E 621-141 


Photographer. L~tliographc 99901~18 83E 621-143 


"A52E can enter either 99901-12or 99901.13 lhe ~nrlicated ASlssliow which 


brancl~es01 52E perlorm the speclllc dutles lor each appreniceslip progtam 

Career Notes 

Commissioned Officers Branch 

Joint Assignment You should have at least one joint assignment if you want to 

Proposed: qualify for general officer. Recent reemphasis by the Vice Chief of 

Staff, U.S. Army, and DoD Directive 1320-5outline the requirement 

for a joint assignment. This requirement can be satisfied by serving 

in one of the following: 

Office of the Secretary of Defense. 

Office of the Joint Chiefs of Staff. 

Joint, combined, allied, or unified commands. 

Department of Defense agencies. 

Other government agencies. 

Military assistance advisory group or military group. 

Exchange tours with allied or sister services. 

Engineer Advanced Branch-qualified officers interested in attending advanced civil 

Civil School Board: schooling in FY 87 should apply for graduate school under provisions of AR 621-1. If you are interesting in teaching at the United 

States Military Academy, attending school fullyfunded, or entering 

the degree completion program, you must send your application to 

Engineer Branch before August 30,1986. 

CSC Schooling If you have not completed Command and Staff College (CSC) 

for LTC Promotion: schooling before the LTC promotion board meets, you will not be 

selected. 

A proposal to make CSC a requirement for promotional consideration could be in effect in 1988-primary zone for year group '73. 

You are eligible for selection to resident CSC for four consecutive 

years-beginning the year you are selected for major. If you are not 

selected by the second year, start nonresident Army Command and 

General Staff College (CGSC)-the only nonresident qualifying 

school. This gives you enough time to complete the nonresident 

course, but does not affect your selection for the resident course. 

About 50%of a year group will be selected for resident schooling 

and 70% for promotion. 

CPT/CVI Board: The December CPT/CVI board was a best qualified, not fully 

qualified board. Results were released in March. 

Individuals selected for captain who requested Voluntary Indefinite Status were selected for CVI. 

USAR officers must initiate the request between the 24th and 

27th month of active federal commissioned service. 

There is no procedure to notify officers of their eligibility. 

Late requests will not be accepted. 
NCO and Enlisted Soldiers Branch 


NCO Notes: All promotable E-5s who did not attendPLDC were removedfrom 

the standing promotion list July 1,1986. Beginning March 1, 1987, 

you must have a high school diploma or its equivalent to appear 

before an E-5 promotion board. 

Attention: 51H E-6s and E-'is. You must review and update the 

principal duty block on your DA Form 2-1, Section VII, Record of 

Assignment. Often, the principal duty title of construction foreman, 

or construction supervisor is masking leadership positions (squad 

leader or platoon sergeant). Only a cross-reference with the appropriate EER details these assignments as leadership positions. 

Recent promotion boards indicate successful leadership assignments are essential to recommendations for promotion. If your DA 

Form 2-1 states construction superuisor or construction foreman, 

you might not receive credit for serving in a leadership position. 

Your MILPO can add platoon sergeant or squad leader to your 

principal duty title. 

MILPERCEN 	 The Enlisted Engineer Career Branch now has a 24-hour 

Hotline: 	 Hotline-(703) 325-7150,AV 221-7150. When asked for thenumber of 

the person you are calling, dial 325-7710. Then follow further 

instructions. Leave your full name and social security number. Your 

career advisor will respond the following day during normal office 

hours (0700-1530). 

Engineer Enlisted CMF 

Personnel Office: 

Branch Chief LTC Jack E.Weber 

Branch SGM SGM James M. Welsh 

Senior Career 

Advisor MSG William Kagee 12/81 

Senior Civilian 

Supervisor SFC James Livers 12/51/81 

Career Advisor SFC Richard Krohn 51 

Senior Career 

Advisor SFC Lowell Abney 12 

Civilian Supervisor Ms Toni Gibson 12 

Civilian Supervisor Mr. Steve Patchan 61 

Professional 

Development NCO SFC David Broadus 12/51/81 

Schools Assignment 

Manager Ms Cleo Dugger 

ENG 

(continued from inside front cover) 

train, plan, research, investigate, 

reflect, and debate, we must remember some good counsel from 

InfantryinRattle that "elasticity of 

mind"is an "indispensable requisite 

when practicing the art of war." 

As former TRADOC Commander 

GEN William R. Richardson said 

when he introduced the newly revised edition of FM 100-5, "Every 

officer must understand that the 

great value of our doctrineis not the 

final answersit provides but, rather, 

the impetus it generates toward 

creative and innovative solutions to 

the problems of combat."* 

MAJ Dauid J. Block and MAJ 

Gary W Baumert werepartners in a 

research project on the effects of 

minefieldpatterns on theprobability 

of kills on armored vehicles during a 

master's degree program in operations research and systems analysis 

at Florida Institute of Technology. 

MAJ Block is currently assigned 

as an ORSA analyst for casualty 

estimation at HQDA, ODCSPER. 

Previous assigrlmer~ts include experience in minefield emplacement 

as the company conlnlander of the 

84th Engineer Hattalionin Vietnam. 

He was also a company commander 

with the 293rd Engineer Battalion 

in Germany. In addition to a 

master's degree at FIT, he holds a 

bachelor's degree in engineering 

from Alfred Uniuersity andanMBA 

from Central Michigan University. 

MAJ Gary W. Baumert is an. 

OKSA analyst for integrated warfare at the U.S. Army Concepts 

Analysis Agency. He has served as 

XO of Company B, 11th Engineer 

Battalion (CB2')at Fort Belvoir, and 

commanded chemical units for the 

9th Infantry Diuision and the 56th 

Field Artillery Brigadr (Pershing) 

in Germany. He holds a bachelor's 

degree in zoology from the U~tiversity of Colorado in addition to a 

master's degree from FIT. 

~n~ineer Solution 

Step 1.Type of fence 

a. Determine the perimeter 200 + 400 + 450 + 430 = 1,480 meters 

b. Determine the effective length 1.480 x 1.10 x 2 belts = 3,256 meters 

c. Determine the number of 300-meter sections 3.256/300 = 10.8 sections 

d. Determine the logistics far the three fence types (Use Table 4-3, page 109 in 

FM 5-341 

4- and 2-Pace Wire 

10.8 sections 1300m each) 

Long pickets 10.8 x 100 = 1.080 

Short pickets 10.8 x 200 = 2.160 

Reels of barbed wire 10.8 x 15 = 162 

Rolls of concertina 

Man-hours (MH) 

10.8 x 59 MH x 1.2 (Wshaped picket 

value) x 1.5 (night factor) x .67 

(experienced troops) = 768.5 MH 

Concertina 

10.8 sections (300m each) 

10.8x160= 1,728 

10.8 x 4 = 43.2 round up to 44 

10.8 x 3 = 32.4 round upto 33 

10.8 x 59 = 638 

10.8 x 30 MH x 1.5 (night factor) x .6 

(experienced troops) = 325.6 MH 

Combination Fence 

1 belt of 4- and 2-pace wire 

Long pickets 700 x 4.93 ;493 

Short pickets 200 x 4.93 = 986 

Reels of barbed wire 15 x 4.93 = 74 

Rolls of concertina 

Man-hours 

59 x 4.93 x 1.5 (night factor) x .67 

experienced troops) = 232 MH 

1 belt of concertina 


160 x 4.93 = 789 


4 x 4.93 = 20 


3~4.93~15 


59 x 4.93 = 291 


30 x 4.93 x 1.5 (night factor) x .6 

(experienced troops) = 149 MH 

TOTAL 292 + 149 = 441 MH 

e. You haveenough short picketsforeithertheconcertina orthecombination 

fence. Since time is critical, the concertina fence will require fewer manhours for construction. 

Step 2. Total man-hours 

a. Calculate the mortar emplacement man-hours. 


81 mm mortar emplacements 3 x 12 = 36 


4.2-inch mortar emplacements 2 x 29 = 58 


b. Add the man-hours for concertina. -

325.6 

TOTAL 419.6 MH 

*GEN William R. Richardson, "FM 100-5:The AirLand Battle in 1986," Military Keuiew, March 1986 
Past in Review 

Engineers in Italy 


The 


Port of 


Naples 


by Dr. William C. Baldwin 

Office of History, OCE 

Tlandings on the European conhe first major western Allied 

tinent durine World War I1 came in 

the summer of 1943. After the conquest of Sicily, the British Eighth 

Army crossed the straits to the tip of 

the Italian peninsula. 

A few days later, on September 9, 

1943, LTG Mark W. Clark's Fifth 

Army-composed of an American 

and a British corps-landed on the 

beaches around Salerno, just south 

of Naples. Although Italy surrendered on the eve of the Salerno 

landings, the Germans offered 

strong resistance. The Fifth Army 

did not reach the port of Naplesits first major objective-until 

October 1. 

Naples was the second.largest port 

in Italy, and Fifth Army planned to 

make it an important logistical base. 

Before Naples' capture, the invasion force brought its supplies and 

equipment across the Salerno 

beaches. However, inlateSeptember 

a violent storm disrupted unloading 

for several days. By October 6, Fifth 

Army had only a three-day supply of 

gasoline. With British and American 

troops pushing north of Naples to 

the Volturno River, it was essential 

to open the port and establish a firm 

logistical base. 

Allied bombings and German 

demolitions left the city and port in 

shamhles. The Germans sank 32 

large ships and hundreds of smaller 

vessels in the harbor. Many were 

next to the piers the Allies would 

need for unloading. German engineers wrecked all the cranes in the 

Engineer - ingenuity - converted sunken ships into pier suuports, . . 

opening the Naples port within 48 hours. Turning defeat into an 

asset, engineers thwarted German attempts to close the port. 

city, using demolitions to topple 

wharf cranes into berthing spaces. 

In the port area, they destroyed 

large buildings and warehouses that 

had escaped Allied bomhingmaking sure the debris blocked 

streets, wharves and berths. To 

complete their denial operations, the 

Germans disrupted the railroads, 

water supply, sewers, and electrical 

facilities. The city of Naples and its 

port required extensive, rapid rehabilitation before they could support the Fifth Army. 

On the morningofOctober2,1943, 

engineer operations began. Troops 

from the 1051st Engineer Port Construction and Repair Group began 

surveying the damage in the harbor 

while soldiers from the 540th Engineer CombatRegiment and the 111th 

EngineerCombatBattalioncleared 

rubble from the streets and quays. 

The most pressing task was to 

provide berths so large cargo 

vessels-called Liberty ships-could 

unload at piers. Scuttled ships 

blockedmostofthepiers butremoval 

would be too difficult and timeconsuming. The engineers decided 

toimprovise berths by incorporating 

the bodiesofdownedvessels into the 

piers. 

Starting with the ships sunk on 

an even keel, engineers removed the 

superstructures and built timber and 

Photo: Signal Corps 

steel ramps over the ships. Liberty 

ships could then tie up next to the 

sunken vessels and unload into 

trucks waiting on the ramps. 

One scuttled ship lay on its side, 

hut it had a flat bottom so the 

engineers built aramp on thesideof 

the sunken vessel, and Liberty ships 

tied up alongside to unload. In 

addition to opening berths, engineer 

units of BG Arthur W. Pence's 

Peninsular Base Section cleared 

roads; repaired rail lines; and rehabilitated the city's water, sewer 

and electrical systems. 

On October 4, the first Liberty 

ship unloaded cargo in Naples. 

Three days later, 3'/2 Liberty ship 

berths were available. By the end of 

the month, engineers had opened 

13'% berths for Liberty ships and 6 

for smaller vessels. Engineer 

ingenuity-symbolized by the improvised piersin the harbor-helped 

provide Fifth Army with a port and 

the logistical base for the long and 

difficult campaign to push the Germans out of Italy. 

Suggestions for further reading: 

Engineer History. Mediterranean 

Theater, Fifth Army, 3 vols. 

COL Joseph S. Gorlinski, "Naples: 

Case History in Invasion," The 

Military Engi~zeer 36 (April 1944): 

109-14.