the engineer winter 198384

8/20/2019 The Engineer Winter 198384

1/52


2/52

LEADERSHIP:

A Personal Viewpoint

L

cadersh ip is taking the

poinl

position when your

uniL is ex

pecting

contact with

the

enemy

or

being the last

person

to

abandon

ship.

Leadership

is flying a crippled

born ber to the

ground

when one

of

your

wounded

crew

members

cannot

bail out. Leadership

is

keeping your

young soldiers. marines.

airmen

and

sailors alive and never leaving

your

wounded behind.

Leadership is writ

ing

a dead

lroopcr's

family a

per

i;onal Jetter immediately

after

the

battle.

Leadership

is nol

glorifying war.

e a d e r ~ h i p is not doing

anything

just to get promoted. Leadership is

not

winning

the battle

at

all

co:>ts,

nor

is

it losing

a

war to avoid

casualties. Leadership is

not

found

in

the security

of a

well-fortiiied

By

M J Wayne L. Dandridge

A

leader

is humanistic. leader

believes

in God,

family,

and country.

in that

order. Leadershjp

is

treating

men

and

women equally without.

regard

o

race.

color.

creed, re

ligion,

age,

or

custom.

Leadership is vislt

jng

your

wounded and sick fre

quently. Leadership

is

knowing and

living by

the

Constitution, the

Code

of

Conduct. the Geneva

Convention.

and the

basic

human rights

of

all

mankind.

A

leader

is assertive. uul

not aggressive.

Leadership

is nol

ruthles

s nor

mindless

discipline. but it

is the

abi l ity to do the right

thing

al the

right time

by

µutling the whole

before the parts.

Leadership

is

not

a

good efficiency report,

nor

is it paper

readiness

. Leadership is not a court

martial

for ever.v

offense

nor punish

knows the friendly and enemy situa

lion.

knows the immediate action

sequence for the

Ml6

ri

fle, knows his

driver's first name and

family,

and

can recite the Lord's Prayer.

Leadership is a private who knows

Lhal

he

or she is in

Lhe

chain of

command and

may

have

to

take

over

when

senior in

rank.

l

eader knows

why

there are air.

land,

and sea

forces:

why there are

cavalry.

infant

ry,

armor. artillery,

aviation,

and

logistical forces:

and

why combined arms

and

concentra

tion of

combal powe

r

are important.

A

leader

knows

about

defense in

deµt.h

and

how to us it.

No

compromise of the integrity

o

one's wc>rd, deed.

or

signatu r e is

leadership.

Setting high standards

and see

ing

that they are met. is


3/52

.

VOLUME ng

~ e r

WINTER 1983-84

UNITED

STATES

ARMY

ENGINEER CENTER

ND FORT BELVOIR VA

COMMANDER

/C

OMMANDANT

MG James

N.

Ellis

ASSIST

ANT COMMANDANT

COL James W. Ra

y

CHIEF

OF STAFF

/

DEPUTY

INSTALLATION COMMANDER

COL Paul J. Higgins

COMMAND

SERGEANT

MAJOR

CSM Orville W. Troesch Jr.

EDITOR

John Florence

ASSISTANT

EDITORS

2LT

David

J. Arter

lLT Louis I. Leto

PRODUCTION

ASSISTANT

Thom

.Va11< 1J

Ann

Z a m o r ~ k i

30

Everything Engineers Can Be

b l SFC Bub

Le11t111

r

31 A Ca

ribbean Arms

Cache

32

Ca ptains'

Training

Strategy

b11 CPT Ra/µh 1 1. Oraves

35

Res tru ct u

ring

SC 21

hy

( PT

Bra

re

H.

Rell/

inr1e

·

·

36 TEWTs for

Engin

ee r

Tro

ops

by

.lfAJ L1:e

A.

Peter.,. MAJ

Kr}llwf t

Dn1·irl."11n


4/52

_ M _ N _ e _ w _ s ~ & _ N _ o _ t _ e _ s

______

__

r w A N ~

~

I

SCUB

I V ~ l t S

]

The

Army

is looking for

volun

teers to attend

scuba

training,

according to officials

at

MIL

PERCE N.

Soldiers

in

primary

MOS

128 Combat Engineer.

and 12C

Bridge Crewman are

invited to

apply i f they meet

the prerequisites

of

AR

611-75

Sd((•fiu11.

Quulff1:w-

tim1.

Rati>r!J

< Disrnti11r1

q/'

Arlll!I

Di1°Pl°:i.'

• Volunteers

for

scuba tl'aining

must be

30 years old or

younger

and

E T

'83

Expe

r iences in

Grenada.

lhc de

velopment of

training

for the 1990s.

and Soviet

engineer capabilities

were among the

topic.-; discussed al

the

recent

Engineer Commanders'

Training

Conference


5/52

The

Videodisc

Trainer More

Than A Game

What.

may

appear

to be

the Army's

version of

an arcade

video game is

aclually a gunnery training device

for the combat engineer

vehicle

CEV). t

comes complete

with

indicator

lights. sound etfects, and a

digital readout panel similar to

popular video games. but. the real

points

scored

translate into Army

dollars saved.

Using

an idea borrowed from lhe

Armor School

at Ft. Knox. Ky.,

the

Engineer School's Direclorate of

Training and DocLrine (DOTDl is

awaiting funding for

the

DA-ap

proved videodisc

trainer. acco:·ding

to lLT

Dexter

Barge, a

project

officer

for

DOTO's

training

devices

section.

When funded, 72 of

the

$25,000

videodisc

lrainers

will

be sent to

CEV-equipped engineer battalions

and separale companies. According

o Barge.

Lhe

devices were designe


6/52

_M

News

&

Notes

School Wants

Your

Feedback

On MOS Merger

The

Engineer

School is

studying

the

possibility

of combining MOS

82B (Construction

Surveyor)

nm

820 (Topographic Surveyor)

into on

"Engineer

Sun·eyor"' MOS.

The

swdy was

prompted beeause

these two MOS:; ha,·e many simi·

larities.

and

a

certain

degree.

a

duplication in training and purpose.

Combining the

MOSs into

an "Engi

neer

Surveyor"

MOS is

probable

because both have very sma ll career

fields (le$S than

450

soldiers com

bined) sp read

over

four skill levels

(two

in

82D

and

fou r

in 820).

A

future reduction in authorized

spaces

brought on by new

equipment

and changing missions

would create

a

severe

s

tructure

imbalance within

the skill levels of both MOSs .

F'eedback from field units indi

cates that combining

these two

MOSs would

come much closer to

the ''idea

l

structure" than keeping

the MOSs separate.

It would, however, cause

an

im

balance

at

the

85-E6

level if

these

MOSs

were

combined without

a

rank reclistri

bution

.

The

re fore a

TOE

change

would be required.

possibly

adding an EG survey party

chief in com

hat and dropping

an

E4

position.

Please

se

nd

your

o m m e n t ~ ano/or

ideas on this tudy {pro or con) to:

U.S. Army

Engin

eer School

ATTN:

ATZA-TD-1-T

F'orl Belvoir,

VA 22060

0

Have so mething for N

ews

&

Notes' Please

send

your

item

(wiLh

photographs)

to

ENGI

NEER Magazine, ATZA-T D-P,

Slop

163F.

Ft.

Belvoir. VA 22060.

Test Windows

For MOSs 12B,

12C

Extended

The

SQT

test

windows

for M

OSs

1:2B

and 12

C

have been extended

one

month due

to

pu b

l

ication problems

which have affected

the

distribuLion

of revised

soldier's manualsfor

these

MOSs. The 1984

tests are

based on

these sol dier's manuals: test results

could

be

affected if these

manuals

are not used

for

study

prior

to taking

the SQTs

in these

MOSs. Units

which have not received these

so

ldier's manuals >hou

ld

contact

their local AG Publication Centers

regarding

the

possibility of o b t i n ~

ing the manuals.

The revised

test

windows

for MOSs 128 and 12C

will

be April 1

through

July 31.

1984. instead of

April

1 through

June

30, 1984.

Inquiries concerning

this action shou

ld

be

addressed

to:

Individual Training Evaluation Di

rectorate, ATTN:

Eu stis,

VA

23604.

ATIC

-

ITT, Fort

D


7/52

-

_n

ngineer eoQle

-

Watkins.

(Cu

11th i11

PT

ill

Br mi· J1liof I)

Summer

Games

Await Engineer

As all eye:; in the world of sports

focus their gaze on Los Angeles tor

rhe upcoming

summer

Olympic

Games. one Army engineer is busily

planning to bl' there-not as a spec

tator. but as a panicipant.

CPT

Bill Watkins. recently

as-

~ i g n e

wilh

the Course Development

Div. of t.he Directorate of Training

and Doctrine in the

Engineer

School

at

Ft.

Belvoir. will be nnc of five

members or America's l 00-kilomct(.lr

road

cycling team.

The 29-ycar-old Wesl Poinlgradu

at.e from Delafield. Wis

.

joined the

Olympic Development Team for

bicycling in 19Ml. along with 99

other naLional competitors. The five

man

100-kilomet.cr t.earn, which in

cludes Watkins, will be officially

announced .July 10th

at. the

national

olyrnpic lime

trials in

Spokane.

Wash. One of he five will

be

designated as the al ternat.e cycl isl

for the four-man event. Tn all, seven

-

-

Amerirnn cyclists will compete in

the cycling events.

Watkins logs over 150 miles each

seven-day training week on his

Serotia ten-:>peed. His training also

consistsofswimming and exercising

with weights. He says he sleeps a

minimum of

eight

hours evci·y night.

His diet, dit.:laled hy

a

program

called macrobiotics. is low in meat

and

high in carbohydrales. He eats

nuls. seeds and low-calorie protein

sources I ike chicken and fish.

Now

training at

the National

Olympic Training Center in Colorado

Springs, his schedule will take him

to Austin. Texas,

and

to pre-olympic

eompetitions in Europe. Watkins

predicts that America's

toughest

cycling foes in the Los Angeles

(;ames will be Lhe Soviet Union.

East

Germany, Switzerland and

P o G ~ D

http:///reader/full/00-kilomct(.lrhttp:///reader/full/00-kilomct(.lrhttp:///reader/full/00-kilomct(.lrhttp:///reader/full/100-kilomet.crhttp:///reader/full/00-kilomct(.lrhttp:///reader/full/100-kilomet.cr


8/52

CLEAR

THE

WAY

by MG James N Ellis, Commandant. U

S

Ar my Engineer School

For Success

We Need

Strong

Leaders

Nothing influences battle

as much

s a

strong leader

lhe

Army

moves

Lo

update

its

structure,

training,

tactics.

arms. equipment

and

doeLrine to

meel

the

new

challenges of the

haltlefieJd.

so must

combat engineers look lo Lbe

fulure. As we stiffen the backbone of our combal

baLtalions by introducing

new

systems

such as the

M9

ACE. and

others,

we

must not neglect

to also

develop the soul of the Engineer

branch-its

leaders.

The accelerated pace, lethality.

and

decen

that

is used to inspire individuals

lo

· accomplish

difficult tasks.

Thal is

a

good definition.

one

implying

that

leaders must

go beyond

technical

and

taclical

competence. They a lso must know

human nature. They must understand the needs

and emolions of

lhcir

soldiers and how people

respo

nd to

stress. They

musL

understand

how

the

four factors of leadership-follower, leader.

com

munication, and

situaLion-affect one another.

They must

know

how lo use thi: i knowledge lo

develop cohesion, to foster discipline and to build

individual and team

skills. Today, more

than ever

before in history,

determining

who controls

Lhe

battleficltl h more a factor of

Corgi

ng a

strong

will

to fight

than

of simply fielding

new

arms and

equiptnent.

Leaders Must Pursue Exce

ll

ence

Finally,

our leader

s must plan missions, make

decisions. solve prob lems.

and establish

goals

as

they

guic.le

their

units

to

reach and

to

sustain

combat

proficiency. To

ac

hieve

Lhis

level of

readiness, leaders

must

communicate high per

formance expectations to soldiers;

they

must


9/52

._....:;___BRIDGE TH G P

by CSM O.W. Troesch Jr., U.S. Army Engineer

Center

School

A Special Brand of Leadership

We

are

the

vit l

link ensuring that

our

soldiers

tr in hard and fight to win

A

lthough

noncommissioned orficer

leader

ship

is

taught from the

same

leadership

manual

used for officers,

NCO and

officer

leadership must

differ

because of lhe needs of

the

unit and

because

of the

differences of

each

group's

duties.

A trait

of officer leadership, for

example.

is

leading by repuLation. The battalion commander

can't

be

with

all his soldier ' every day. However, if

he

is a

strong leader.

his

subordinates

know whaL

his

stanrlards are and what

be expects. Those

standards are met, even when t.he commander is

not present.

As noncommissioned officers. however. we lead

soldiers by

daily

personal example

in

everything

we do or fail

o

do. We are

the catalyst that

makes

things

happen.

We are

the

indispensible

linkage

upon which the commander depends

for

his unit

to

officer and leader. and of a true professional. It is

also an instance

of leading

by

example, and of

being the linkage

to

ensure that the commander's

standards are reflected at t.he individual soldier

level.

Victor of

Statistic?

There is another important reason why we must

be

strong

leaders-winning

in war demands

it. To

win on

the

battlefield is

the

only reason

our

profes

sion exists. Units with strong leaders and moti

vated,

well

trained

soldiers

are the battlefield

victors. Units less professional become

the

battle

field

statistics.

In wartime,

crucial

combat

engi

neer

tasks will be executed by engineer squads and

pla

toons

operating separately from their engineer

headquarters. Our young soldiers must be

tech


10/52

_M

chool

ews

irectorate

of

ombat

ev

elopments

Army

21 Engin eet· Concept: Army

21

i i an evolving concept of

the

engineer system for the

yea

r s

1995 through 2030

and

is not to be confused

with AirLand

Battle

doctrine.

The

Concepts

Branch

is C )ntinu

ing

to

study

the

engin

ee

r

mission

anu capab

il itics for the 21

st century.

An

eng

in

eer compa

ny

and regimenlal engineer section

organ

ic · to each maneuver

reg

i

ment

will

provide

mobility,

c o u n t e r m o b t ~ 1 . survivabil it

y (M-CM-S)

and

Lerrain analysis support for

the

rcgimenl.

Al

Lhe

AirLancl

F o r e ~

(ALF)

l

eve

l.

en g

in

ee

rs

orga

nized into

compa

nies

and batta

lions nder an engi n

eer

r

eg

i ment will provide

additional M

CM-S

capabiliti

es,

Lhe

bulk

of

bl'idging

and general

en

gineer

ing,

and

fur

ther

topographic support. While moving,

e

ngin

eer

countermine

veh ic les will

be

capab

le

of

detec

ting

and

neuLralizing mine ta r

gets

to

spea

rh ead

armored

drives through

enemy-held terrain.

Robotic

anu intel

ligent

mine systems

will

supplement the regimental

obgtatle capabilities.

Tcnta.Uvcly,

publication

of the

Army 21

concept..

includi

ng

the

Engineel'

appendix (combat support,

engineering and mine

warfare)

is sc

h

ed u

l

ed

for

December

1984.

The Engineer

School s concept was

bri

efed in

January al an action officel s· workshop

at

HQ. TRADOC.

irectorate

of

Training and octrine


11/52

irectorateof

Evaluation

and

tandardization

Profession al Dev e lop ment.

Pamphle ts:

Name Changes:

The Engineer Sc:hool

completed

nC'w

professional

development

pamphlets for both officer and en listed ranks. T he officer

pamph

l

et updates

the

cur

r e

nt

,

grey off

icer

profess

ional

development

pamphlet and covers all specialty codes. The en li

sted

professional

development

pamphlet

covers

information

for

en g

ineers in

grades

El through E9. Both pamphlets. completed in December 1983. give

engineers

in the field a current. profess ional development. reference.

Effeclive Ottober 1 1983 the

Directorate

of Engineer

F o

rce

ManagemC>nt

tDEFM

became the Directorate of Evaluation and

Standardization

(DOES). and

E F M ~ Engineer

Force

Management

Division

became

a sep

arate

office-1.he Engineer P roponency Office

(office

symbol

ATZA

-EP

).

A toll-free botl

ine

is

open

2-i

hours

a

day

for µroponenc:v r

elated questions.

To

use

it. call 1 - 8 0 0 - 3 : ~ ( ) - 3 0 .

Ext

44172.

efense

Mapping chool

Digital Topo

Dat

a

Course:

The Defense Mapping School offers a course about digital

topographic data

three

Limes

each

year.

The

course

is

to

he

lp

managers understand

digital

data

and whal i represents, especially

since

Army

systems

are

inc r

easing

ly

relying

on

di g

it

a l

data

for

guidance and

graphic

presenLa.lion .

The

course is pa rt icularly

appropriate

for topographic officers and

non-engineers

involved in

weapons or command and

control

srstems

acquisition.

The six-day

http:///reader/full/office-1.hehttp:///reader/full/office-1.he


12/52

Leadership: A PersO nal

Viewpoint,

contin te

rl

Teresa. Winston Churchill,

Mar

garet

Thatcher,

and many

other

well

known figures. Also leaders

are

Robert

Lightle,

Herman

Perez, Bill

Waters, Sandy Dandridge. and

thousands

of other

unknowns.

Leadership can

be good

or

bad.

centralized or decentralized, warm

or

cold, offensive

or

defensive , macro

or

micro,

or

expensive

or

free.

Leadership can be Protestant

or

Catholic,

Jewish

or

Mos lem. Hindu

or

Morman.

atheist or

agnostic.

Leadership is guiding. Leadership

is

legendary. Leadership is

fore

sigh

t. Leadership

is absorbent.

ab

stinent. and. unfortunately. at times

i t

is abominable.

Leadership

is

baccalaureate. ba

lan ced. basic and

too frequently

backward and

barbaric.

Leadership has saved

lives. killed, stopped

wars, and

started

wars.

Leadership

has walked

soflly

and ca r ried

a

big

stick.

but it

has

also been loud

and

nonviolenL.

Leadership is honesty,

en

thusiasm,

loyalty, courage,

and

wisdom.

Taking

care of

your

soldiers'. civi lians', sailors'. airmens'.

and

Marine

s

dependents

is leader

shil). Leadership includes being a

good boss

and

friend.

father or

mother, son or daughter. sister or

brother. and husband

or

wife. Know

ing that the

profession of arms is

much more than

just

a job is

leadership.

Leadership

is helping.

training,

encouraging, understanding. moti

vating, disciplining, crying, laugh

ing, standing firm. giving way.

counseling, correcting, giving a

second chance. and

trying

again and

again.

Leaders

are

tall.

short.

thin.

heavy, male, female, black. brown,

wbite, yellow, old, young, natural

ized and unnaturalized. Leaders are

from

the

city and from

the

country.

Leaders look you in

the

eye, kick you

in

the

ass. cover your flank. and take

your

place on

the

most

dangerous

mission.

Leader

ship comes from experi

ence, but. experience comes from

making

mistakes. A

leader

changes

the

odds

and

knows

the ri

sks.

Leaders develop teamwork. The

tides,

the

channels,

the

seasons,

the

winds.

the

weather, and

the best

forecast

are

all known

by

leaders.

Engineer Problem

Leaders often

make

good grades in

school and have numerous years of

formal education

and

many im

portant degrees.

But

they also have

been known

lo

fail math, English.

and other equally

important

subjects.

Leadership

comes from family,

friends, teachers,

coac

he

s,

and

pastors. Simple. easy-to-under

stand

orders come from leaders. Complex

tasks

are

changed

into

short and

accurate plans through leadership.

Leadership can

be learned

and

taught.

but

it. cannot be forgotten

nor

bought..

Leadership

can

be

seen,

tasted. smelled, fell,

and heard.

but.

it can

come from a blind person with

no

hands

who cannot hear nor walk.

Finally

a

leader is

so

in

love with

life

that

he

or she

is

willing

to

die

to

ensure

that

others lives will go on

MAJ

Wayne J. . Dmtdridge

is

n

me brr of

the

Host

Countfy

Suµµo t

Team. U.S. Anny Euroµem1

Coni

.-

mand

He

has srrvPd

a

moin-

tenancf lest

pilot,

instr1wtor

pilot,

and iu

Mriou. >

command and sta/f

µo.sifim1.s. He i


13/52

"

<

.

Engineer Leaders On

Tomorrow s Battlefield


14/52

The

isolation

of

an active NBC

environmenl

will

stress

units and

Lheir leaders.

Leaders

must be

prepared technically.

physically

and

psychologically for

such battlefields.

The engineer platoon leader must

be

knowledgeable, innovative. and

have

the moral courage

to

see

the mission

through

Small

Unit

Le a

d ership is

l mpor·tant

This issue of ENGINEER focuses

on leadership

at the platoon

level.

which is just as

critical

to accom

plishing the engineer's mission as it

is to

accomplishing the infantr

y

or

armor unit's mission.

Although the engineer com

mander

full

spectrum of human

psychology

bul

of

management as

well. Meeting

this challenge is c

ritical

if the leader

is going to grow and be ready for the

increasing

respons

ibility inherent

in

a

successfu

l

military career.

In

his

article on page 20. CaJJtain Willis

Lee

urges the new lieutenant

to

develop this self-education

habit

early

in

his career. True vvisdom.

whether

you

are sergeant.

a lieut

en

ant

or

a co lonel. is the knowledge of

what

we

don't know and recognizing

the

need

to learn it.

M

odern

tech

nology has

given

the

military

wea

pons

of

tremend01.1s

destrnctive

po

tential. We

cannot

afford to have

amateurs leading the soldie1·s who

It

is the leader's values

that determine the kind

of rmy

we have., ,

must

exercise both leadership and

managemenL

sk i

lls lo

be s u c c ~ i > f u l

leadership

is

the critical

skill. I t is

the moral force

that influences

and

motivate:;

people

lo accomplish the

assigned task. Leadership

is a prec

ious commod ity in our Army.

Our

younge1·

leaders must

develop

their

employ those weapons.

The Leader's

Values

There is a good

reason

why each of

the

l

eadershlp articles

addl e..->s

Lhe

qua

lities or values

of

a good leader.

Skill and knowledge alone are nol

enough. The Army m ust operaLe

Ou r Most Valuab le

Asset

Although each author has

ex-

pressed

it differently , a point

never

to forget is that the ability Lo do our

mission

rests ultimately

with

the

individual soldier. I t doesn't much

matter

whether

you classifyyourself

as

a

commander. leader

or

manager.

\Vhat matters is that you

recognize

that people are our most

precious

and

valuable asset.

Without them

the

Army doesn't exist.

Our

prime responsibility as

leaders

is to

ensure

that our people are

members

of a well-led. well-trained,

disciplined

unit

or organization

which is

properly equipped

and

supported

for its mission. I f we

as

commanders, managers and leaders

provide the opportunity for the

individual to contribute to the suc

cess of

the

organization, they will Lo

do so to

the best

of thei r abilit.v.

Mili

tary service

offers

the

oppor

t.unity to

the

individual not only to

grow

in

skills and

ability,

but

to

contribute

o

something

lai·ger than

himself. If a so ldier feels that by

making

a :>olid

contribution to

his

unil he has don(' something

im

portant

in

protecting

Lhis nation

and

the

freedom il repre::;ent.s. then he

\\'ill feel his

service time

was

worth

whi le.

t

is the responsib ility of

the

leader

lo ensu re that

lhis

is

what

happens.

Leadership.

in

Lhe final analysis, is

a

moral force that

is used to

inspire

indivicluals to accomplish difficult

http:///reader/full/tremend01.1shttp:///reader/full/tremend01.1s


15/52

Remarks by

General William R Richardson

at Commissioning Ceremonies

Fort Riley Kansas July 1983

unda

tals

o

Professionalism


16/52

"Second,

we believe

in

competence."

tactical

and technical sense, you will

not be qualified to lead.

I f

you're not

qualified or not

fit

to

lead,

you are

a

danger

to your

sol

diers.

You may

expose them to danger needlessly.

and

they

are

a

precious resource.

Even worse, you will destroy their

confidence in themselves-and in

you.

Remember

always

that a

bad

leader with

the best

troops can be a

clear and potential menace to

them

and O

himself. On the

other

hand.

a

competent leader-as history has

proven

time

and time

again-can

take untrained but willing

troops

and inspire

them

to do wonders by

his example.

The

decision point in our profes-

"Third,

w

believe

in

candor. "

lhis expression of your regard for

him or her.

Candor

is based on a

s

trong

sense

of

personal honor-a

sense

of what is right

and

what is

wrong.

This

is

not

as easy as

it

sounds.

Find

a

role model whose

honesty and

trustv;onhiness

you

respect.

Watch

him

or

her. You can

gain more

from

understudying a

proven leader than in any

other

way

I know.

Finally.

we

believe in

courage.

We

belie,•e you can tlevelop the physical

courage t.o

do

your

job

of leadership

under

even the

most terrifying

conditions.

If

you

are competent and

confident in yo

ur ability and that of

your

command,

you can

meet

and

defeat

war. Physical courage is

''Finally,

w

believe

.

n

courage."

officers. you men and women will

face

a

difficult-and different-task

which must be centered around

these

values, if

we-and

you-are

to

succeed in our pursuit

o(

excellence.

The

conslancy provided

the mem

bers of the officer corps by their

belief in and adherence Lo lhe

professional ethic I described has

been

the secrel

of

011

r success for

over 200 years. I know

tbat

none

of

you wiU ever dim the luster of our

unique and storied

profession. Your

country and

your Army expect

nothing less from you.

You

are

a chosen few. A great

many other men and women have

chosen to drop out or failed to meel

the challenges in the race for


17/52

DVICE

or

by COL Gera ld Brow n

T

ho

theme for

this

issue of

ENG INEER is leadershjp.

A,;su ming thal many readers are

Junioroffice1·s, I

sha

ll

try

to provide

advice

on

how

lo achieve success as an

engineer officer

in

Lhe

U S

Army.

Most en1.d neer officers in the

geHeral orficer.

Everyone

ran'L be a

renowned expe

l

t in a

narl'ow

field.

You won't obt.ain wealt.h as an

Army

officer,

although you will

live

comfort·

ably.

Suctess to you will mean

accom

pli \hing your objectives.

The

be5l

chance of achieving succt:Ss i5 through

I folong dedication.

perseverance

and

preparation.

A philosophy

on

profes

ional success was captured by William

Jennings

Bryan

when

he wrote:

Dei;ti1111is11ot

a 111attr:r r tance,

i / CJ a 11111fl< rqirhufr1 .

It

i

nut

a lhi ioto br 1raitedfor. it

i ia

th ii fll be u rh i1·1·rd

night and day (or 15

years.

In life.

the

law

of cause

and

effect works

this

way.

Att r ibu

tes

fo r S u

ccess

You should realize that knowledge

and experience are two

distinct

attributes. Together

they

can

lead

you to suc


18/52

example. when

someone talks about

a 600-kip column load, that should

create an image in your mind-the

size

of lhe

colum

n. You s hould know

where

to

expect such

a column-in a

parking

garage or in the

Empire

Stale Building.

In the Empire

Sta

te

Building-right?)

When someone

te lls you that t

he calculated

charge

to cut a

steel

beam is five pounds of

C4. you

should be

able

to

approxi

ma

te

in your

mind what

you would

expect

to see in place. Develop good

engineer judgment. and

you will

be

surp ri sed

(and

dismayed ) at the

mistakes

you

will

find

on

plan

s

and

at job s ites.

Knowledge and experi ence are

crucial

lo

success

in the

enginee

r

profession. Bolh

require years of

hard work

and

dedication. Of co

11r

se,

there may

be

occasions

when

one's

future depends

on bei ng at

the dgbt

place at

the

rig-ht time. Frank

Forker, an executive wlth AMF.

Inc

..

said

in a

recent

article:

ni

ay be

lh,11

liJ1 ll'ill 11e1·0

prei;rnl W' the real opµortunity

11·c

se1d(

or

d e ~ i r e Bnt I ci.m

di le

1·m

·i11;'d to so pre1mrt mysr:lf

that i f s11ch

m

opµc11tu11i

ty r/01';;

come.

l

sl/11/l In

rrady. I shall

ha1:c my l11>mewurk clor1e

.

the

SOU')

(l/lri

th1 f


19/52

exper ience. inlegrily. muuesly,

;.;

in-

abi lity lo work

wi

th o t h e r ~

dl.'votion

to

you r

ll'Ork. confident·e in

you

r ability. and fai th

in our

counrr

_v.

And. last

but not le

ast.

you

need a

strong religious faith to

pro\'ide

the

frame\\ ork fo r YO L to dt t:idc what

i::

righ t. just. and ir

nod.

and also lo

provide you the

streng

t h to

carry

out

your decisions.

( ()

,

.

/1/'11fr's1;111· 4 l / l i l

ifrn' f

hisf111' f

of B ts/

Poi11 t, n11d • d •tl th< ll. 1d

F:11yi1111·r

811.. Vll

C11r1m. ( SA RE

( Tl

H1· is 11gmd1w fr1\r t / /1

Al'ri l I

Wr11·

('of/1· 11. /r11s 11 llW:


20/52

Small-Unit

by

OL

Stanley R J

ohn

s

on

Leadership:

platoon leader, platoon

sergeant.

and

the

squad leaders could

be

widely


21/52

IS Lhe often uistussed Remagen

Bi·idge capture.

and

the setond

took

place during the

unheraJde


22/52

Be

The

xpert!

by

CPT Willis Lee

a e a er

in

platoons by

maneuver

task forces

on

the battlefield. By being a soldier, a

leader

and

a qua lified engineer

platoon leader, you can improve co

ordinaLion between

your engineer

unit and the armored and mechanized

infantry combined

arms

Lask force

you

support.

In addition to being an engi neer

and a leader of soldiers. you are a

member

of

the commander s special

st aff. Within

that

task force, you

are

expected to be the expert on all

engineering-r elated subjects. You

should be

as

knowledg

eable

in

your

duties as is the task force

motor

officer

or

s ignal officer.

You cannot know i all. an


23/52

the appearance

of

your soldiers

and

equipment,

in

war 01· peace. as a

basis for developing a

firsl

and

lasting impressions of your platoon.

Soldiers who

appear

undisciplined

are

usua l

ly poorly

trained.

Vehicles

whose

appearance and maintenance

meet Army

standards

are

usually

manned by well-trained.

disciplined

soldiers.

r

ai n ing a nd T eam

work

Use

the

basics

in training. Train

yourself firsl. Don' t

expect

your men

to willfully

follow you

into

combat if

you can't read a map.

Training

resources - especially

l ime-arc

limited all levels. On

the flui be

resolved. Over

ti

me

, the

benefils will

far exceed the

effort.

PM 100-5.

01Jl. rolio11;;.

em phasizes

that superior combat

power

derives

from

the cow·

age of so

ld icrs.

the

excellenct> of

their

training and t he

qualiLy

of

lheir lead< r

ship.

The

responsibility

you are given

when

you

pin

on

your green leader

sh ip

tabs

is

greater than

you

can

under:;tand

at. the time. The trust

and faith he

[ >resident embouies

in

you when you take

your

commission

ing oafh is

the

Rame

lrusl

and

faith

your men will give you

in

a disci

p lined.well-trained unit.

Be

Tec hn i

ca

lly

Pr ·o

fi

cicn t

Establish

yourself as

an

educated

engineer and

a qualified

combat

engineer.

Know

the capabilities of

your platoon.

your

company

and

your

battalion.

Know

whaL

you can

accomplish.

what you

have

to accom

plish

it

with, and

how

long

it will

take.

Be knowledgeable of other

engineer

unit

s.

For instance. you should be

familiar

with

he composition of a

corps engineer unit that is coming

intO the task force area ofoperations.

Fa m

ii iarize yc1urself with the who.

what.

where

and

how

of resupply of

barrier materials.

Meanwhile, know

to

whom you

can

Lu1·n

for

hl lp. Usually, it will be your

company commander. Do noL hesitate

lo ask

peers,

the S3. the commander

or

anyone

el::;e that

might

help

you

accomplish

your mission and

save

lives.

Become an

expert yourself_

Co

mbi

ne

d

A

rm

s

You must

establish

yourself as a

m m ~ r

of Lhe

combined arms team.

Th<

field manual

Lhal covers

combat

engmcer

doctrine.

FM5-100.

S11yi

-

ne r

Co111bat Qppraf ons. notes.

•'Engineers move

and fighL s

ide by

side wilh o t h c ~ ~ ~ ~ r r : d arms.''

. I t 1

'\

.

I


24/52

Avenue

s

For Profess

i

onal Develop

m

ent

The following

are

excel l

ent

sources

for

increasing

your

military

skil

ls.

Arm

y Correspondence

Course

Program

(AC

C P) : The

Army

developed this program lo

enab

le its members to further their

professional educat ion . You can

enro

ll in these courses r

ega

rd l ess

of the type or location of your unit..

You

r facility education center

will

provide

the det.ails.

You

can bite off a

big piece

like

an

officer

advanced course. or a small piece such as a specific supµly c:ou

rsE

to help you with

an

additional

duty.

People: Your

company

commander has a wealth

of

knowledge

and

experience.

He

knows

where

to go

for

answe

rs,

can

empathize

with your situation. and will talk informally on almost any

occasion.

For

senior platoon leaders. Lhe

battalion 83

and

lhe

battalion

commandel'

al

so

will

provide

e


25/52

rnunications (('

1

)

is tcmoorarilv lost.

norma

l association

at squad

level.

ou must

have

intimate

knowledge

of

the

jive-paragraph

field

order. "

ammunition.

T

hose

three

intlividuals

(among

others)

have a

tlired

hearing

i>n

your mission.

Leaders

m u ~ t

also

continue lo

learn. Read everything ap p

l

ieab

le to

engineers.in

the

how-to-fight

man·

uals FM 71-1. J 11;;k a11il

.\hrhr111iz1

:tl

11fn11ir f

Cr111111111111 1hnu;

FM

71 1.

'Jiwk

1111.I M1

:cltn11iud 11/1111fr11

F11rc-1:

and TT il- L 2.

Tiu . \11m 1t1s

Br1tt11fi(ll1. /J i 1·i.o ;i1111 Xii. You may

be

surµrised

to

$l'C

very

few

paragraphs

about

the

employing engineers.

Vol

unteer to give

a clas:; to

lhc

task

force leadership, even

if only

for

10 minutes f o l l o w i n ~ a tactical

operation:.-;

order.

Do

not

attempt to

reach ()nly lhe officers.

Use your

NCOs LO teach ~ h e i r NCOs.

I f the 1ask force ever organizes

your squads.

with

each of their

the

concept

of

The

operations

order

should

also

play an important role in

preparing

your

men

for the

battle. You

will

have

to w r iie the engineer

annex

lo

the

task force

ope

r

atio

ns, so l

earn

the

formal.

Be

detai

led

hut

concise.

Ytiu i;hould

maintain

close

contact

with

the

individuals

that will he lp

you most. Ultimately. you wor k for

the

c.:ommander. Doctrinally,

your

guidance and

missions

will be co

on inat.ed by

Lhe

S:3. You may also lw

attached

o

one of

the

company

teams in the

task

force.

Get to know

the commander or S8 as well as

possible. f you know how they think.

il will aid

you

in making correct

dec

i

sions with minimum guidance

.

Jt is lo your

advantage

to get to

know

th


26/52

Divisional

Engineer Support

During:

by LTC Lawrence L. Izzo

M

uch

of

America was se1.tling

bac:k for the kickoff of Monday

Night Football.

((. Ps). were tleploying

to

Grenada.

The-y

would relieve two Ranger

bat talions sent to secure Lhe island s

and repack

ALICE

(all purpose,

light weight, individual

ca r

rying

equipment) packs, which, alongwilh


27/52

'

actual deployment.

AL


28/52

Esro ·ting CL,bans fo the new detenl icm Ct nie,.,

Security

anrs served

as

barricades. Precast

concrete

blocks

surr

ounding the Point Salines

terminal

later

were stacked

LO form

a truck-proof CP barricade. The

82nd would not

chance repeating the

Marine s

Beirut tragedy

which was

so

fresh in everyone s mind.

Another

early

engineer require

menL \vas O clear rubble from the

concrete apron

outside the airport

so

supplies cou ld be unloaded from

company (minus) in

general

support

of the division.

They

Did H All

A

c h l l ~ n g c during

any

airborne

operation is reinforcing

the

task

force while simu

ltan

eously keeping

i i

supp l ied.

During

UrJ.?enl

f< ury.

everything

had LO come by

air over

thousands of mile:;. Every aircraft.

sort.ie was i m p < H t a n ~ No waste


29/52

October 24

9p.m.

1

a.m.

One of the eng ineers rsl was to constnic t a lruck-p?·oofbarrieade

(see

a1-row)

around

the

dil1ision

C

P.

r

ge

t

ur

y

TIME C PSULE

307th

Engineer

Bn, 82nd Airborne

Div.

alerted.

82nd Airborne

Div. task force

of

two

battalions

(each

with

one

engineer

platoon) moves to predeployment area.


30/52

COMB T JUMPERS

Spain ichardso

n

and

the

Rangers

F

or SP4

Charles

E. Spain and For Richardson, it was literally

SP4

William R. Richardson baptism by fire.

The parachute

on October 231

·

d. one hour Lhey

assaull was his first jump since

were enjoying

n

off-duty Sunday, completing airborne

training. t

the

ne

xt hour

they

were on their

was a

jump made under fire. at

way

to join in

the

Ranger

para-

500 feet,

and

with

no reserve

c

hu

te

assault against

the Point

parachute.

Salinas airfield

in Grenada.

The d rop zone was the Point

Both men are

equipment

opera Salinas airfield runway,

and

it

tors

in the 618th

Engineer

Com

was littered with

construction

pany (LE). 307th Engineer Bat

equipment. Spain and Richard-

talion, 82nd

Airborne

Division. son

were

with

lhe

Range1·s

to

They were the only troopers from

move

the

construction

equipment

the 82nd to

make

the jump

in ofi the

runway so the follow-on

Grenada.

assault force

from

ForL

Bragg

could land.

According

to

an Army Times

report. the two engineers worked

under

sn ip

er fire while the Rang

ers

secured a

perimeter around

the airfield.

Spain, Richardson

and the

Rang

ers

jumped at dawn on the 25th.

By

J

p.m . they

had

cl

ea

red the

runway of

equipment.

Three

hours later

the

assault

force from

the 82nd

Airborne

Di\·ision was

landing.

The

Bigg

est

Job

The largest single mission

tack

l

ed

by the division engineers began on

D

7

when the division co

mman

der

told

the

engineers to

construct

a new

detention facility.

The

original com

pound had become overcrowded by

the unexpectedly la r

ge

number

of

detainees.

With the help of Cuban construc

tion

worker

volunteers, and with

captured equ

ipment, locally

pu

r

chased materials, tents and other

important

items rushed in from Fort

Bragg,

the

307th constructed a

1.000-man camp in

34

hours.

The

camp

had

exterior and

i

nterior

lighting, 45 GP-medium tents,

guard

towers,

a shower point, plywood

latrines, triple

standard

concertina

and

segregated interior compounds

for the different categories of de

tainees.

On

D+9, engineers helped

move

the prisoners

into

the new

compound.

There

were

many

lessons learned

during Urgent Fury.

Some

key ones

for

airborne

divisional

eng

in

eers

include: the importance of planning

for

general

support of the division

rear as well as for suppo

rting

forward combat units; understanding

and

using procedures

for

purcha

s ing

key

material

locally; pl

anning

and

coordinating the u

se

of local hires;

and

most

importantly, planning

for

and making

the best use of

captured

engineer equipment.

With the accomplishment of their


31/52

The Sauteures police station uring

1·eno

vcttion by C Cmnpcm:i1, d07'th

Eng·inee rs Nancy

A n

Z o 1 1 1 o r ~ k

plwlr .)

Water

to

the nkles

We

had

to put in a new

drainage

system at

Lhe

Grenville r>olice staLion. said

Smith.

When we first

got

there,

the

waler was ankle deep.

& o

Repair Parts Because the plumbing was so old.

the

engineet·s

had


32/52

Everything Engineers Can e

by SFC Bob

Lentn

er

T

he eommander uf

the

XVJH

Airborne Corps

troops n

Grenada put

them

in

for

a

Merito

rious Unit. Citalion. even though

they wer en'L

part

of the island

assaulL force. They didn't have a

chance

to

fire a shol. but their

brigade commander Lhinks they're

some of the best soldiers in the

Anny.

They' re

the

combat engineers of C

Company. 548lh Engineer

Balln

lion

i:.land.

The

Sodet and

Cuban

arms and

rnun1t1011s were

pre

parey

did

carpentry,

µlumliing

and ek


33/52

A t<


34/52

c

pt

T

nn

he Engineer School

is

launching

The Basic ConceJltS

addition

to

small-group practical


35/52

Learn

leaders

will wr

ite

doctrine

keep

the course

curre

nt and

act

as

subject

matter

experts.

Cha llenge and rewar . Rather

than emphasize

a

median or passing

standard

for lest scores.

the

new

course

will

focus on

developing ski

lls

for

success

in

the

field.

The idea is to

motivate officers hy

presenting

the

challenges of introspective engi

neering.

and people-related

problem

solving. An

evaluation

of

group

exercise participation and perform-

ance

counseling

by

team

leaders will

supplement traditional

evaluation

methods.

Compule1· based

instructiori

CB

I : This concepl encourages the

~ t u e n l to use the computer

terminal

to accelerate and personalize instruc

tion.

t is

particularly

applicable to

Engineer captains' training because

s tudents enter the advanced

course

with

a variety

of

academic

back

grou

nds. Ul

timately,

CBI can pro

vide an interactive worl

dwide

educa

tional

network

l

inking

all

engineer

units

o

the

Engineer

School.

Cor e

and

F u

nctfo

n

al

Co

ur

ses

The

new

EOAC

will include a

14

week core course followed by func

tional com·ses keyed to the student's

next

assignment. The

combined

length

will

be at le.ast 2 weeks

pre

serving the advanced

course

as

a

permanent change-of-station assign

ment. Reserve Component officers

can

attend

the two-week modules

during their Active

D u l ~

for Train-

ing

periods.

Offering the 14-week core

course

also allows the Engineer School to

delete

the

currenl 12-week Reserve

Component EOAC and to t rain

Reserve and Active Component offi

cer·s together.

C

or

e Cour

se

Req uirem ents

Before attending the

core

course.

each prospective student will

lake

a

diagnostic exam. The exam is ex

pected to last

four

hours and will be

given at education centers or

USAR

schools.

The exam

will

test

military

skills

covered in the Engineer Of

ficer Basic Course and in initial

assignments.

Students who do not

show

an adequate

base proficiency

will receive special instruction by

correspondence or in

residence

be

fore starling the

core

course.

The

diagnostic

exam and pre-course will

eliminate

redundant

instruction from

the new advanced course.

Co

urse

Con t

en1

Over 1.000

tasks

were reviewed in

a

scan

of

Specia

lty Code (SC) 21 duty

rositions

lo determine

lhe course

content.

Some

600

tasks

were iden

ified to be

taughl

in Lhe core course

OURSE STRU TURE

Ne

Engineer Officer dvanced

Course

Engineer Unit

-

Staff

Of

ficer-CPC

-


36/52

and

grouped

into lessons within the

modules.

The core

course scenario will

follow a

sequence tbrough peace

time,

mobilization.

deployment.

of

fensive and

defensive combat.

lines

of-communication and base camp

construction, and

rapid


37/52

estructuringSC

21

by CPT

Bruce

H.

Reminger

Benefits

to

the Corps

and to

The

rmy

I

n May 1 9 8 ~ lhe

Army chief of

staff approved restructuring

officer

Specialty

Code 21

{Eng

ineer)

into SC 21 (Combat Engineer) and

SC 2 ; ~

(Facil

ities

/

C'ontract Con

sLruc.:tion

Management Engineer).

With this change, Engineer branch

officers can

become

more proficient

in combat engineering

and

in facili

Lies / conlract construction manage

mem.

without being required

lo

become fully

qualified

in

another

addit.ional specially.

Problems

wit

h

Old

SC 21

In

accordance

wit.h lhe Officer

Personnel Management System

QPMS).

commissioned officers

third

of all Corps of

Engineers

field

grade

requirements would

have

to

have been filled by

ADSPEC

21

officers. The

shortage

would be due

to Lhe

number

of SC 1 officers

required

to

work

in Lheir

ADSPEC

anu Lhus

be unavailable

for duty in

SC

21

positions.

The

restructure

creates

a

new

SC

21 (Combat

Engineer)

which

is

an

TN

SPEC

only. designated upon com

missioning. Typical duty positions

are

company

c:ommander,

battalion

/

group

/

brigade

staff officer. militar,v

engineering instruclor,

Reserve

Comµoncnt

tll desire SC

23 as

their ADSPEC

may

choose a different

ADSPEC.

This will provide good

career options

for

Engineer officers

withoul

engineering

degrees. or for

Lhose

who

do

not

desire assignments

in

the

facilities

or

contract

manaKe

ment

arenas.

The restrucLure

is also good

new

s

for the

officer corps as a

whole

http:///reader/full/direct.orhttp:///reader/full/direct.or


38/52

by

MAJ

Lee

A

Peters

M J Kenneth Davidson

for ngineer Troops

The 972nd Engineers get

serious about "training the trainers."

A TOOT? you

may

ask.

What in

the world is a

TOOT?'

Well.

it\; actually spelled TE

WT.

an


39/52

To

measure the

relative effective

ness

of

the training, students

re

ceived

a

Go/ No Go

rating

for

each

task

performed. These ratings were

recorded in

each

individual's job

bovk. The soldiers finishing the

program

recei\ ed a

course

completion

certificate signed by

the

l>attalion

commander.

Not

everything went

smoothly.

Once a gl'oup from one

of

the

companies became

lost on Lhe way to

Camp Atterbury

and missed

half

of

the

day's instruction. During

another

month, the winter weather was so

inclement

with

blowing snow and

wind chill in t.be minus

40-degree

(Fahrenheit)

range that

the

training

\vas cancelled and rescheduled for

lhe following

month. However, each

problem

was

overcome and used as a

lesson learned.

The

effectiveness

of

the

program

was apparent

at

the next

Annual

Training

when squads and sections

performed

at

a

much-improved

level.

Their

overall

performance was re

flected in the annual training evalua

tion. The evaluator said

that

the

972nd

was the fincsl

engineer

bat

t.alion he

h d e\·aluated.

AATEP

5 35

TASKS

6-17

Crater Roads

The acquired job knowledge that.

sq

uad

and

section leader s gained

helped them

regain

confidence

and

self-esteem.

They

became

enthusi

astic

leaders who could impart

their

experience and know

ledge to others.

tion, and a

willingness

to overcome

problems

are necessary. Commanders

should consider using

this

instruction

method

in planning their

unit's

training.

TEWTs

can

pay big re

wards in

improving unit

readiness.

The

program's effectiveness

was

apparent

at

the next Annual

Training.

The

AT

evaluator said

the

972nd

was

the finest

engineer

battalion

he had evaluated.

Prc>dictably. inui\•idual squad mem

uers

showed

increased confidence in

their squad

leaders.

The

TEWT

instruclion required a

trade-off:

The

first

line supcr\'isor s

were absent from halt of

their

unit's

training during lhe

'T'EW'f period.

Also.

the

program

was

c:oslly in

terms of training

material,

rations,

fuel. and reimbllrS('rnenl to lhc

Indiana

National

GuaJ'd for use

of

their

personnel

and

facility.

To

maintain the

proficiency

now

present. in

NCO

squad and section

leaders.

the

battalion ha: : incorp

orated an

active NCO developm

en t

.HA. l

ei

A.

Pet1

1

r1;.

USA

R.

/ieuds

Cv11>:trut·/.w11 S1111porf

Sl rri«e1


40/52


41/52

U

nforLunately, such

a scene

occurs

far

too oft.en.

The

amount

of

the

liability

may

not.

always be

so high,

but

e

ngineer

s of

all

rank

s will

agree that any amount

is too

much.

A

change-of-command

is for

passing guidons, not

pay

checks;

but the

too

frequent

oc

currence of

such

incidents

has

created a growing awareness that

government property is the responsi

bility of

everyone. from

the

lowest

soldier in a

squad to the

engineer

commander at

every

level.

Short

ages identified

during

inventories

are

being

examined very

closely for

evidence of

negligence,

and

neg

ligent personnel are

being

held

pecuniarily

liable in ever-increasing

numbers.

Unfortunately,

the

amount of

formal

resident

training

an

engineer

officer receives

in

supply

mat.t.ers

prior to his

or

her

company command

is

limited. For example,

a

lieutenant

in

EOBC receives

only

about

30

hours of supply-related instruction;

and students in EOAC receive

only

one hour of

instruction

on con

ducting change-of-command

inven

tories. Some engineer officers are

selected before company command

before attending

the

advancedcourse

and

thus

have only the basic course

instruction

to draw on.

Therefore.

most of an engineer officer s knowl

edge about supply procedures

is

acquired in

the

field,

either through

and equipment that

a

unit

is auth

orized

to accomplish its mission: so

the

first thing

an

incoming com

mander should

do

prior

to con

ducting

an

inventory

is to

obtain and

closely

examine

the

authorization

document

for his unil. Every major

end item which

is

authorized

to a

company

is listed on

this

document,

and

it

is t Jw comp ny

comnu.truler s

responsibility to

ensure that every

item is accounted for

at

all times.

A

dditionally. the u ~ t

has

other

items

of equipment e.g., desks,

fans,

buffers,

linen.

and

beds)

which

are c lassified a. installation (sta

tion) property and

are

authorized

by one of

the

common tabl es of

allowances CTAs).

the

most often

cited

being

CTA 50-909. Both

organi

zational (authorized

by

MTOE) and

station

property

records

are

man

aged

ancl control led

by the property

book section

of Lhe

division

maleriel

management.

center

DMMC). At

some installations.

the

linen and

furnishings

for

the

barracks are

managed by

the

furnishings manage

ment

office at

he

inst.allalion level.

which

will

maintain lhe property

records

for those ilems.

Again.

as

with organizational property,

it

is

the company commander s

respon

sibility

to

maintain proper supply

company commande

r is newly as

signed to the post and is unfamiliar

with

local

regulations and

proce

dures. Also,

the

new company com

mander

should

familiarize himself

with

AR

710-2,

Supply

Policy Below

The

WJwfrsale

Lewl AR 735-11,

Accounting

jor

Lost, Damaged,

or

Def troyed Property; and DA

Pam

710-2-1. Using Unit

Supply

System,

1Wamiaf Pi O< edures.

An examination of the unit organi

zational

and station property print

outs.

obtained

from

the

property

book section, will

provide the latest

data

on

which items

of equipment

have been issued to

the

unit. By

comparing

the

organizational

print

out. wit.h the MTOE,

the

new com

pany commander

can determine

which

authorized items

have not

been issued to the

unit. He can then

coordinate

with

the PBO

o

ensure

that all shortages are. in fact. on

request. The PBO

will issue

DMMC

requisition

numbers

which

will

aUow

the

company commander to

account even for shortage items.

The incoming company commander

checks

all of the

sub-hand receipts

to

ensure that a ll

the end items

for

which he is signing are

properly sub

hand receipted. Through this type of

check

•

rr the change-M-com

mand

inventory, he

can

identify


42/52

amount

of comronents for each end

item.

(For

example. for

the inven

tory of a Bailey bridge. a copy of TM

5-277 will be needed; the

general

mechanic's tool

kit

is covered in S

5l80-90-CL-N26.

Tool

S1

•

.

(J1mn·al

M11rltrni

ic'$: A ulomotire.)

These manual:-i normally intlude

an illustration

and a

description

of

each component. Using such publica

tions is especially critical wit.h lhe

large numbers

of new

equipment

now b


43/52

INVENTORY

SCHEDULE

DAY

1

Review authorization document.

Receive briefing

from battalion S representative

.

Obtain

unit organizational

and

installation

property

printouts.

Compare authorization

document

with printout;

note

shortages.

Obtain

copies of hand-receipts annexes.

DAY 2

Compare unit

sub

-hand

receipts

with printout. ensure

that

all

end

items

are

sub

-

hand

receipted.

Schedule

inventory

with

departing commander;

brief battalion

commander

executive

officer and

operations

officer.

DAY 3

Assemble

references for inventory.

DAY

4

Inventory heavy

equipment.

DAY

5

Inventory

heavy

equipment.

DAY 6

Inventory

tool

boxes.

DAY7

Inventory communications equipment.

DAY

8

Inventory

mess

.

DAY

9

Invent

ory maintenance.

DAY 10

Inventory maintenance.

DAV 11

Inventory arms room

.

DAY

12

Inventory

NBC equipment.

DAY

13

Inventory orderly

room

compa

ny

commander s

jeep

and

special

weapons

(as

applicable).

DAY

14

Inventory supply

.

DAY

15

Inventory

supply.

DAY 16

Inventory

camouflage equ

i

pment set.

DAY 17

Determine shortages and

prepare relief-

from

-accountability

paperwork

.

DAY

18

Dete rm

i

ne shortages and prepare

relie f

-from-accountab

i lity

paperwork.

DAY 19

Brief battalion commander and sign printout.

DAY

20 Assume command.

possible (for

hand

tools, for

example)

i;ince

this procedure normally gets

the missing item

back

into

the

hands

of the

user more quickly and

with

section aL DMMC and

sign

the hand

receipts

which

Lransfer

re:-iponsibility

for all the company's property.

The key to a change-of-command

"

Sir

,

Captain

Smith

reporting as

ordered."

"Captain

Smith,

I

have


44/52

Dl JJ t p(

ication

of lime un airfield C onstruction project at

Ca

mp


45/52

To construct the airfield effici

ently

in

minimum

time,

lhe

bat

talion consolidated its earthmoving

units

into a

single

n g i n ~ e r company

CC Team). C Team provided

on

-site

control and consisted of three earth-

moving plaloons. elements

of

a

direcl support maintenance shop,

an,1

6" 4.2

12" 6.:3

18" 8.5

The soil was classified by the

Unified Soils Classification System

as

a Highly Plastic. Inorganic Clay

(CH) common o lhe San Antonio

area. The nbo,·e data !;howed that

Lhis

soil was an ideal

candidate

for

lime stabilization.

During

lhe

pre

liminary.soils exploration, local engi

neering firms

were consulted lo

determine the average lime/soil mix

for

lh

is

type

of

s1li

I

The

a

vcra}.{e

m1x

wa!I

an 8 percent lime :m lulion. This

percentage

mix was taken as a

starting point

to

calculate design

mix. Army technical manuals coulrl

have been used

for

thii; initial

mix

design: however,

it

was fell

that

in

lhis situation it would be best lo

conlacl

Lhose

with local experience.

Areas For Concern

Two major concerns wer


46/52

The lime stabilization effort was an

overwhelming success. The subbase was

altered

to yiel a soil with outstanding

construction properties (CBR=27).

showed

that the

Pl could

be lowered

to

15 aL mixes of 8

percent

and

above. Since an 8 pertt>nl mix was

the

most economical

mix

~ h a t

satis

fied the triteria, it was

chosen

for

design specificatio

ns. A CE Com

paclible Effort)

55

test

was

oil mix

and the

following

data

resulted:

Maximum Compaeted

Dens ity

=

95.8 LB/CF

Optimum Moisture Content =21.5

1

\

How

To Apply?

Once design

specifications were

determined. a

method of application

had

to

be chosen. A dry application

of lime

was chosen

nased primarily

on the

limited availability of

s

lurry

dispensing

equipment

but also be

cause of

the

poor rl active qualities of

degree

of uniformity

between

t.he

soi l

and lime additive. To accomplish

this.

a leased commercial roto tiller

was

used.

Because

of

Lhe

high in

place water content or

t.he soil.

seve

ral days of

lilling were required

to gel the correct

particle size.

Initial

passes

were mac.le al a depth

of

8

inc

he


47/52

Publications

rom

CERL

A

listing

of

the latest research results from

the

Construction

Engineering

Research

Laboratory

E

ac

h

Winter

Issue

of ENGI

NEER,

beginning with this

one, will

carry

a

li

st of publications

produced by lhe U.S. r m ~ ·

Con

slruclion Engineering

Research

Laborator

y (CERL) of

interest

to

combat

engineers

and to facilities

e

ngine

ers.

The Iisl is divided into two sections:

material related

to combat engi

nee

ring

,

and material

related to

facilities engineering. These sections

are sub-divided into a list of fact

sheets

and a list o( technical repo

rt

s/

pub

I

ications.

Facl

sheets

are

typically short (one

or

two-page)

summaries

of CERL s

r

esea

rch effort on a given subject.

Technical

papers

/ publications

are

lengthier

documents presenting

the

results

of CE

RL s research on a

specific topic.

Fact

sheets

are

available from

the

Public Affairs Office, U.S. Army

Construction Engineering Research

Laboratory ,

P O

Box 4005, Cham

paign. IL 61820.

Technical

reports

/

pubI

ications

are

available

at

a nominal cost from

the

Nat

ional

Te

chnical Informat ion Cen

ter. 5285

Port

Royal Road.

Spring

nel


48/52

ERL ublicat ions -

Analysis

o f

fndustrialized Building

Systems

Pilot

Projects

Appropriate Technologies

for Upgrading Army Sewage

Treatment Facilities and

for

New Construction

Building Loads Analysis

and

System Thermodynamics

(BLAST)

Ceramic

Anodes for Corrosion Protectfon

CERL Provides Help for the

Director

of Engineering

and Housing

Characteristics,

Control,

and Treatment o f Leachate

and Gas Formation

at Military

Landfills

Corrosion Mitigation

Composting

Toilet

DD Form

1391

Processor

Electrical Consumption Reduction

at Army

Installations

Energy

Monitoring

and Control

Systems

(IEMCS)

Environmental Quality

Technology

Hab

i tabil ity Program

Hazardous

/

Toxic

Waste

Improved Roofing Materials

and

Systems

Improvements

to

the

Integrated

Facilities Systems

(IFS) Component Inspection System

Industrialized

Building

Systems

in

Military

Construction

Life Cycle Cost Database for Maintenance and Repair

Data

Low-Cost Meters

for Solar Energy Systems

Materials

Technology

Middle

East Base Development

Paint

Laboratory

Photovoltaic

Power

System

Technical Report M-323. Troop Construction in

the

Mideast , by USACERLand USAWES. Oct. 1982.

8076455

.

Technical

Report P

-1 3

1.

Engineer

Modeling Study.

Volume/:

Executive

Summary,

by John Evans. Sep.

1982, ADA121166.

Technical Report P-131,

'Engineer

Modeling Study.

Volume II: Users

Manual

, by Gerald Brown and

Hugh Henry. Sep. 1982, ADA121167 .

Technical Report P

-131

, Engineer

Modeling Study

.

Volume

I l l : CORD/VEN Engineer Module Interface

Manual,

by Carlton

Mills

Sep. 1982.

ADA121168

.

Technical Report P-136, ··user 's

Manual

for

MILENG1

/ UTIL

Read

-Only-Memory Module of

the

Combat

Engineer Programmable

Hand-Held

Calculator.

by John M. Depona1 Ill, Sep.

1982.

ADAl

20338

Technical

Report P-134 . Software Documentation

for

MILENG1 / UTIL

Read-Only

-Memory Module ,

by Laure A. Thomas and John M. Depona1 ll, Sep

1982. ADA20317.

Technical Report M -314, ..

Relocatable

Structures for

Use in Theaters o f

Opeations...

by A Kso. M Frisch,

J Lambert. M. Ptak.

May

1

982

.

ADA117038

.

Special Report M-291, Concept

Paper

: The Use of

Polyurethane Foam

Plastics

for

Tactical

Bridging

and

Rafting

Operations... by

A.

Smith, Apr . 1981.

ADA099033 .

Technical

Report M-287.

Theater

o f Operations

Construction

in

the Desert: A Handbook of Lessons

Learned

in

the

M

iddle

East. by

A.

Koa and P.

Hadala, Jan. 1981 ,

ADA104389

.

Technical

Report

M

-281.

Investigation

of

the

Minimum Deployment Time

of

a

Foam

/

Fabric

Composite

Material ,

.. by A.

Smith

. B. R. Culbertson,


49/52

Listing

of Recent CERL Technical Reports/ Publications

on

Facility

Engineering

Activities

:

Technical

Report M-334, Evaluation of Contractor

Quality

Control

of Built-Up Roofing

•

., by Myer J.

Rosenfield, Oct 1

983

.

Technical

Report E-190, Use

of

the

Building

Loads

Analysis Systems

Thermodynamics

(BLAST)

Computer

Program

to

Review

New

Army Building

Designs for

Energy

Use. by Donald J. Leverenz.

Dale L Herron, JoAnn

Amber

Eidsmore, and Robert E

O Brien.

Oct. 1983.

Technical Report N-151

,

..

Oxidation

Ditch Technology

for

Upgrading

Army

Sewage Treatment Facilities, ..

by J. T. Brandy, C P. C. Poon. and

E.

D. Smith,

Aug. 1983.

Technical Report E-186. Analysis o f Facilities·

Energy

Use

Patterns,·· by Ben J. Sliwinski. and

Elizabeth Eltscher,

Aug

. 1983, ADA131527

Technical Report

M-333.

Preliminary Investigation o f

Ceramic-Coated Anodes for Cathodic Protection ...

by

E.

G. Segan, and A Kumar, Jut.

1983

.

Technical Report M-332

.

Electromagnetic Shielding

o f full-Sized Structures by Metal-Arc

Spraying...

by

P. Nielson,

Jun

.

1983

,

ADA132883

.

Technical Report N-159. Portawasher

: A

Self

Contained Dumpster Cleaning System

. by G

Gerdes. and B. Donahue, Jun. 1983, ADA131799

Technical Report N-157,

Distribution

o f Water

Use

at

Representative Fixed

Army

Installations,··

by

John

T

Bandy, and Richard J. Scholze, Jun .

1983

.

Technical Report N-152

. Users

Guide

:

Simulation

Model

for Ammunit ion

Plants ; Prediction of

Wastewater

Characteristics

and Impact

of

Reuse /

Recycle. by S. Railsback, M. Messenger , R.

Webster. and J. Bandy, Jun.

1983,

ADA

130694

.

Technical Report N-155, Treatment

of

Landfill

Technical Report £-184, Electronic Time

Switch

Evalua

t

ion

Study, by Lee Thurber.

Mar

. 1983,

ADA127870

Technical Report

E-

183

,

Analysis o f Energy

Conservation

Alternatives

for

Standard

Army

Buildings,

by Douglas C. Hittle. Robert E. O'Brien,

and

George S. Percival.

Mar

.

1983

.

ADA 129963.

Technical Report

M-320, Military

Installation

Painting

Problems:

Survey Analysis

and

Recommended Solutions,·· by S. Johnston and A

Beitelman, Jul. 1982, ADA119267.

Technical

the engineer winter 198384

Documents