The Battie-Focused Combined Arms Training Strategy (CATS): Armor

1 The Battle-Focused Combined Arms Training Strategy (CATS): Armor by Colonel Joseph D. Molinari and Mike Kelley The primary purpose of the Army is to deter war. When deterrence fails, our mission is to win wars by winning battles. The winners are soldiers, and to win, soldiers must be well trained. Thus, no soldier would ever challenge the fact that the Army’s top priority, and his top priority, is to train to win. What to train on and how to train is determined by battle focus, which is the purpose of TC 17-12-7. Training prepares soldiers, crews, leaders and units to fight and win in combat - the Army’s basic mission. This requires that all leaders in the Army understand, plan, attain, sustain, and enforce high standards of combat readiness through tough, realistic, multiechelon combined arms training that challenges and develops individuals, crews, leaders, staffs, and units. This turns soldiers and leaders from individual participants in a training event into teams that are event competitors with the spirit, drive, and determination to win. The training challenge, now and in the future, will continue to be encumbered by increasing demands on training time, operating tempo (OPTEMPO) reductions, increasing ammunition cost, and overtaxed training areas. Thus, to conserve resources, training must be focused on the battle-winning tasks that the combined arms teams must master to win on the battlefield. Armor training strategy can never look at tanks alone. It must be an armored strategy as part of the Combined A r m s Training Strategy (CATS).

This article discusses Armor School plans to leverage technology to support the Army’s training mission. Every soldier, crew, leader, and unit training program must be carefully planned, aggressively executed, and thoroughly assessed. Realistic, sustained, multiechelon, totally integrated combined arms training must be continually stressed at all levels. Our goal is to bring many individually trained soldiers together into a team that can collectively win battles using all the combined arms necessary to achieve victory. To achieve this goal, we exploit technology to achieve higher individual and collective training readiness, which routinely stresses the full operational capability of our equipment. The trainer must always assess performance and provide discrete, usable feedback by way of timely after-action reviews (AAR), and then provide the opportunity to try again until proficiency is attained. CATS ensures training integration of heavy, light, and special operations forces of both Active and Reserve Components. CATS is a Total Armored Force training strategy. It initially describes how armor units (tank and cavalry) train, and identifies the training resources (ammunition; OPTEMPO, which has three components - maneuver, gunnery, maintenance; ranges; and maneuver land) required for Armor units to achieve training standards. It then transitions armor to armored training with the combined arms team. Armor CATS seeks to identify the training a unit needs to do to maintain a certain level of combat readiness. It is not limited by what a unit can currently do, given its unique training environment and other mission requirements. It expands on current constraints by presenting training events using a whole array of training aids, devices, simulators and simulations (TADSS), which, when fielded, increase readiness given constrained resources. TAF training may be described using Figure 1. The unit starts training in its home station or local garrison training area, concentrating on individual skills and conducting as much collective training as the home station or local garrison training area allows. TAF Training Strategy

TWGSS

m s 1

LIVE-FIREGUNNERY

uyp -RIB 1

QUALIFICATION

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I Figure 1 j TWGSS / m s 1

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’ EXTERNALLY EVALUATED

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CMTC- NTC - JRTC

ARMOR - January-February 1992 33

The focus on gunnery training would incorporate the Conduct-of-Fire Trainer (COFT) at crew/section and platoon level. Generally, the local training area will support maneuver training at the platoon level. In the close future, the platoon would train on the Close Combat Tactical Trainer ( C O . Platoon Situational Training Exercises (STX), and Command Field Exercises (CFXs) at company and battalion levels would also be conducted in CC'IT. As soon as possible, company gives way to team training and battalion to task force training. TF command post exercises would be conducted using one of the family of simulations (FAMSIM). Next, the unit would move to the Major Training Area where live-fire, full-caliber, qualification gunnery would take place through platoon level, and full scale force-on-force training exercises could be conducted through battalion/task force level. As frequently as possible, units will rotate to one of the Combat Training Centers (CTCs) to more aggressively train at team and task force level. Annually, the battalion/task force would go to a CTC for external evaluation by division or corps during a force-on-force exercise Training Progression - =* TRAl N I N G + ==+ +

LEADER AND STAFF TRAINING

==+ 0 +

UNIT EXECUTION AND EVALUATION

Figure 2 and also to conduct a Company Livefire Exercise (CALFEX). Given the resources and training events articulated in the CATS, a unit would be able to execute this type of aggressive training strategy annually. Individual soldier training must precede collective training. The tank driver and the battalion commander are each individual soldiers. Soldiers must never be training aids for higher headquarters. What does this mean? It means the emphasis and the alloca-Armor CATS B N n F D N ARMD DW AR

CAV

CAV

CAV

BN

SQDN SQDN SQDN

ORGANIZATION

37 UNIT TRAINING CONCEPTS

DESCRIPTIVE. NOT PRESCRIPTIVE

. CONSISTENT WITH FM 25-100 AND FM 25-

Fi, Jre 3 -

FAR

MID

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101 tion of resources must be on training soldiers, then crews, then sections, then platoons, and then company/ teams - first using devices, simulators, and simulations, and then using OPTEMPO on their vehicle in the field. The individual soldier whether in the battalion/task force or the brigade headquarters must be trained. First, units conduct soldier- to team-level training, using TADSS then OPTEMPO to reach METL standards. Second, units train in command and control, through intensive simulation, to a high level of proficiency. Third, after teams achieve a high level of proficiency in METL tasks, and after the battalionbrigade leaders and staffs reach a high level of proficiency in their individual and collective tasks through simulation, then and only then should both be combined in field CFXs. Fourth, after TF CFXs have achieved a high level of proficiency, then full TF FTXs would be executed. Thus, to conserve resources, battalion and brigade FTXs culminate training, they do not initiate training on lower headquarters METL tasks. Figure 3 depicts the 37 different types of organizations within the Total Armor Force. Each organization will have its own unit training concept. 34 ARMOR - January-February 1992 ~

1 As depicted in Figure 4, within each unit training concept, these are the elements impacting on the type of training strategy conducted and the ability of the unit to achieve unit proficiency, as described in Figure 1. The Armor training strategy is divided into three components: soldier training, institutional training, and unit training. The institutional and unit training strategy examples presented in this article represent the device-based training strategy the TAF will execute in the FY 1995-2000 time frame. Soldier Tralning Strategy The first and most important of the three training strategies is the soldier training strategy, which is a generic strategy for all soldiers across the Total Force. Figure 5 displays a generic soldier strategy. Most of the headings are self explanatory; however, MOS training and sergeant’s time need further explanation. MOS training is focused at the soldier’s MOS skill level and one higher. It is presented either by his chain of command or by the senior MOS manager, but it is always coordinated between the chain-of-command and the senior MOS manager. It assumes the soldier Armor CATS

UNIT TRAINING

CONCEPTS I

TIME FRAME

PACING ITEMS

ORGANIZATION

AND INDIVIDUAL

COMPONENT

Figure 4 is proficient in the tasks found within his MOS so that he can contribute to the collective training of his chain-ofcommand. Sergeant’s time is a specifically dedicated block of time for noncommissioned officers in the chain of command to focus on unit METL and on-the-job tasks. It may or may not be the same as MOS training. It may also include CTT. For example: MOS training for 19K in a tank platoon is partially evaluated in sergeant’s time: however, MOS training for a company 76Y Supply Sergeant is done by the senior battalion 76Y MOS manager, while sergeant’s time is the responsibility of the headquarters platoon sergeant. Institutional Training Strategy Unit training is preceded by soldier training in the institution. Because unit commanders are the primary customers of institutional training, institutional CATS ensures that training conducted in the institution directly supports the training and mission of the unit in the field. The goal of the institutional CATS is to produce confident, technically proficient leaders and soldiers. Part of the confidence Soldier Training Strategy

1 DAILY

AC X

EVENT

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ARMOR - January-February 1992 35

Institution Ensure institutional training supports field training 0 Train all TADSS used in the field in the institution 0 TADSS required for inltlai individual training like the Tank Driver Trainer found only in the institution 0 Produce leaders who are taught and can confidently em ploy and train with the TADSS in the unit Figure 6 gained in the institution is the knowledge to use and integrate TADSS into the unit training strategy to build and sustain proficiency. A leader must be able to use and know the capabilities of TADSS before he can be comfortable with his ability to instruct subordinates on their use and capabilities. The institutional training strategy is oriented on producing a graduate who is TADSS proficient and confident in his ability to use the TADSS. Institutional strategies are in development and due out in September 1992. Unit Training Strategy Overall. The battle-focused Total Armored Force (TAF) training strategy is based on FM 25-100 and is implemented with the guidance in FM 25-101. CATS, to a large extent, is nothing new to the TAF. The Armor School has developed descriptive notional unit strategies that describe training events, their frequency, and required resources. Armor CATS has two strategies: (1) baseline strategies (device supported) for current training; and (2) projected strategies (device-based) that reflect changes caused by changing threat, technology, budget, and mission. The baseline strategies for how the Total Armor Force (TAF) trains today were developed from the current ammunition (100 rounds) and OFTEMPO (850 miles) required to train to a battle-focused standard. Projected strategies forecast changes in the mix and type of training resources needed for future training so that we have an orderly, purposeful acquisition plan for these resources. By showing the training events to be conducted, their frequency, and their resources, CATS will be able to show the relational values of training resources to the required training standard. Because the training standard remains constant, CATS will make it clear where changes in resources trade off. It must be understood that the unit strategies are meant to be descriptive in nature, describing a total training strategy that units should accomplish annually if properly resourced or augmented with the TADSS to compensate for deficiencies in the training environment. The baseline strategies for how the TAF trains today describe the events, frequencies, and resources required to train to standard. These strategies were developed using the Armor Battalion Level Training Modcl (BLTM), DA Pam 350-38, Slaridords in Wcop-ons Training (STRAC) lo establish the ammunition and OFTEMPO required to train to standard. From the bascline strategies evolved the device-based training stratcgies the TAF will implc-men1 in FY 1995-2000. In developing the FY 1995-2000 training stratcgics, the TADSS that are expected to be available in that time frame wcre compared with the training event the TADSS will train. This linkage idcn-tifies the TAF requirement for the TADSS and identifies for the testing community the fidelity and capability the TADSS must possess to provide the training transfer and training effectiveness required to train the event to standard. Further, proficiency gates were introduced into the FY 1995- 2000 training strategies. Critical gates require the crew/platoon/company/battalion to execute the training in simulation to standard before executing the training event using full-caliber ammunition or OPTEMPO. While the unit training strategies are descriptive in nature, proficiency gates will require the demonstration of proficiency before evaluation/qualification, and in fact may become part of the evaluation/qualification process. Therefore, as standards like Gunnery Tables VI11 and XI1 qualification and external ARTJZP evaluation of units are prescribed by regulation, so may proficiency gates. . Maneuver. Examples of maneuver strategies for the tank battalion in FY 1995-2000 are at Figures 7, 8, and 9. The matrix is filled in with the standards, proficiency gates, frequency, resources, and TADSS required to conduct the training event. For example, simulation networking (SIMNET) and the follow-on objective system CClT (close 'combat tactical trainer) will more completely integrate the combat, combat support, and combat service support elements into combincd arms training at the company team and battalion task force levels. Further, simulation will provide the CORM and B N m elements increased opportunities lo train togcthcr and rchcarsc to a proficicncy level to mect the proficiency gate required beforc the unit can train on the actual tank in thc ficld. Finally, the strategy provides the opportunity for highcr headquarters to evaluate two lcvcls down, and for the B N m to be evaluated at the Combat Training Centers (CTCs). Notice thc RC slratcgy is significantly diffcrcnt from that gencnlly practiced today. It concentratcs on 36 ARMOR - January-February 7992

1 I 1995 Tank E Event Frequency AC

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AC lattalion Gunnery Training Strategy Platoon Maneuver

TEWT

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Figure 7 I 1995 Tank Battalion Gunnery Training Strategy Company Maneuver Event I

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Figure 8 I 1995 Tank Battalion Gunnery Training Strategy Battalion Maneuver I

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I AI?" Figure 9 ~~ ~ ARMOR - January-February 1992 37 platoon simulation and field training. At company level the emphasis is on leader training via simulation - CCTT with both the company commander and platoon leader as active participants. This is followed by a leader-only FCX and CFX orchestrated using simulation - BBS and CCTT. It rarely would go to platoon leader level, but would always include company commanders, as would the FCX using TWGSS. The deployment exercise includes all the battalion’s soldiers. Gunnery. The format of the gunnery strategy figures is the same as for maneuver. The gunnery strategies focus the ammunition requirements for armor units to train to standard at crew, platoon, and company level and also enforce the requirement to con- f i standards (qualification) with full-caliber live fife. In the mid term, TADSS focuses on the gunnery trainup for crews, platoons, and companies to ensure success during live-fire qualification with full-caliber rounds. 1995 Tank Battalion Gunnery Training Strategy - I Home Station Gunnerv ~- I I I I I I Event I Train-up

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GUARD FIST^

I I I Training Aids, Devices, Simulators and Simulatioris (TADSS). Current armor training in the unit and institution has three components - gunnery, maneuver, and driver/ maintenance. The current suite of TADSS is not well integrated, but focused on gunnery, maneuver, or maintenance/driving training with very little overlap. In the mid-term, TADSS will be used in more than one area. For example, the tank weapons gunnery simulator system (TWGSS) is a laser-based, tank-mounted, full-up, precision gunnery training device. It can be used to train up to live-fire tables, or it can replace them. It will be used in gunnery train-up as part of the tank crew proficiency course (TCPC) proficiency gate. However, because it is laser-based, its application to tac!ical tables and tactical situational/field training exercises (nx) is significant. Another dual-purpose device is the thru-sight-video (TSV). This device Figure 10 1995 Tank Battalion Gunnery Training Strategy Crew Gunnery Event

I CTV I CAL I CTVI I CTVII ICTVIIM 1 CTVIII

Frequency I I I I I I

AMMO

4 HEAT

6 HEAT

130 7 62- 1SO 7 621.1 2 4 2 10. so . s o u l YO . s o u l Figure 11 I 1995 Tank Battalion Gunnery Training Strategy Section/Platoon/Company Gunnery CrXI I ................ Rofida~cy Gate

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rav. m - W L U loT. A I l S T ARMOR - January-February 1992

1 The TADSS Strategy - Next 10-15 Years

GUNNERY

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CAPABILITY

Figure 13 records the gunner’s sight picture every time he pulls the bigger, whether on a live-fire range or during force-on-force maneuver training. The video recording will allow the trainer the opportunity to show the gunner exactly what he did wrong, or it will show if something in the fire control system or ammunition caused him to miss the target. In the far term, TADSS will become embedded in the tank and the future scout vehicles (basic and advanced design) and all of the Armored Systems Modernization (ASM) variants (Advanced Field Artillery System, Future Infantry Fighting Vehicle, Future Engineer Vehicle and the Future Helicopter). The embedded capability for the tank and, as appropriate, scout vehicles will include the conduct-of-fire trainer (COFT), TWGSS, TSV and CCTT capability. The trainer will be able to train his crew/platoon/company in the combat assembly area the same way he trained them in peacetime. For example, the night before the battle, the tank commander could train his new gunner using the COFT capability, or practice engaging targets using the TWGSS and TSV capability. Using the CCTT capability, with a down-loaded terrain data base from an overhead satellite, the platoon leader could link the platoon together using the single channel ground and airborne radio subsystem - VHF (SINGARS) radios bursting CCTT-like data using the terrain the platoon will fight on the next day. The crewhit uses its suite of training devices to train in combat the same way the crew/unit trained in peacetime. Much of this technology is available today, but without a well articulated CATS, which evolves the TAF from today to the future, our requirements will have difficulty competing for resources and may not become a reality. Many of the initiatives underway at the Armor School today will have a significant impact on how the Armor Force trains in the future. If the Armor School does not pursue the COFT, TWGSS, TSV, and CCTT capabilities today, these technologies will not be available in the far term for the future main battle tank. Because TADSS are so costly, they must offset some training resources. The Armor School is in the process of identifying the training or training events currently conducted with main gun ammunition and OPTEMPO that can be traded off to pay for the simulation capability. Conclusion. The Combined Arms Training Strategy is an excellent roadmap to success on a battlefield that is characterized by more complex weapons systems than armor has faced in the past. Without a commitment now to the TADSS required by CATS, we are doomed to a training future constrained by environmental concerns, reduced budgets, higher OPTEMPO and ammunition costs, more complex systems requiring increased maneuver, and range space that does not and will not exist. The TAF strategies are consolidated in TC 17-12-7, The Baffle-Focused Combined Arms Training Strategy (CATS): Artor, which is currently in the mail to the MACOMs, AC and RC divisions, and proponent schools. ARMOR - January-February 1992 Colonel Joseph D. Molinari received his commission from Georgia State University in 1967. He served as a tank and cavalry platoon leader, company XO and squadron motor officer in 1-10 Cav and 1-69 Armor, 4th ID, RVN; U.S. Military Advisor in UN in Syria and Israel; battalion S3, 2-5 Cav; battalion XO, 2-8 Cav; Foreign Country Sales Officer in U.S. Military Training Missions, Saudi Arabia: brigade XO, 1st Bde, 4th ID; battalion commander, 5-32 Armor; Division Chief, Personnel Proponency Division, DTAFR, Ft. Knox;

LNO

between

USARC-

ENT/CENT-COM and Arab Coalition Corps in Saudi Arabia during

DESERT

STORM. He is currently the Director of Training Development, U.S. Army Armor School, Ft. Knox. Michael 0. Kelley is currently the Chief of the Simulation Proponency Off ice within the Directorate of Training Development at the Armor School. He is the primary author of Training Circular 17-1 2-7, The Baftle Focused Combined Arms Training Strategy: Armor. Before pursuing a Civil Service career, he served in the Active Component as a platoon leader, XO, operations officer, company commander, ORSA; and in the Reserve Component as an observerkontroller. He has a BS degree from Eastern Kentucky University and an MS degree from the University of Southern California. 39