Winning the Peacetime Battle The Fundamentals of Training Tank Gunnery

, and Captain Walter F. Ulmer “‘I switched to the intercom. ‘Kilyon, you ready?’ ‘Yes, sir, but I can’t see anything?’ ‘Don’t fire till I tell you. It might be one of ours. Gideon, have you released the safety?’ ‘Yes, sir.’ ‘Boaz. ’ ‘Sir. ’ ‘Switch on.’...gripping myglasses, I looked down Boaz’ beam straight at a Syrian T-55 - 50 yards from me. %ire!’ With a boom the shell was gone, its flash dazzling my eyes. I strained to see if we had hit. Boaz switched off the beam. Aflame climbed slowly by the SUSpect. A horrible thought that maybe I had been wrong was dispelled as Isaw the flash eliminator on his gun. Only T-55s had those.”’ Training tank gunnery comes down to teaching tank crews to hit a target with a projectile in a rapid manner. Successfully achieving this task has been the subject of a tremendous amount of thought, study, and literature over the years.2 Although a multitude of methods, devices, and programs are currently in use, there are several fundamental components of a successful gunnery program. This article will discuss what the authors believe are the critical components based on experiences gained preparing for a recent successful gunnery density. There are many parameters within which training takes place in today’s Army, and thus certain a s sumptions must be made. First, training resources are limited - range availability, training ammunition, time, and now even vehicle mileage are precious commodities which must be micromanaged to ensure optimum use.3 Each unit has its own mix of available training aids and devices. Some training devices, primarily UCOFT, are not available in some units. Innovation is critical in finding ways to train different gunnery skills with the aids on hand. Second, training distractors peculiar to each unit are facts of life which must be foreseen and anticipated. Third, throughout the training cycle, there will be personnel turnover. This, when taken together with a fourth assumption - that gunnery skills are perishable over a short period of time - means that basic gunnery training must be recurring and that skills must be drilled repetitively to retain proficiency. Lastly, each unit will have a different style of training based on local conditions and the leadership environment (i.e., centralized vs. decentralized, event-oriented VS. sustainment-oriented), discussion of which is beyond the scope of this article, but the program components must be and can be executed through whatever style is present. The Training Program Component 1. Leadership and personnel management. The most important element of a gunnery program is leadership. Leadership here has a twofold impact on gun- nery success. First, the leader must be technically proficient. Under current MTOEs, tanks commanded by leaders make up a high percentage of the crews and it is more critical than ever that the leader, whether he is a lieutenant colonel, captain, lieutenant, or sergeant first class, be a proficient crew member. The tradition-bound principles of “lead from the front” or “lead by example” are as applicable here as on the real battlefield - leaders should strive to be the most proficient tank commanders in their units.4 Second, it should be made clear from the beginning that the chain-of-command, not master gunners or committees, are responsible for gunnery training. All crew evaluations should be done by the platoon leader or platoon sergeant, and the commander. By involving platoon leaders and commanders in actual training and evaluation, not only does the quality of training increase but the proficiency of the leadership is greatly improved. Master gunners should be used to assist the chain-of-command in training in three primary areas: technical advice and expertise, training quality control, and periodic evaluation to check proficiency status. Of course, leadership principles and techniques apply to gunnery training just as they do to all other activities in the Army. Leadership is put to the test when anew platoon leader encounters the “old tanker syndrome” - which is indicated when he hears such lines as “we’ve always done it this way” or, “I qualified last year - I don’t need any more training.”5 Management of soldiers is a critical part of leadership, and in the gunnery business, crew stability is essential. Crews must be stabilized as far in advance as possible, especially tank commanders and gunners. Battle rosters should be micromanaged year-round and unnecessary moves avoided. Items such as promotions and PCS or ETS orders must be forecast. Trust, teamwork, and cohesion are all important in gunnery and it is only built through working together over a period of time. Also, the turret is no place for so-called “personality conflicts,” or forcing together soldiers who have had a history of not getting along. Personalities, capabilities, and existing proficiency all need to be evaluated when making crew rosters. Component 2. Training Techniques, Philosophies and Environment. The entire gunner program must be focused on one mission - to win on the qualification runs by beating, and beating decisively, the training standard (i.e. the points needed to distinguish). From the beginning, the entire unit must be well aware of this objective. There are several ways to implement this philosophy: First, the chain-of-command must instill the will to win and a competitive spirit. With imagination, many competitions can be instituted, but as a minimum, all livefire scores prior to qualification should be posted conspicuously to instill crew, platoon and troop/company competition. Incentives should be given and advertised for strong performance. A well-thought-out, objectively scored, competition process, and a responsive, impact-oriented, incentive program can mean the difference between mediocre and outstanding gunnery. Next, the phrase “train and evaluate to standard”must be explained to, and understood by, all leaders and soldiers alike. The preparation training for qualification gunnery should be conducted on a pass/fail basis with 100 points - in other words a perfect engagement - as the standard, as opposed to the 70- point line or “mere” qualification standards. This means more than it might initially appear. Written tests covering vehicle knowledge, tasks, conditions, standards and course knowledge (see below) should be given to all crewmen covering their particular areas. These tests can be instruments for developing “depth.” For instance, a loader who will be a gunner at the next qualification gunnery will already know the tasks and manipulations to be encountered as a gunner. Preprinted DA Form 2404s can be used to record data from prepare-to-fire checks (i.e. battle-carry ranges, tube wear, etc.) and from the daily boresight. This not only allows one means of evaluation, but can be used to isolate accuracy or calibration problems later (i.e., a drastic change in boresight data after two months of readings close together would be suspect). Prepare-to-fire checks should be checked by an evaluator prior to every run - whether dry or live fire, for practice or qualification. It must be stressed that these checks must be “by the book.” A single oversight could mean death on the battlefield and, therefore, a single mistake here should be graded as an automatic “no go.” Further, on current tank gunnery tables, most engagements require the crew or unit to adjust their equipment based on the conditions of the particular task (i.e. NBC, LRF or thermal failure, etc.). Thus, “pre-engagement” crew station preparation is critical -for instance, ensuring that battle carry is readjusted, or checking that the fire control mode switch is in normal mode, etc. These must be checked by the on-board evaluator and, again, all checks should be required to be completed properly to receive an overall rating of PASS. Lastly, and perhaps most importantly, each run (including TCPC, preparatory live-fire tables, subcaliber or scaled) should be evaluated “full-up” by a tank crew evaluator and a complete after-action review given at the completion of each run. Evaluation aids, such as stop watches or timers and tape recorders, should be used as much as possible. Here it is critical that the leadership literally “get into the turret” to evaluate, coach, and train. Their evaluations must always be professional. To facilitate this activity by the leadership, ranges should be administered and run as much as possible by non-firing personnel. Training must be imaginative; given the proper motivation and encouragement of innovation there are many facilities which can be used for tank gunnery training. The motor pool, wash racks, local training areas or maneuver rights areas can all be used for some phases of the training. In this area, it is important to note one truth. “Live” rounds and hands-on training on the soldier’sown vehicle are always the best training tools. Any training conducted with a simulator or device should only occur when the “real thing” cannot be used and, when used, these training aids must recreate as closely as possible the environment under which the soldier is expected to perform (UCOFT is a fine example of this principle). Finally, the “crawl, walk, run,” or progressive training technique, must be used. This type of training is made necessary from assumptions three and four above and must be sequenced or cycled to mesh with the timing of the qualification exercise. Again, the merits of sequencing in an event-oriented or sustainment-oriented format are beyond the scope of this article. The central theory of the foregoing techniques is to “practice like you intend to play.” Whether the “game” is a qualification run on Tank Table VIII, X, or XII, or a run across a real-world battlefield, attention to detail, precision, and perfection must be demanded from each crew. Component 3. The Training Sequence. The sequence of training the host of tasks necessary for proficient tank gunnery poses a complex problem - regardless of the event oriented/sustainment controversy. It is clear, however, that in view of assumptions 3 and 4, “basic” level gunnery training must take place periodically or the skill is lost. Because of this, the commander must plug-in the training of all gunnery tasks - individual or crew, basic or advanced - at an appropriate time to maximize training value year-round while accomplishing “the mission” on the qualification exercise. Training should be organized into a logical and chronological progressive program as follows: “Crawl” Phase - Basic Skills and Knowledge: (a) Sustainment training/retention, (b) Vehicle knowledge. “Walk” Phase - Skill Development: (a) Individual manipulation, (b)Crew level applied skills. “Run” Phase - Qualification: (a) Course preparation, (b) Qualification exercise. Again, two points need to be emphasized. First, this is “progressive” training; therefore, skills learned in the “crawl” phase must be continually drilled and reinforced during subsequent; phases. Loss or degradation of skills once learned can waste valuable training time and a special effort must be made to remedy the deficiency. Second, the actual timetable will vary from unit to unit based on local training conditions and commander’s guidance. “Crawl” Phase Basic Skills & Knowledge (See table 1-1) Sustainment Training/Retention. During this subphase, the basis for the actual run to the finish line is formed. First, throughout the training cycle, new soldiers must be integrated into the unit. Depending on whether a soldier is coming from another unit or from a service school could mean a significant difference in the level of train- 42 ing achieved by the soldier previously and how much was retained. This should, of course, be evaluated closely bv the gaining unit prior to slotting on a battle roster. Other important indicators would be: Excellence Track soldiers, GT scores, and education level. Sustainment training should include certain basic skills (see vehicle knowledge, individual manipulation below), as a minimum, and obviously more sustainment training that is conducted for gunnery means the program will be farther along at the start. Other training, not usually considered to be sustainment, is available, such as SQT, turret PMCS, and prepare-to-fire checks. What is probably the most important part of this initial phase is crew stabilization. As a milepost, all crews should be locked in not less than 120 days prior to the qualification exercise. Thereafter, all changes should be made only upon extreme circumstances (emergency leave, etc.). Vehicle Knowledge. Too often this phase is forgotten or neglected - usually on the excuse that “I learned this at school” or “I remember all this from last year, we don’t need to do it again.” Leaders absolutely cannot be persuaded by this train of thought. The critical element to this subphase is a tank vehicle commander’s course. This should be executed in a “train-the-trainer” format emphasizing leadership proficiency and also teaching training techniques which can be used. The exact POI for such a course must be locally tailored, but should include the tasks, conditions, and standards of the qualification exercise as well as the procedures used for scoring (which indicate what Fort Knox and the Army consider to be important for winning in combat). Training and briefing of the technical capability of the vehicle (Le. field-of-view, laser dispersion, computer operation, etc.) can be best done in this course. Of course, units equipped with UCOFT have a “leg-up” as that system teaches vehicle capabilities and limitations. Employment of the vehicle - the mechanics of engaging targets - also should be taught. The most important area of the entire course is the hands-on portion, focusing on developing perfection in the technical proficiency of

Basic Skills and Knowledge Sustainment Training/Retention Vehicle Knowledge Incorporation of new soldiers - Evaluation of skill level - Integration Sustainment training (as a minimum) - UCOFT/or manipulation drills - Base knowledge

- Crew-served weapons system (ongoing) Crew Stabilization - Evaluation - Battle roster - Maintenance on fire control Tank Commanders Course - Technical capabilities of vehicle - Tasks, condition and standards of qualification exercise, scoring - Handson - Power station up - Prep-to-fire - Boresight - Crew-served weapons - Immediate action - Misfire - Stoppage - Engagement techniques - Multiple targets - Crew-served weapons - Battle-carry/battlesight - AdjustmenVreengagement

Skill Development Individual Manipulation Crew Level Applied Skills Power-up statiodprep-to-fire Switchology

- Drill - Basic TCPC course Tracking

- Worm boards - Moving targets Night/NBC conditions Driver’s course Loader training (concurrent) UCOFT (TC with gunner) Boresight drill TCPC/TCQC - dry fire rehearsal Advanced skill integration - Battlecarry - Immediate action - AdjustmenVreengagement Subcaliber/scaled ranges (OP) Preparatory tables live fire - TableVI - TableVII the leaders in the tasks noted in Table 1-1. This is where the leadership makes or breaks the proficiency barrier (How can a unit commander who does not know how to boresight correctly, according to the -10 manual or GTA, critique or even evaluate his subordinaies?). Also during this phase, the tank crew gunnery skills tests (TCGST) should be trained for and given to all crewmen in the unit. Not only is this worthwhile training, but most major training areas require suc- cessful negotiation of such a test prior to qoine down range. “Walk” Phase Skill Development (See table 1-2) Individual Manipulation. Engaging varying target arrays requires a great deal of dexterity, hand-eye coordination, and repetitive hands-on training. “Switchology” - individual manipulation of the operating and fire controls of the vehicle accurate and fast enough to beat the standard - is the most critical element here. An example of the skill being described here is a gunner on an M1 switching from three- to ten-power field of view or from main gun select to machine gun select - all without moving off the brow-pad and while laying on the target. Whatever “switchology” is necessary must be identified early on by examining closely the tasks, conditions, and standards of each engagement. These manipulations can be trained in at least three different ways, all being effective: UCOFT; drill (rehearsal of the engagements in the turret by the crew); and initial/basic TCPC stressing proper manipulation. Onboard drill is preferable as the sensitivity and peculiarities of each tank are special and unique, but UCOFT and TCPC are respectable/acceptable alternatives - the former having the advantage of presenting realistic targets and the latter having the advantage of crew interaction and vehicle movement. These skills, together with tracking exercises (using the lase-track-shoot technique), make the difference between a skilled, proficient crewman and a crewman who is “familiar” with how to engage targets. Leaders must be careful to ensure that “switchology” training takes place in the conditions or environment under which the soldier must operate. The two notable conditions here are night/limited visibility and NBC conditions. Starting here and throughout the remainder of the training program, all NBC training should be conducted to the specifications in the conditions (i.e. masks donned, particulate system on, hatches closed, etc.). These conditions make a drastic difference in switchology and all other gunnery training as well, and soldiers must be drilled to accomplish the re-

Qualification Course Preparation Qualification Exercise 0 Tasks, conditions and standards 0 Preoccupation recon review - Leaders - Soldiers - Actions on obscuration - Dust-down/blow-down - Range fans, limitations - Course layout 0 Local conditions - Course roads - Firing positions 0 Provide TCEs for other units 0 Range administration planning - Range layout - Commo/maint positions - AAR area - Staging area -Ammunition points - Maintenance contact teams coordinated - Time planning - Occupation - Boresighting - Re-fire procedures - Advance party operations

WIN!

Leadership - On the firing line - Pep talk 0 Management - Firing order - Sleep plan - Ammunition - Refires - Quick and precise boresighting quired manipulations under these varying conditions. Driver and loader training should not be left out. A driver’s course which develops the “steady platform” and a “smooth, rolling stop” is a must. All crewmen should be made to feel an important part of the team (as they truly are) and included in all evaluations and AARs. Evaluating station preparation and prepare-to-fire checks should be initiated here. To properly conduct switchology and tracking, etc., most checks must be completed anyway -the crewman must learn to conduct proper power-up and preparation every time they get into their vehicle. Crew-Level Applied Skills. This is the “put it all together” stage where the individual skills and knowledge must be molded into a coordinated, instinctive, and organized effort in the turret. The boresight drill should be trained at this time. It is a fact that boresighting properly within the time standard takes practice. Proficiency courses and dry-fire qualification courses should be set-up and used with a view to rehearsing the skills necessary to score points on the qualification run. UCOFT can assist the effort here as concurrent or additional training. Again, all runs should be evaluated and detailed AARs given to each crew upon completion. All available assets should be used to practice, as much as possible, in a game-like environment. At this point, “advanced” gunnery skills need to be added in - primarily - adjustmentheengage-ment techniques, immediate action (misfire, stoppage) procedures, and the battle carry technique. All three are critical to wartime gunnery as well as qualification exercises. Special note needs to be made of calibration and accuracy screening. This is the first real test of prepare-to-fire checks, boresighting procedures, and maintenance status and should be very closely supervised. Adherence to standards while training these procedures will make problems on the actual range minimal. When the steel starts going down range during the preparatory tables (i.e., Table VI and VII) the evaluation and AAR effort must be re- 44 doubled. At this point, it should be fine-tuning and refining of manipulations and techniques with the added variable of increased stress/ competition. A final note is that there will be an increase, albeit in unknown quantity, in points scored on the qualification run when more live rounds are fired on preparatory tables. “Run” Phase Qualification (See table 1-3) Course Preparation. A fine line must be drawn here between preparing the crew and unit to execute a qualification exercise on the one hand, and “G-2ing” the course on the other (the commander must decide what is necessary). Preparing the unit to administer/occupy the qualification range and ensuring all crews are knowledgeable of range procedures will result in maximum use of range time and the greatest training benefit. Unnecessary loss of this valuable range time because of inadequate equipment in the tower, or crews being unfamiliar with range procedures, is costly, especially in today’s resource-restricted environment. For the crews, preparation should begin with a detailed review of tasks, conditions, standards and the scoring process. All last minute questions should be resolved at this time. Constant, ongoing interaction between commanders and master gunners (periodic meetings of all master gunners and commanders is one method) is crucial to ensure proper understanding of engagement and scoring techniques. Both leaders and crews should visit the range prior to the qualification day and observe the occupying unit’s layout and vehicles. All personnel must be briefed on local conditions and range procedures peculiar to the particular ranges. Further, at some point (in the “walk” phase preferably), opportunity must be given to practice with range conditions using TCPC or preparatory tables. Exactly when this training is initiated - “walk” or “run” phase - and how much practice is conducted, is up to the commander. A wealth of knowledge can be derived from master gunners or other vehicle commanders who assist other units by performing duties as a TCE on the qualification range. This,dcilitates cross-fertilization of gunnery techniques between units and is a great training experience for the personnel involved. The unit should initiate planning for the qualification day and all live-fire ranges a minimum of 60 days out and complete this process at least 30 days out. The planning should be detailed and all units briefed ahead of time. An advance party should recon the range layout prior to the day of occupation -regardless of whether it is for a qualification range or a preparatory table. This will help the unit avoid unpleasant surprises. Qualification Exercise. Executing the qualification should be done using the same philosophies as had been relied upon throughout the training. First, the occupation must be pre-planned. A crew rest and sleep plan is essential - waiting in a firing line until 0400 can hurt performance. The “batting order” should be well-known ahead of time, and the commander m 11 have to weigh and consider what his priorities are (i.e. leaders first, platoon by platoon, etc.). Maintenance contact team representatives for automotive, fire control, and communications should not only be positioned in the staying or holding area but also adjacent to the actual firing line. Many problems can be avoided by on-thespot repair behind the firing positions instead of moving and clearing the vehicle off the range for repair. This is the point where leadership makes the difference. Pep talks and spending time with the soldiers prior to going down range is an effective technique. The leadership, at least at the troop/company level, belongs on the firing line - reassuring and answering last minute questions. Component 4. Material Readiness. Material readiness is perhaps more important to gunnery than any other aspect of military train- ing. All maintenance activities and support should be preplanned in detail. The supporting personnel are also “on the team” and their contributions should be recognized.6 At the crew level, accurate PMCS reporting and complete checks and services are a must. The crews must be able to recognize which faults impact upon their ability to accurately engage targets (even when the item is not included in the NMC category). Special gunnery checks should be done periodically or when any signs of trouble arise. Crew-served weapons and communications equipment PMCS are as important as any other checks. Communications problems are devastating to range use and any fault no matter how small, should be diagnosed and repaired immediately. Regular PMCS and quality scheduled services should keep the crew-served weapons in top shape. The organizational maintenance element at squadron/battalion level should be the driving force - planning and scheduling all maintenance activity. Deferred maintenance should be prioritized at all levels to ensure that gunnery-related faults are repaired first. The response by maintenance personnel and crews must be rapid for both diagnosis and repair. The conditions in qualification tables call for a fully operational vehicle and if the crew holds up their end of the bargain at the PMCS level, the unit has an obligation to each soldier to ensure he is tested on a completely operational vehicle. Conclusion The Army owes a duty to the soldier to explain to him what he is being tested on, train him for it, then test him under the specified conditions - this is, training to standard. A successful Table VIII, when built upon and when wrapped together with quality section/platoon gunnery and tactical tables, will produce real battlefield gunnery proficiency. A well-run program will not only bring high qualification rates, but cohesion, esprit, and tradition that will stay with the unit far longer than the soldiers or the tanks. When the qualification day or the real battle comes and all is said and done - its “game-time.” Do your crews have what it takes to put cold steel down the throat of an enemy tank? Footnotes ‘Avigdor Kahalani, The Heights of Courage, Westport, Connecticut: Greenwood Press, 1984, p. 52. %e LTC Jerry D. Malcolm, “An M1 Unit Uses Back-to-Basics Gunnery,” ARMOR Magazine, March-April 1984, p. 32; BG James

H. Polk, “Preparing For the Payoff at Bergen Hohne,” ARMOR Magazine, MayJune 1985, p. 41 (reprinting a previous article); Donald

M. Kristiansen, “Factors in Gunnery Success,” ARMOR Magazine, July-August 1985, p. 9. %ee Armor Conference White Paper, “Reducing Training Costs,” ARMOR Magazine, July-August 1984, p. 28. ‘LTG Arthur S. Collins, Jr., (Ret.), Common Sense Training, Presidio Press, Novato, CA, 1978, pp. 157-158. 5FM 100-5 Operations. 1982, p. 2-5, where it is emphasized that “the primary function of leadership is to inspire and to motivate soldiers to do difficult things in trying circumstances.” %SG Frank Cox, “We Make It Happen,” EURARMY Magazine, August 1985, pp. 22-24. I -. I --% I- 4 b ‘6;

CAPTAIN CHARLES R.

ABBOlT is a 1977 distinguished military graduate of the University of Central Arkansas. Previous assignments include: S4, troop executive officer, and platoon leader at 1 st Squadron, 10th U S. Cavalry, Fort Carson, Colorado; squadron S4 an A Troop commander at 1st Squadron, 1 1 t h Armored Cavalry Regiment. He also served as assistant regimental S3 of the 1 1 th Armored Cavalry Regiment. CAPTAIN KRlS P. THOMPSON was commissioned at KansasState University ROTC in 1979 and is a 1982 graduate of University of Kansas School of Law. He served as scout platoon leader, 2/137th Inf (MechHKNG). He is a distinguished graduate of AOB and Airborne School. He served as support platoon ‘leader, troop XO and squadron S4, 1 st Squadron, 11 th ACR and as CO. C Troop, 1 st Squadron, 1 1 th ACR. He now commands HHT 4/11 ACR.

M E R 111 graduated from USMA in 1979. During his initial assignment at Fort Bliss, Texas, he was a platoon leader, cavalry troop executive officer, assistant 5 3 and S3AIR in the 3d Armored Cavalry Regiment. Upon completion of the Armor Officer Advanced Course in October 1983, Captain Ulmer was assigned as the squadron motor officer of 1 st Squadron, 11 th Armored Cavalry Regiment in Fulda, FRG. He is currently assigned as troop commander of B Troop, 1st Squadron, 1 1 th Armored Cavalry Regiment. 46