|CHIEF OF STAFF DISCUSSES
ARMY IMPERATIVES AT AUSA MEETING
Attendees at the Association of the United States
Army (AUSA) annual meeting in Washington, D.C., in October
heard the Army’s leaders describe an Army that continues
to transform to meet the demands of future challenge even
as it pursues a global war against terrorists. As the Army’s
Chief of Staff, General George W. Casey, Jr., observed, in
a time of “persistent conflict . . . the Army will remain
central to any national strategy to ensure our security and
. . . we need versatile and agile forces that can rapidly
adapt to unexpected circumstances.”
General Casey noted that the need “to rebalance the
Army” will be accomplished by following the imperatives
of sustain, prepare, reset, and transform. But he cautioned, “We
must do that [rebalance] while we are at war, and it will
not be easy. . . . Implementing these imperatives will require
several years, considerable resources, and sustained commitment
by Congress and the American people.”
The imperative to reset is dictated by heavy wartime demands.
Since the initial invasion of Iraq
. . . equipment has been used
at a rate over five times that programmed, in harsh, demanding
desert conditions. . . . Resetting our force is critical
to restoring readiness and to building for the future: We
reset for the future, not rebuild the past. We have
told Congress that reset must continue as long as we have
and for several years thereafter. The commitment to
providing resources to reset our forces is essential to restoring
depth and flexibility to the Army. It will be the difference
between a “hollow Army” and the strategic
flexibility we need in an era of persistent conflict.
According to General Casey, transformation
will result in “an agile, globally responsive Army
that is enhanced by modern networks, surveillance sensors,
precision weapons, and platforms that are lighter, less logistics-dependent
and less manpower-intensive . . . a truly 21st century force.”
Transformation will involve growth in the number of Soldiers,
modernization of equipment, development of “agile and
adaptive leaders,” and transformation of the Army National
Guard and Army Reserve from a strategic reserve, “only
mobilized in national emergencies,” to an operational
force “employed on a cyclical basis to allow us to
sustain . . . extended operations.”
ARMY RAIL UNITS BEGIN EXERCISES
The Military Surface Deployment and Distribution Command (SDDC) has begun
a multiyear exercise program designed to provide the Army’s only
rail unit, the 757th Transportation Railway Operating Battalion, an opportunity
train with its four companies as an integrated unit. The exercises, known
as Rail Train, are conducted at Fort Eustis, Virginia.
Before Rail Train, the 757th was not able to conduct a command and control
exercise involving its companies in a field environment. The assets available
at Fort Eustis allow battalion personnel to train in locomotive operations,
locomotive and railcar repair and maintenance, and railway track maintenance.
Rail Train involves unit training, certification of individual skills,
and a field training exercise at the forward operating base at Fort Eustis.
The 757th Transportation Railway Operating Battalion is an Army Reserve
unit located in Milwaukee, Wisconsin. Its companies are the 226th Transportation
Railway Operating Company (TROC) in Massachusetts; the 1150th TROC at
Fort Sheridan, Illinois; the 1151st TROC at Military Ocean Terminal Sunny
Point, North Carolina, and Blue Grass Army Depot, Kentucky; and the 1152d
TROC in Milwaukee.
ARMY RECEIVES 12 SHINGO AWARDS
Seven Army Materiel Command (AMC) activities received Shingo Public Sector
Award for Excellence in Manufacturing Achievement prizes in October.
Considered the “Nobel Prize of manufacturing,” the Shingo
Prize promotes awareness of Lean manufacturing concepts and recognizes
excellence in manufacturing.
Shingo Hall of Fame status was awarded to General Benjamin S. Griffin,
AMC Commander, recognizing his leadership in guiding the Army toward
the challenges of a new century while improving the manner in which the
Army does business at its depots.
Gold Prize recipients were—
- The Joint Manufacturing and Technology Center at Rock Island,
Illinois, for resolving safety and ergonomic issues with its Forward Repair System.
- Red River Army Depot, Texas, for exponentially increasing high-mobility
multipurpose wheeled vehicle (HMMWV) production while achieving a cost avoidance of almost $4 million.
- Tobyhanna Army Depot, Pennsylvania, for work on the AN/TPQ-36 Firefinder radar antenna.
Silver Prize recipients were—
- Anniston Army Depot, Alabama, for increasing Field Artillery Ammunition Supply
Vehicle (FAASV) production by 41 percent and reducing cycle time significantly.
- Letterkenny Army Depot, Pennsylvania, for increasing HMMWV recapitalization production while reducing costs.
- Red River Army Depot for increasing output of heavy expanded mobility tactical trucks (HEMTTs).
- Red River Army Depot for reducing labor hours and expanding output of Bradley fighting vehicle power train production.
- The Joint Manufacturing and Technology Center at Rock Island Arsenal for reducing labor hours by 26 percent
and reducing work in process by 63 percent to generate a cost avoidance and saving of $4.9 million.
Bronze Prize recipients were—
- Anniston Army Depot for achieving a number of milestones with
its AGT 1500 turbine engine, including 100-percent on-time delivery.
- The Aviation and Missile Command at Fort Rucker, Alabama, for saving costs and reducing
the cycle time of the C20J engine line for the TH57 Sea Ranger helicopter.
- Corpus Cristi Army Depot, Texas, for reducing labor hours and achieving a cost avoidance
for its project on the HH60 Pave Hawk helicopter project.
- Letterkenny Army Depot for reorganizing their power-generator maintenance operations
to increase output at a lower cost.
PRODUCTION OF NEW HEMTT BEGINS
Oshkosh Truck Corporation began production of a new
model of the heavy expanded mobility tactical truck
(HEMTT) called the A4 in November. The variants under
the contract include the load-handling system, the
cargo vehicle, and the fuel servicing truck (tanker).
The Army began testing the HEMTT A4 in June 2006,
operating the test vehicles for up to 45,000 miles.
Technological advances of the HEMTT A4 will help make
Soldiers more mobile and keep them better protected.
This new model of HEMTT has more horsepower and torque,
improved suspension, integrated armor protection,
and additional armor attached. The HEMTT A4 shares
common cab, parts, and support with the Oshkosh Truck
palletized load system (PLS) A1, reducing the logistics
The $207.6 million contract calls for the Army to
receive 526 HEMTT A4s.
Joint Special Operations Task
Force-Afghanistan personnel have packed and
loaded more than 1 million pounds of cargo
during their first 5 months of deployment.
The average pallet weighs about 1,600 pounds.
Poor quality and extremely dangerous roads
make the use of convoys for logistics support
difficult. The airdrops provide support to
personnel at forward operating bases, many
of which are in remote locations and at high
elevations. The riggers also prepare humanitarian
relief packages dropped to civil affairs teams
in the field. In the photo, Special Operations
riggers check cargo in a plane at Bagram
Air Field, Afghanistan, before an aerial
COMBAT SUPPORT BRIGADE (MANEUVER
DEBUTS IN ACTIVE ARMY
The first Active Army combat support brigade (maneuver enhancement) was
activated at Fort Polk, Louisiana, on 2 October. This new unit—the
1st Combat Support Brigade (Maneuver Enhancement)—will be one of
23 combat support brigades (maneuver enhancement) [CSBs (ME)] the Army
plans to create, with 4 in the Active Army, 16 in the Army National Guard,
and 3 in the Army Reserve.
The new organization is one of five types of
multifunctional support brigades that will be established under the transformation
to the modular force. The others are the sustainment brigade, battlefield
surveillance brigade, combat aviation brigade, and fires brigade.
The CSB (ME) is designed to provide maneuver support to combat forces.
Its force structure will be tailored to meet mission, enemy, terrain and
weather, troops and support available, time available, and civil considerations
(METT–TC) requirements. Its organic structure includes a headquarters
and headquarters company, a signal company, and a brigade support battalion
with a support maintenance company and a distribution company. Other units,
such as military police, engineer, signal, chemical, explosive ordnance
disposal, and civil affairs, will be assigned or attached to, or placed
under the operational control of, the CSB (ME) as needed.
The tailored CSB (ME) will act as a command and control element for a number
of tasks—some usually performed at the division level—including
such tasks as rear area operations, terrain and airspace management, force
and convoy route protection, infrastructure development, and force mobility
DLA RELOCATES EUROPEAN OFFICES
The Defense Logistics Agency (DLA) is relocating several of its activities
in Europe to a consolidated facility in Germany. This relocation will
collocate DLA logistics services and headquarters activities to better
support U.S. military forces while reducing costs.
The DLA Regional Command Europe, Defense Energy Support Center Europe,
Document Automation and Production Service Europe, Information Operations
Europe, Defense Reutilization and Marketing Service (Forward Support
Team), DLA Office of Investigations Europe, and DLA Enterprise Support
Europe will move to the Kaiserslautern Military Community from Wiesbaden.
Defense Supply Center Philadelphia European Region, located in Mainz-
Kastel, also will move to Kaiserslautern.
The relocations will place DLA offices at the center of the European
JOINT QUALIFICATION SYSTEM
JOINT SPECIALTY OFFICER SYSTEM
A new system for earning points to become a joint qualified officer,
the Joint Qualification System (JQS), offers more flexibility in recognizing
an officer’s joint experience. The JQS, which has replaced the
Joint Specialty Officer System (JSOS), allows officers to count time
spent on assignments working in joint environments toward their total
Under the JSOS, an officer could only become joint qualified by completing
joint-education courses and being assigned to a validated joint-duty
position for a specified period of time. The JQS recognizes all joint
experiences, including contingency operations with non-government or
other military forces. The new system still requires officers to complete
joint qualification courses.
The JQS is divided into four levels based on how many points an officer
has accrued. Officers must meet the following requirements for each level—
Level 1: Completion of basic officer courses with introductions to joint
Level 2: Completion of the Joint Professional Military Education I (JPME
I) course, the accrual of 18 joint-qualification points, and certification
by the chairman of the Joint Chiefs of Staff.
Level 3: Accrual of 36 joint-qualification points, completion of JPME
II, and certification by the Secretary of Defense.
Level 4: Completion of the CAPSTONE general officers’ course and
the accrual of 60 joint-qualification points.
An officer’s joint-qualification points are calculated by combining
joint-education points, joint-experience points (based on the duration
and intensity of the officer’s joint assignments), and other discretionary
points, which are based on training, exercises, and education other than
the California National Guard use a ladder and a sawed-off
traffic cone to fill sandbags. These sandbags were used
to help prevent mudslides that could have resulted from
the fires that devastated areas of Southern California
in October. The Department of Defense teamed with the
California Department of Forestry and Fire Protection
to help fight the fires that swept through Southern
California. Over 2,700 National Guard Soldiers provided
communications, security, evacuation, and air support
to the firefighters in addition to
CIVILIAN CORPS CHAMPION APPOINTED
Secretary of the Army Peter Geren appointed Deputy Undersecretary Thomas
E. Kelly III as the Civilian Corps Champion in October. This appointment
reinforces the Army’s commitment to recognizing the importance
of the civilian force to the success of the Army. As the senior executive
advocate for the Civilian Corps, Kelly will expedite Civilian Corps training
transformation as he implements Army Initiative 5 (AI–5), Accelerate
Leader Development. This appointment reflects the Army's commitment to
meeting its responsibility to enable Civilians to achieve their full
AI–5 is one of five initiatives that resulted from a review directed
by General George W. Casey, Jr., shortly after he became Army Chief of
Staff. Deputy Undersecretary Kelly co-chaired the AI–5 working
group with General William S. Wallace, Commanding General of the Army
Training and Doctrine Command. “It was our job to identify previously
recommended actions that had languished for whatever reason and to get
them ‘un-stuck,’ ” Deputy Undersecretary Kelly said.
AI–5 is based on Army Leaders for the 21st Century (AL21), an initiative
to build leaders skilled in many disciplines and able to rapidly transition
between complex tasks. AL21 addressed officer, noncommissioned officer,
and civilian leaders. AI–5 extends that effort by finding efficient
ways of accelerating Army leader development.
Other AI–5 recommendations include reviewing civilian management
systems and increasing access to developmental opportunities beyond the
Civilian Education System.
The designation of a Civilian Corps Champion will help the Army meet
such objectives as supporting the National Security Personnel System,
developing a "people tie" to the Strategic Readiness System,
and integrating and strengthening relationships among officers, noncommissioned
officers, and civilians.