Army Aviation Digest - Jun 1965

8/12/2019 Army Aviation Digest - Jun 1965

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JUNE 965GEST


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UNITE

DIRECTOR OF ARMY AVIATION ACSFORDEPARTMENT OF THE ARMYCol George P. Sen eff Jr .

COMMANDANT U. S. ARMY AVIATION SCHOOLMaj Gen John J. To lson III

ASST COMDT U. S. ARMY AVIATION SCHOOLCol George W: Putnam Jr .

EDITORIAL STAFFCapt Richard C. AnglinFred M. MontgomeryRichard K TierneyWilliam H. SmithDiana G. Williams

GRAPHIC ART SUPPORTH G. l innH. A. PickelD. l. CrowleyA. lofe

USABAAR EDUCATION AND LITERATURE DIVPier ce l. Wigg inWilliam E. CarterTe d KontosCharles Mob ius

HAPPY BIRTHDAYYouthful, vigorous and able might

best describe Army Aviation as itturns 4'23" this month. Despite a precarious debut in 1942, Army Avia-tion's capabilities have since beenrecognized throughout the Army. Today it is an indispensable member ofthe Army's first team. Congratulations

RMY VI TION1GESJJUNE 1965 VOLUME 11 NUMBER 6

CO N T EN T SDemands of the Aviation Career, Lt Col W illiam R . MathewsFire Team Leader, Cap t Alan R . T odd 7Lieutenan t Leber H ighj acked, W illiam H. Smith 11A New Breed of T igers, Lt Col W illiam A. Bearden 13Ha il to the Chief, Sp -4 Calvin W . Krefft, J r. 20T h e Sport for You 22Speaking of the OV-l, Gerald T . T horpe 23O n Target with Radar Vectors, Capt John S. J acob 26Fo rmation Flight, Capt Stanley C. Dodds and Lt Larry M . 29Overstree tCrash Se nse, Maj Ch ester Goo lrick 32Once a Knight ' s Enough 48Any "M a tchbox W ill Do Inside Back Cover

. worked as a team" Back Cover

The mISSIOn of the U. S. ARMY AVIAT ION DIGEST is to p rovide info rmation of an operationafun c tional na ture concerning safety and aircraf t accident prevention, train ing, ma int enance, operatresearch and dev e lopment, aviati on medicine , and other related data.The DIGEST is an official Department of the Army periodi ca l pu blished monthly und er the supervof the Commandant, U. S. Army Aviation School. Views expressed herein are no t necessarily t hosDepartment of the Army or the U. S. Army Aviation School. Photos a re U. S. Army unless otherspecified. Material may be reprin ted provided cred it is given t o the DIGEST and to the author, uotherwise indicated.Artic les, ph otos, and items of interes t on Army Aviation are invited. Direct communication s aui:ed to: Editor .in.Chief U .S. Army Avia tion Digest Fo rt Rucker Alabama.Use of funds for printing this pub lication has been app roved by Headquarters, Department ofArmy, 29 December 1964.

Active Army units rece ive distribution under the pinpoint distribution system as outlined in AR 320 March 62, and DA Circular 31057, 14 March 63. Complete DA Form 124 anc) send directly toAG Publications Cen ter, 2800 Eastern Bou levard, Bal t imore, Md. For any change in distribution reqments, merely initiate a revised DA Form 124.National Guard and Army Reserve units submit requirements through their st a te adjutants generalU. S. Army Corps commanders respectively.For those no t eligible for official di s tribution or who desire personal copies of the DIGEST, paidscriptions, 54.50 dom es ti c and $5.50 overseas, are available from the Superintendent of Documents, UGovernment Printing Office, Washington 25, D. C.


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Demandso the

viation CareerLieutenant olonel William R athews

FTER satisfactorily completing an aviationassignment Captain A and Captain B wereassigned to ground duty.

Captain A an aviator assigned s an artillery bat-tery commander did a fine job. His battery washigh in the division in battery tests his unit was anhonor battery received superior on annual IG andJUNE 1965

command maintenance inspections. After havingthe unit a year Captain A received an outstandingefficiency report.

Captain B an aviator for seven years had neverserved in an artillery uni t. When assigned as anartillery battery commander he seemed to have dif-ficulty from the first in running his unit. Discipline


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was a problem. Maintenance was poor. Inspectionratings were barely satisfactory. Training tests werepassed only after initial failure. After six monthsCaptain B was relieved and assigned to a new unitwhere he managed to improve, but he still had difficulty. His efficiency reports were below average.Striving to make good on his assignment he let hisflight proficiency slip-failed to get his minimums.Eventually he was relieved from flight status due tolack of potential.

Obviously one officer aviator was able and competent, the other bumbling and unprepared. Whydid one aviation officer succeed while the otherfailed so completely? Was it the fault of the individual or the system? Actually it was both. It is ademonstrable fact that the quality officer does wellin any assignment commensurate with his rank andsubstandard Army Aviators are only rationalizingtheir own insufficiency by seeking refuge in blamingthe inordinate demands of the system for theirfailures.

Some attrition in personnel in the Army Aviationprogram is healthy and essential. Mediocrity cannotbe tolerated in a program in which the officer hassuch intimate responsibility for the safety of thelives of crew members and passengers and wherethe slightest omission in attention to details mayresult in disaster. The weak or lazy officer shouldbe eliminated. On the other hand th e individualwho is limited by lack of training or experienceshould be assisted in every possible way.

Dual requirements of branch and Army Aviationdemand maximum use of the time available in asingle military career. In each successive assignmentthe officer aviator, like his nonrated contemporary,must clearly demonstrate his professional competency to excel in whatever tasks he is required toperform. The aviator s failure to recognize this factmay inhibit opportunity for promotion and higherlevel schooling or cause release from flight statusfor substandard performance or lack of potential.

Dual qualification is a requirement we mustpresently recognize and train for. To avoid becoming a jack of all trades and master of none, anaviator can take numerous actions to prepare himself to meet the dual requirements of an aviationcareer. The field grade officer may use the opportunities to actually enhance his career by provinghimself in a variety of assignments. These actionsby the individual can be supplemented by a longrange DA program to restrict the number of com

Col Mathews is assigned to the office of the Directorof Instruction USAAVNS Ft Rucker Ala.2

missioned aviators in the lower grades by increaseduse of warrant officer aviators.DEP RTMENT OF RMY POLICY

AR 600-105 Army Aviation Officer Career Program, has been revised and was published on 22September 1964 by Department of the Army. Themajor changes in the revised AR relate to categoriesof assignments and expansion of career development assignments outside of aviation. Categories Ithrough IV are now designated A through C withold categories I and II combined in the new category A. Category B previously category III, branchassignments allows expansion of this category tobranch immaterial assignments as well.

The aviation program is presently designed topermit officer aviators to spend a minimum of 1year out of every 5 in career development assignments other than aviation and school or 2 years ofbranch material troop duty within the first 10 yearsof commiss ioned service.

Lieutenants will not go directly to a ground as-signment after being rated. Therefore, applicantsfor aviation training should endeavor to get a yearof ground training before attending flight school.DA by message which supplements AR 600-105has established ground tour lengths of 2 monthsfor company grade officers and 24 months for field


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grade. The message in effect maintains a previouslyannounced 2 month maximum ground tour forcompany grade aviators while lifting the one yearrestriction for field grade to allow increased assignment in higher level staff positions for career development.The DA action has been taken at least in part toalleviate a shortage of company grade officers andan overage of field grade. Figure 1 illustrates thegrade imbalances that exist at present for a hypothet-ical aviator requirement of approximately 8,000.

CONSEQUENCES OF THEVI TION C REER

In face of current imbalances, reports indicatethat the Army is asking for 3,000 new pilots overthe currently estimated strength of 8,000. The additional requirement is necessary, so authoritativesources say, regardless of air assault tests. With thisexpansion, what are career considerations for theArmy Aviator?

Is the company grade aviator to be relegated tofull-time aviation duty while field grade aviatorsare placed on ground duty based strictly on require-ments of the command concerned? What is theeffect of long periods of aviation duty on the careerof company grade officers with little opportunity formaintaining branch qualification? Are the excessfield grades to be held in aviation positions untilthe proposed expansion materializes? What willhappen to aviators excess to their grade authoriza-tion when the current aviator shortage is alleviated?These and other questions occur to the conscientious aviator.

PRESENT EFFECTS OFDU L REQUIREMENTS

The aviation career program from a DA viewpoint has the best of intentions, and to quote onesource: It is a recorded fact that during the pastdecade the goal of dual qualification has been metby an increasing number of career aviators. For theindividual, however, problems are arising frequentlyas Army aircraft become more complex and branchqualification more difficult in an already technicalArmy. The Army Aviator is really pursuing twocareers. Experience reveals that problems encoun-tered by the individual aviator force him to recognize the following:

An aviation position appropriate to the gradeheld may not exist at some future date.

Assignment opportunities not productive to development of either career branch qualification oraviation technical qualifications must be foregone.

Opportunities for advanced civil schooling maynot be available.

These effects are intensified by the following additional factors:

Shortage in company grade. A company gradeaviator shortage has existed in varying degrees sinceKorea or advent of ROGID, ROCAD, and ROADthat almost prohibits aviator branch assignmentsbelow grade of captain.

Overages in field grade. An overage in fieldgrade in the Army Aviation program is imminent.


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30

25

igure

CAPTAIN

1:==:1 LIEUTENANT WARRANT OFFICER t : : : = = ~SCHEMATIC AVIATION

OFFICER WARRANT SHORTAGE AND OVERAGE BY GRADE

C::=J ACTUAL RAUTHORIZED STRENGTH

OVERAGES

Current distribution of aviator assets tend to accentthis developing program. One overseas commandin 1964 had approximately 80 excess majors. Aseach new promotion list is published, it becomesapparent that the problem will become more aggravated in the future.

One consequence of an excess number of fieldgrade aviators in an overseas command is that manyauthorized TOE positions for field grade, such asbattalion executive officer or S-3 are vacant whilean aviator major performs duty in a cockpit position. Commanders then, being realistic, divert aviator resources to an executive officer slot or S-3 position on verbal orders or a part-time basis with allthe ramifications of such a situation. pes limitations. The limitation of one yearon ground duty for aviators further aggravates theproblem. For example, an aviator completes hisyear of ground duty and is eligible for reassignment.However, due to PCS restrictions he cannot bemoved. The result is that a captain or major aviatormay move from companyI battery commander orbattalion S-3 to flight section commander in anartillery battalion or just an aviator position in aflight detachment pending PCS authority.

EFFECT OF LON INITI L TR ININGThe time required to train an aviator furthermagnifies the problem for the individual. Ideally,

all commissioned aviators should have one yearbranch material duty before initiating flight training, which is normally the policy for Regular Armyofficers. With the present aviator shortage, a considerable percentage of aviator trainees begin training immediately after being commissioned.4

Assuming an officer comes to the Aviation Schooldirectly after being commissioned, a minimum of32 weeks is required for rotary wing training and34 weeks for fixed wing training. f a graduate ofone of these courses is to receive further training inthe OV-l, CV-2, or CH-47, we must add from 6 to 7weeks to his training time. We can expect thenunder ideal circumstances that the average officeraviator will have 10 months to a year s time in gradebefore arriving at his first unit.

Ideally, an officer should be promoted at presentupon completion of active commissioned service asfollows:

2 Lt - l i Ltl iLt - CaptCapt - MajorMajor - Lt Col

1Y years4-5 years10-12 years16-18 years

A second lieutenant aviator then might expect toserve only 6 months in an aviation unit before promotion to first lieutenant or 36 months before promotion to captain. The present DA policy is forcompany grade aviators to complete an initial 3years of aviation utilization upon completion offlight training and 2 years of branch material dutyin the first 10 years of service.Based on this policy, an officer without priorbranch material duty can expect to be a captainbefore he can perform a ground duty tour. As anaviator, if he performs ground duty earlier, he isfailing t develop aviation experience and reinforceschool training with practical application; i f heperforms ground duty later he may not be qualified.For this reason the officer aviator must not operatein an intellectual and professional vacuum duringthese formative years. Normal assignment of lieutenant aviators to TOE aviation units affords opportunity for the aggressive and alert young officersto develop knowledge of the basic roles, missions,and employment of division level combat and combat support activities.

STOPG P SOLUTIONSWith an overall shortage of aviators, the per

sonnel programmers may ask, Is there any othersolution? We have to fill positions with the aviators available. So what if an officer serves in a position not calling for his grade? You can always makea remark on his efficiency report to the effect, Thisofficer is serving in a position calling for less thanhis grade due to PCS limitations.

On first glance this solution may appear satisfactory. However, if we recognize the fact that thenarrative portion of the efficiency report achievesparamount significance in the present system of

U. S. ARMY AVIATION DIGEST


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officer ratings, we can ask several questions whenevaluating the report, but primarily, Why couldn'tthis man get a job commensurate to his rank?Couldn't he sell himself well enough for someoneto get a PCS for him? These and other questionsautomatically arise. f you were considering an offi-cer for assignmen t or recommending an officer forpromotion or higher level schooling, would yourecommend an officer serving in a position callingfor a lesser grade?A tendency exists for the average aviator to lookat the grade of aircraft commanders in the otherservices and say, They use many majors, lieutenantcolonels, or equivalent rank officers as aircraft commanders, why shouldn't the Army? This point willprobably be argued for years; however, we haveonly to compare the responsibilities of Army Aviators in cockpit positions with those of a major orlieutenant colonel performing in the capacity ofbattalion S 3 or battalion CO in an armored, infantry or artillery battalion. Cockpit duties arehardly commensurate. When we consider commanders in nuclear weapon delivery units, or otherspecialized staff positions, it becomes even more apparent, at least to our nonrated contemporaries,that responsibility alone provides little justificationfor higher grade in a cockpit position.

CORRECfIVE CfION FORCOMP NY GR DE

f we assume that an aviator in a cockpit positioncan fly an average of 25 hours per month (theremay be exceptions) , the average flying time that hecan be reasonably expected to amass in a 10 yearperiod or by the time he might be expected to bepromoted to major is 3,000 hours. f he performs acommand or staff assignment in this period, theigure

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PLAN FOR BALANCED BRANCH ARMY AVIATIONC REER PROGRAM

NARROWER BASE OCOMPANY GRADE AVIATORS

total will be reduced by about 200 hours per year.After an officer is promoted to major and occupiesa staff or command position, with rare exception80-1'00 hours proficiency time is the most flyingexperience he will attain annually.

The aviator then should make every effort to flythe maximum time possible in the early years ofhis aviation career. Assignment from a company orbattery to a cockpi t posi tion should be recognizedas an opportunity to further his flying experience.Command should be accepted at every opportunity,but prestige of command should not allow an aviator in the early stages of his career to be distractedfrom perfecting his ability to fly. A high level ofproficiency early in an aviator's career will allowfor rapid requalification later, especially after extended periods of ground duty.

Simultaneously with the early emphasis on flightproficiency, branch qualification must begin. Flying25 hours per mon th means less than an hour perday. Time available must be used to the best possible advantage. This paradox must be resolved bythe aviator.Several actions can be taken by both the aviationunit commander and the individual aviator to reduce the impact of this situation. They include:

Assignment of additional duties at every opportunity as supply officer, communications officer,courts and boards officer, survey officer, etc.

Assignment of study projects which require research and analysis, writing, and presentation ofproposals.Attachment when possible to a variety of combatarms or combat support units, as appropriate, for

short periods.Assignment of requirements for development of

operations plans and training programs.Participation in an aggressive unit training pro

gram on a level suitable for officers.Completion of correspondence courses and self

study programs.LONG R NGE SOLUTION

Many factors should be considered in a longrange program to eliminate the problems of aviation career planning; however, consideration shouldinclude as a minimum: total aviator requirements,skill level necessary, branch qualification, averagetime in grade, ratio of officer to warrant officers, etc.Drastic or radical steps must be considered to alloweven the most basic career considerations.

Reports from the field indicate that the aviatoron ground duty rapidly becomes the most widelyexperienced and capable officer available and is in demand at every echelon. However, DA has author-

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UH IB fires rockets during helilitt operation in Republic ot ietnam

f you are a young rotary wing aviator with a tour of Vietnamin your future chances are that an airmobile companywill be your new home. You might become a

ire Team Leader

S TANDING BY for a missionis certainly not the best wayto make time pass in Vietnam.You have spent some of this timelearning the unit SOP - and foronce perhaps for the first time)JUNE 1965

Captain lan R Todd

you appreciate their value, especially those emergency procedures.You also have learned that herein Vietnam the missions of thearmed Hueys are limited only bythe imagination and of course,current policy.

One frequent mission for yourfire team of 2 or 3 armed UH-lBsis protecting one or more unarmed helicopters on resupply,administrative, or medical evacuation missions. You often find yourself assisting on these jobs and you


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As fire team leader you ll protect an un-armed resupply, admin, r med evac mission.chuckle as you recall attacking aViet Cong machinegun with asack of rice, a pig, and two chick-ens in your helicopter.

The phone rings and the opera-tions officer requests your teamreport to the flight line 5 minutesago for escort of a medical evacua-tion mission. That's normal. Onarrival you find the commandero(the med evac ship waiting withthe operations officer to coordinatethe mission. You know that amutual understanding is mandatory NOW between you and themed evac pilot on how you planto protect him.Excessive exposure to enemyground fire for any reason doesnot accrue leave, increase longev-ity, or contribute to anyone'shealth. You are the expert on pro-tection, so base your suggestions

on past experience and information you receive in the briefing.The med evac pilot's experienceis valuable also, so be flexible andable to change your plan. Theimportant thing is to have a planow then be ready to adjust it as

the situation develops.Your crews are wai ting for abriefing, and you present it, using

the five paragraph order form tomake certain you don't miss any-thing. Situation, mission, execu-tion, administration, commandand signal is the way it reads. Thesubparagraph enemy situationalways reflects the conclusive state-ment, yes. This is one piece ofintelligence information that canbe entered here consistently atany rate.

Your mission is now on theway. Because your briefing wasutual understanding is necess ry between fire te m le der and med ev c pilot

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complete no excessive radio chatterclutters the airways. Your en routeformation is dispersed so youwon't make a juicy traget for aVC .50 caliber and yet is closeenough together to act as a fight-ing unit should the need arise.Experience dictates that 2,000 feetabove the ground is not too highfor an en route altitude, and you{Jct accordingly. For disbelieversyou have memorized some of themaximum effective ranges of U. SArmy small arms weapons-because that's exactly what the VC


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Enemy action can be expected so beprepared for anything are. capturing every day to useagainst you.As the flight passes Mo Cay, youlocate the pickup area from c o ~ordinates on the I: 100,000 scalemap. Yellow smoke billows fromthe area as the ground troopsidentify themselves and their location. Everything matches, but itwouldn't hurt to take a real closelook at those troops on the recon.The VC have been known to set. traps, and this always poses aproblem when there is no radiocommunication with the landingzone.

For the past month every flightinto this area has drawn groundfire, and there's no reason why today would be an exception. Youhope the c l s s ~ s that Doc taughton first aid soaked in thoroughly,as there is always the chance ofone of your team members beinghit.You issue a few short orders andthe team begins its recon whilethe evac ship waits at a safe altitude. s you lead the team intothe area, checking approach andtakeoff paths, your wingman isintent on covering your everymove. Once through the area andit looks O.K., but you take onemore look at that treeline to the

Every flight into the objective in the pastmonth has been hit by enemy fire

east before calling in the med evac.Suddenly the popping of the

rotor blade is punctuated by a se-ries of familiar clicks as auto-matic weapons fire comes from thetreeline. Your crewchief is alert;he marks the area wi th a smokegrenade and returns the fire whileyou verify to your wingman thefire and probable location. Hisposition is perfect, and instantlyhis four machineguns send tracersinto the area, suppressing the fire .

Contact has been made and youmaneuver your team into positionfor a firing pass, utilizing themaximum effective range of yourweapons. You make your breakwell out from the target, allowingyour wingman ample time on target without flying in too close orover it. s he makes his break hereports no fire, and you recon thearea once more.

The area looks O.K. now,you tell the med evac pilot. Begin your approach, but avoid thearea that we hit. During his approach, your team covers him;and while he waits defenselessly toload the wounded, you don't envyhim one bit. After a one minuteeternity, the loading is finishedand he is coming out. You formthe team again, protecting theevac Huey on its climb.

Finally that semi-safe altitude isreached and everyone relaxes alittle, but it's not quite Cameltime yet. A load of unfriendlybullets were fired at your teamand there's always the chance ofan emergency landing due to ahit. A mental review of downedaircraft procedures is timely alongwith some thought on a course ofaction should an emergency occur.You're not a pessimist, you justknow that being mentally prepared will always result in calmerand more efficient actions.

Capt Todd s with the 2d ArmoredDivision Fort Hood Texas.


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ire Team Leader

Smoke used to screen LZ ~ r i n g airmobile operation against V

WASHINGTON (AP) - Gen.Harold K. Johnson has wonquick approval of his plan toput more U. S. helicopter companies in South Vietnam sotroops can move swiftly tocounter any attacks on keybases.Other recommendations madeby Johnson, the Army chief ofstaff, on his return from aweek-long survey mission inSouth Vietnam, are expectedto be acted on quickly. Thesegenerally involved variousways to increase the effectiveness of counterguerrilla operations inside the embattledcountry.

Approval of Johnson s recommendation to beef up thehelicopter force came only aday after he reported to Presi-dent Johnson and Secretary ofDefense Robert S. McNamaraon what he found in Vietnam.The general said more helicopters are needed, especiallyto airlift troops swiftly in caseof attacks in the area aroundthe vital Danang air and navalbase on the coast of the South[ t : : : : : : : ~ ~ : : ~ : : : : : ; ~ : ; : ; : : : : ; : : : : : ; : ; : : : ; : ; : : : : : ; : : : : : : : ; : : : : : ; : : : : : ; : : : ; : ; : : ~ : ; : : : ~ : : ; : : : ; : ; : : : : : ; : ; : : : : : ; : ; : ~ ; : ; : ; : J j10

The return is uneventful. Youcan chalk up another successfulmission. It wasn t a big mission,but it doesn t have to be a big one

for lives to be lost. Good old common sense planning with atten-tion to detail is the job of the fireteam leader.

nd of a successful mission the result of attention to details

U. S ARMY AVIATION DIGEST


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William H Smith

Lieutenant Leberighjacked

L IEUTENANT Leber sippedhis coffee as he read the morning paper. There was trouble inVietnam again. The holiday weekend had produced a bumper cropof deaths on the highways. Another convict had escaped fromthe nearby state prison. This onehad killed a guard and was said tobe armed and dangerous. Localpolice and state troopers weremaking an all-out effort to recapture him.

Oh, well, Lieutenant Leberthought, I can't solve these problems. I've got plenty of my own.Better get going.

It was still dark outside but hehad to be in the field with hisOH-23D by daybreak. The troopsleft the day before for a one-dayJUNE 1965

field exercise which would startthis morning at 0600. LieutenantLeber had stayed behind to pickup some maps which he now hadin his map case.

Checking with operations, hefound that the weather was goingto cooperate. It would be a fineday in the field. He picked up hisequipment and walked toward thehelicopter. No use looking for aride at this time of morning.To save steps, he took a shortcut between two hangars, whichwas little more than a narrowalley. Although it was quite dark,Lieutenant Leber had beenthrough the alley so many timesthat he thought nothing of it.

Halfway through the alley wasa recessed door to one of thehangars. As Lieutenant Leber

passed the door, he heard a slightshufHing noise. Before he couldturn around a cold, hard objectthat felt like a gun was pushedagains t his back.

Don't make a sound, soldierboy, a low, rough voice said.Where you going?

For a horrible instant, Lieutenant Leber stood stiff. Then witha sense of forewarning, he asked,You the convict?I 'm asking the questions, you'reanswering. killed a man yester

day and I'd just as soon shoot you.Now, where you going?Out on the airfield.The gun was pushed in Leber's

back a little harder.I know that, smart boy. Whereyou going after you get in thatairplane?


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. We re going up and you regoing to take I . il just where I say.

' 'I'm not getting in an airplane.With that helmet and kneepadyou're not going someplace? Bettel cooperate, soldier."I said I wasn't getting in an

airplane. I 'm getting in a helicopter."A helicopter What kind?""23D."A two-seater. That's fine.

That's mighty fine. There'll bejust you and me, all cozy like.Now listen, sonny boy, we're goingup in that helicopter and you'regoing to take me just where I say."This is ridiculous. Why don'tyou go away while you're stillahead. I'll keep quiet until you'regone."

The convict shifted the gun toanother spot in Leber's back. Getmoving, Mac."

The two walked out on thefield. Directly in front of themwas the helicopter, gassed andready to go. Noone was around."Look, fellow," LieutenantLeber said, you can't get awaywith this. When we're in the airyou'll be at my mercy."

Don't depend on it; I knowmy way around helicopters. Fortwo lousy years I worked for aLouisiana oil company and didlots of flying in them. Try somet.hing funny and you'll be deadbefore we hit the ground.

There was a pause and the convict said, I f we crash we both die.You've got everything to lose. Butme, I lose nothing-sooner or laterthey'll catch me and I'll fry."

When they got to the helicopter,Lieutenant Leber put his equipment in his side of the cockpit.His unwanted passenger stayedclose behind, the gun ready to fire.The lieu tenant turned arou; jand said, Now we've got to preflight."

No you don't. Just get in. I'lltake my chances."Inside the helicopter, Lieutenant Leber asked if it was all rightto warm up the engine.

Just a little but be ready tol} when I say. I f someone shouldcome, take off."

Lieutenant Leber started to- ach for the radio bu t the conVIct knocked his hand away.

No radio.As the engine warmed, Leber

started moving the cyclic stick asi it were causing trouble."See, I told you we should havedone a preflight."

What's the matter?"N free control movement. I'vegot no rearward play in the cyclic,

and I'll never be able to controlthe helicopter."

The convict tried the cyclics ick and cursed.Let's get another helicopter."Can't. All the others went out

with the troops yesterday."With that the convict cursedagain, jumped out of the 23 anddashed across the field, disappearing in the dark.

Lieutenant Leber watched fora few seconds. Then he called thetower and told them what happened. After a delayed preflighthe took off for his assigned mission of the day.

Late that night he brought thehelicopter back to its parking spot.Very tired and hungry he reportedto operations then started to hiscar. As he threw his map case onthe back seat, a car drove up anda man got out.Lieutenant Leber?" the manasked.

At the mention of his name,Leber swung around, half expect-

ing to see his convict again. Instead it was a state trooper."Yes, I'm Leber.""Saw the helicopter come inand thought it might be you. Justwanted to tell you we capturedthe escaped convict. The chiefwants to thank you and asks youto come to headquarters to giveus a statement."O.K. When?

Tomorrow will do. You looktired now.""Yes. I've been out on a fieldexercise, but I'll be down the firstthing in the morning."See you then. And thank youagain."The state trooper started backto his car. Then he turned abruptly and called, Lieutenant.

Yes.For my own information, how

did you get away from him?"I tricked him. Do you knowwhat the cyclic stick is on a helicopter?""Yes. I've been a passenger inthe state police helicopter severaltimes."

Well, in the OH-23D the distance between the cyclic stick andthe front of the seat is about thesame as the width of a map case.The other day I read of a n e r ~accident because a briefcase gotjammed between the cyclic stickand the seat. When I put my mapcase in the helicopter I let it dropill between the stick and the seat.This kept the cyclic from movingrearward. Your convict knew justenough about helicopters to knowthat the cyclic stick had to moverearward as well as forward. Whenit wouldn't move, he asumed itwas a malfunction and took off."

But couldn't he see the mapcase?"I t was still dark, remember."

12 U. S. ARMY AVIATION DIGEST


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;-sf:

,; ,J,;: ./

~ I : ANew, j. Breed oTigers

Lt ol William A Bearden


16/52

4

Just as Army training programs archanged to keep pace with new combatechniques, so must they be kept compatibl

, with new types of soldiers. Seventeen yearago the Army was taking students weversed in the military way of life and turninthem into some pretty good helicopter pilotsBut 1947 training techniques which accented military discipline are inadequate ttrain the young, inexperienced soldiers nowreporting to the Army's Primary HelicopteSchool at Fort Wolters, Texas.

In a limited experiment 20 individualwere selected from the lower grouping of class and removed from the strict militarenvironment. They were allowed academifreedom without harassment. Ordinarilthese men would have been dropped aftethe fourth week, but ll 20 jumped to thupper third of the class. We d hit on a frestraining approach that seemed to click witthe new type of student. We have acceptethe challenge to further develop it.

Col Kemuel K. BlackerCommandan t, USAPI-ISFort Wolters, Texas

HE ARMY S warrant officer candidate flighttraining program has been getting a new breedof candidates-jaunty young tigers with little or

no military experience.These tigers have been running headlong into a

training program aimed at experien ed enlistedmen, mostly NeOs. As originally intended this



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program worked well, but it backfired with recentenlistees and choked the spirits of our youngstudent aviators.

After a close look at the program a streamlinedapproach to training is being tried and is meetingwith initial success at the Army s Primary Helicopter School, Fort Wolters, Texas.

The new approach is designed to encourageinitiative and desire. It emphasizes the leadingguiding and teaching of students and gets them to

accept responsibility. The result has been confidentyoung students satisfied with the program for whichthey volunteered.Although the number of students trained underthe new approach is still too small to be statisticallysignificant, one definite result is a reduced attritIonrate, with no reduction in quality of the students.We at Fort Wolters feel that our new approach hasprovided very definite trends on which to basefurther program developments.

Nine years ago the warrant officer indoctrinationtraining and pr flight program was set up to accomplish two goals: -

provide enlisted men knowledge needed fortheir transition to officer status, provide enlisted men knowledge needed toqualify as technician-warrant officer Army Aviators.

The program worked well until about two yearsago when we began experiencing the gradual butmarked influx of inexperienced soldiers. Recentlythe input accelerated to a. point where this included60-70 percent of the candidates.

The new breed is made up of both high schoolgraduates and young inexperienced soldiers. Thehigh school graduates usually are just under 20years old. They have enlisted for the warrant officercandidate program and are called to duty givenbasic training and sent directly to Fort Wolters. Aclose look at these young men reveals a lack ofbackground military experience a high overall education and intelligence level as measured by ACTscores, and either a desire to fulfill their militaryobligation or enter into a military career in war-Col Bearden is Director of Instruction U. S. ArmyPrimary Helicopter School Ft Wolters Texas

JUNE 1965


18/52

ew

Breedof Tigers

rant officer status. We have found the young inexperienced soldier is in much the same boat.

The combina tion of the original program andthis new breed mixed like oil and water. A tremendous amoun t of confusion in these young menresulted, which spawned a resentfulness toward themilitary as a whole.A study of the problem revealed that attemptsto measure leadership potential for individuals whobarely know what the Army is about not only isimpossible but is a question ble go l in terms of

our mISSIOn of qualifying individuals to becomewarrant officer Army Aviators.

Under the old system candidates were seized ontheir very first day and clamped into such a rigidmold of regimentation that their prime concernbecame displaying an attitude and appearance ofmartinet soldiers. This took precedence over thelearning process needed to successfully completethe course, and it left little opportunity for development of initiative or independent action .

This was a serious deficiency when one considersthat aviators as aircraft commanders must haveinitiative, responsibility, self-discipline, and theability to think and plan. A change in the programwas obviously needed so we could develop ndme sure these qualities in individuals and eliminatethose candidates who fail to measure up. Ourstreamlined approach-which places responsibilityfor development on the individual student-provides techniques that are enabling us to developan improved program.

ENVIRONMENT L CH NGESOur tack now is to eliminate strict regimentation

and to teach students to accept responsibility andacquire self-discipline. Through our class advisorsystem (I officer per 20 candidates) and throughcounselling sessions, we seek to create an environment in which the individual will develop responsibility and initiative, and acquire maximumknowledge and experience during his stay. Ourconcern is to measure his spontaneous response inthese areas.

We have tried to eliminate negative measurements such as the demerit system. We occasionallythrow a few roses at an individual to emphasizethe good things he accomplishes . For example, if hemakes an approach at a bad angle, he s told aboutit, but he s also complimented for pegging his airspeed around the pattern. Also, privileges are basedon good things accomplished as well as the undesirable acts or situations, which too often were theonly accomplishments considered in this area.

We have also eliminated a mandatory study hallwhich itself was one of the forms of regimentation.Instead we enforce a quiet hour in the barracksarea and allow the students to work on things theyfeel need the most attention-be it study, care ofequipment, or relaxing. All the while an advisor isnoting each student s action nd his grade progress.f an individual s grades are poor and he has not

properly used his quiet hour, we have ample evidence that his deficiency is one of self-discipline andacceptance of responsibility.



19/52

The individual is expected to decide himself which areasrequire most o his time and attentionA classroom monitored by an advisor available toassist students on problems is kept open during

quiet hour for those desiring a more formal studyatmosphere. This is part of our effort to give stu-

JUNE 1965

dents a chance to be flexible and adaptable. trecognizes that study habits and ability vary amongstudents. One may be able to read his lesson onceand know it, but he may have to spend hours onhis personal equipment to keep it in proper condi tion. Each man then is responsible for decidinghimself which area requires most of his time andattention.

With little or no military background, the newbreed of candidate must be taught the military wayof life. The teaching and application (militarybearing, saluting, conduct, etc.) is applied to all ofthe preceding environmental changes discussed. Thecandidate s progress is observed and measured.What is satisfactory orie week will be marginal thenext and unsatisfactory the third.

The results of our environmental changes arequite amazing. The combination of our streamlinedapproach and the few experienced soldiers mixedin each class resulted in unexpectedly high militarystandards in the first class-even exceeding those ofthe previous class of the saitie week level.

In our first class, six students were eliminatedafter 4 weeks. Five were academically deficient withside reference to deficiency in responsibili ty andability to manage themselves and their time. Theother was dropped for disciplinary reasons.

The most significant change noted in eliminatedcandidates was their attitude toward failing thecourse. Previously those dropped reflected resentment toward the school, Army Aviation, and themilitary as a whole. Students dropped from the newenvironment displayed an attitude of having received a fair shake and simple acceptance of failureto measure up.

C DEMIC CH NGESOur streamlined approach also involved a review

of subject matter and the sequence in which it waspresented. During the review of sequence of training we found that candidates encounter a majorhurdle at the end of their fourth week. That iswhen he reports to the flight line, a completely newtraining environment. Candidates are expected todevelop tactical skills amid a swirl of new conceptsand terminology (altimeter, base leg, ailerons, etc.) .They had not been prepared for this very suddenand decisive change Many candidates became sodiscouraged at their inability to absorb so much inthe short time allowed that for all practical pur-

7


20/52

poses they had resigned, despite giving the appear-ance of trying to complete the course.In considering sequencing, we spread the transi

tion from ground to air over a longer time 5pan inboth rotary and fixed wing p r o g r a m ~ A blend ofmilitary academics and flight training preparatorysubjects begins soon after students arrive. Militarysubjects are covered almost exclusively in the firsttwo weeks, but they are on a 50-50 ratio with flightpreparatory training in the third and fourth weeks.Certain aeronautical subjects scheduled in the firsttwo weeks of flight training were switched withmilitary indoctrination subjects that had beenscheduled in preflight training. Some schedulemodification was necessary for fixed wing studentswho spent only four weeks at Wolters and reportedto Fort Rucker for flight training.

SUBJECT M TTERTime devoted to drill and command and physical

training has been reduced from 55 to 22 hours.Previously candidates were required to teach eachother these subjects and were measured on theirability to do so. We feel that for our purposes thiswas not a valid measurement. We have saved agreat many hours by teaching these subjects. Emphasis is placed on mili tary bearing, precision drill,games of skill, and coordination exercises as opposed to strength building exercises.

Formal inspections have been reduced from 15to 9 hours because we now concentrate on teachinga man how to prepare for inspection rather thanhow to inspect.L eadership has been reclassified leadership train-ing, with emphasis on responsibilities and principlesof leadership.

We have created a new and probably unfamiliarsubject called aerocation derived from the wordsaeronautical and education . It is designed specifi-Coordination exercises are emphasizedn new program

18


21/52

Inspections have beencut from 5 to hours New

Breedof Tigers

cally to help the student transition from groundto air.

About 7 hours of aerocation are taught in shortperiods interspersed in the first four weeks. Subjectscovered are diverse ranging from an orientation atthe heliport through an analysis of aviation as acareer discussions with the flight surgeon on fearand apprehension, and demonstrations of maneuversthey will be required to learn.

The revised sequence and subject material isaimed at giving the students sufficient knowledgeand understanding so that when they arrive at theflight line instructors can get right to the businessat hand teaching to flyThe first two classes to train under the new ap-proach showed an improvement in academic gradeaverage. In fact the median grade in mapreadingsoared from 7 to 84. We attribute this change totwo things: The revised drill and PT schedule allows morestudy time. Reduced regimentation allows the candidateto do his best accomplishing the goal he set forhimself when he volunteered for the program.

Our first group under the new program hasmoved into the flight program and maintained itsimproved grade average. The flight instructors en-thusiastically reported the students were betterprepared to receive and absorb flight training. Theaverage student soloed in about 2 hours-2 hoursless than the previous class average. Since the in-structors were not required to devote valuable timeto teaching cockpit radio, and traffic pa ttern pro-cedures now covered in preflight, the students skilldevelopment in the first 5 hours was much higher.So far the young candidate has responded verywell to our streamlined approach. There has beenno reduction in quality. There has been a distinctimprovement in academic development. We have aprogram that shows merit, but it is not-in ouropinion-the final step to the ultimate goal. Theresults merely show a greater challenge to seekmeans of producing a better aviator at less cost.

9


22/52

'

20

Specialist-4 Calvin W. Krefft j r

Hail tC REWCHIEF, that is. He'sthe man wi th the wrench inhis hand, grease on his nose anda what's wrong and lemme fixitlook on his face.You'll find crewchiefs with 15years of Army Aviation and justplain aviation experience. You'llfind school-fresh, pimply-facedteenagers working on your aircraft. Both bear the title crewchief. They all do the same job,nQ matter the physique.

Some are slow, some are grumpy,and some are cheery as all get-out.

Y o u ~ think some had been promoted to captain by the way theysmile and greet you as you prepare for a flight in their aircraft.Odds are fan tas tic, though, agains tthe possibility of a crewchief beingcommissioned on the spot. Look alittle deeper and you'll probablyfind that the maintenance officer,the CO, or the last pilot to fly hisship complimented him on theship or on his performance in it.It's funny, as is all human natureto some extent, that something assimple to say as, Smooth flyingship you've got here, Jones, or

Fine job on those maps, Derrick,will make him feel that whateverhe has done has been noticed. I twill make the rest of your flight

Sp-4 Krefft is assigned to Troop D3d Sqdn 7th Cav APO N. Y09036.U. S ARMY AVIATION DIGEST


23/52

hiefmore pleasant-and the next pilotwill benefit, too.Crewchiefs are a strange breed.They can spot a phony compliment on downwind, and they'lltake it like ops will a 1080 fromFort Sill to Fort Ord. It won't go.l f the crewchief is complimentedon something he believes is good,he'll appreciate it and everyonewill be better off for it. A compliment on mapreading will bringabout a startling grab for themaps the next time he flies, in aneffort to show you he can do evenbetter this time. A compliment onthe cleanliness of the aircraft willbring about a wash-job the nextday i f he can round up the time.

f a crewchief is treated like anerrand boy, he'll act like one.When he's called, he'll jump, allright-not before.

He can be a helpful fly-buddywith maps, radio frequencies, andother little things around thecockpit which would take an extrabit of attention from the controls.

Let's imagine you're on a tactical mission and you're supposedto report enemy activity in thearea of Hill Charlie. f you'vebriefed the crewchief and, if hedoesn't have maps, tell him whenyou're there. He won't sound sostupid to you when he tells you,

There's a tank in those trees,and you're still 2 miles from Charlie. He saw you looking down andhe's trying to help you look forJUNE 1965

what? Tell him what you're looking for and where, and he'll be anex tra pair of eyes.

f it's to be a troop lift, hecan look out to the sides whileyou're concentrating on the terrain you're zooming over. He'll

ompliment on something acrewchief believes s good will haveendless benefits

try to help if you tell him whathe can help with.

The crewchief is a delicate, precision machine, yet a sensitivehuman being. He'll work late andhard if he's shown in some way,no matter how small, that thework he's doing is being appreciated. He doesn't expect you toL Lise your palm' slapping him onthe back or to run up to him,throw your hand out in greetingand say, Hiya, Joe-babes. How'sit goin'?

The ship he crews is his babyand he takes pride in it. f yousee something you think is worthyof complimenting, by all means,mention it. He'll work out like aUH-I for you.

Hail to your crewchief?Why,HAIL y ~ s

2


24/52

The Sportor You

Army Aviators perform bestwhen they develop andmaintain a high level ofphysical conditioning

M AN IS BECOMING healthier and stronger.Proof of this can be seen in the record booksof the sports world as old records fall and new onesare entered with increasing frequency. Every yearit's higher and higher, faster and faster, and fartherand farther.

These were the words of a colleague of mine, aformer sports writer who often refers to the field ofsports when illustrating a point. I find it difficult toargue with him on this point. However, the question often asked is, Why is this so?

The reason for this apparent improvement inman's general health and ability has many factors.One of the most significant is the remarkable progress made by medical science, resulting in a healthierman in a healthier environment.

The athletic records that are being broken everyyear are the result of a program of intensive study,research, and development in the recently expandedspecialty field of athletic or physical medicine. Thisinformation is applied to the development of newtraining techniques, refinement of old trainingmethods, and improved examination and treatmentprocedures for those engaged in sports, and has22

resulted in advancements previously thought impossible. This observed improvement in performance is not so much the development of a supermanor super athlete, but in reality is the result of abetter understanding of man himself, his capabilities and limitations. He is able to use more effectively and efficiently those factors which he hasalways possessed.At this point, one might say, This is all veryinteresting, but how does it apply to us, the aviatorand the aviation environment? The answer is assimple as the unquestionable statement that manperforms best when he develops and maintains ahigh level of physical conditioning. Attempts toproduce the desired level of physical conditioningin large groups of individuals by using the calisthenic physical training program approach hasbeen to a great extent unsuccessful. The desiredresult can be achieved equally well and much moreacceptably through a program of organized participant sports.

In contributing to the development of the improved athlete, medical science has capitalized uponthe fact that specific types of training will developspecific systems and functions in the human bodywith improved reflex-reaction time, endurance, andstrength. All of these factors are important to theaviator and other aviation personnel in producingand maintaining accuracy in function and sustainedperformance.As specific examples, sports such as tennis, baseball, and handball are primarily associated with thedevelopment of improved reflexes and reactiontime. Swimming, basketball, and track and fieldparticipation will primarily improve endurance.Weight-lifting and wrestling will improve specificmuscle tone with resultant increase in strength.Almost any sport, if performed properly, will develop all three of these desired characteristics tovarying degrees. Concentration upon one type ofsport should be discouraged. A well-balanced, selective program designed to develop and maintainreaction time, endurance, and strength resulting inhigh levels of sustained performance is desired. Sucha program should and can be developed on thebasis of the particular needs of the individual required to perform his specific tasks.

The need for those working in the aviation environment to maintain high levels of physical fitness is equal to, if not more important than, theemphasis we place upon maintaining the aircraftwe fly The man is as important as the machine,and in the interests of flying safety both must bemaintained at levels necessary to produce safe,sustained performance. ~



25/52

Gossip is the voice of the devil. It has ruined many a person'sreputation and career. Operators acceptance of a new airplanesuch as the Mohawk can also be hindered by unwarrantedand uninformed gossip.

p e a l ~ i n g o the OV ISOMETIMES, after several unfortunate accidents, a new airplane has gained a reputation ofbeing vicious and unpredictablea widow maker-by pilot gossip.For some, the Army s OV- Mohawk has had a reputation of thistype. This stigma has resultedfrom several misconceptions. Generally, I have found after flyingsome of these airplanes that accusations of this type were unwarranted. In reality, they wereeasy to fly forgiving birds. For

JUNE 1965

erald T Thorpe

this reason a review of the Chief scharacterist ics follows.The first two years the OV-l

was in the inventory, its accidentrate was the highest in Army Aviation. The fatality rate was alsovery high. This created concernamong aviators flying the Mohawkand a lot of aviators became reluctant to check out in the bird.This is a natural reaction. But intaking a closer look at the accidents my own conclusions are thatthe largest percentage were caused

by lack of knowledge in aerodynamics, low pilot proficiency, andin some cases by downright foolishness. Let's briefly review two ofthe accidents that seem to pointt a lack of know edge in aerodynamics.

One accident was the result ofa very steep turn low to theMr Thorpe is a civilian flight

i n s t r u c t o r ~ Standardization Flighti v i s i o n ~ Dept f Fixed Wing Tng

U S V N S ~ Ft R u c k e r ~ Ala

Photo courtesy Ryan Aeronautical Company

23


26/52

ground during a gunnery run.The turn was so tight that a highspeed stall was produced and theaircraft rolled into the ground.Another was a steep dive andabrupt pullout from low altitude.The combination of dive angleand speed did not permit recovery in the altitude available. Onthe foolhardy side is aerobatics atlow level. The only thing to sayabout this is: if you are not aboveaverage in precision aerobaticsyou may have to pay the fiddlerif you dance.

Let's review some basic aerodynamics. Until the birth of the:Mohawk, most Army Aviatorswere experienced only in airplanesof light wing loading. The highestg-load most had experienced wasnot over 2 g s. Aviators flying the

OV-l need to understand whathigh wing loading and high loadfactors do to the flight characteristics of an airplane.

The OV-l at 14,000 pounds hasa wing loading of approximately42 pounds per square foot. TheU-6A at 5,000 pounds has a wingloading of abou t 20 pounds persquare foot. This difference inwing loading can make a big difference in performance, particularlythe load factor. At this load, thel\10hawk in some normal missionscalls for a d ive recovery of 4 g s,whereas the Beaver would only beexposed to less than 2 g s in anynormal mission. The U-8 and U-9under heavy load can come close24

to the OV-l in wing loading butthese airplanes are normally operated at much less than 2 g s and arevery seldom exposed to ianding inshort or unimproved fields.

In the OV-I, high sink rates candevelop long before the actualstall occurs. To stop this sink, ttakes far greater altitude loss thanever experienced in the 0 1 orU -6A. f the airspeed is allowed toget slow or abrupt use of the elevatot is made, the Mohawk willhead for the deck at a heart-inthe-mouth rate. Once this characteristic is understood, the aviatorshould have no difficulty stayingout of this condition.I have felt for a long time thatan airspeed indicator does littleto tell the pilot of an impendingloss of control. An angle of attack

indicator would give the aviatorcontinuous information on whatis taking place with his wing. Thepilot would be ab le to safely flythe airplane at optimum angle ofattack. Until this ins trumen t ismade available, airspeed and thepilot S feel and sight are the onlyindications of approaching loss ofcontrol. lVIost of us add a little(or a buffer zone. Those who don'tusually, sooner or later, buy thefarm.

The 1 g stalling speed, poweroff, is most generally the one givenin airplane handbooks. f you askany aviator at what speed a patticular airplane will stall, this isthe speed he most likely will give.

The airplane will seldom stall atthis indicated airspeed, for it doesnot take into consideration load,weather, instrument error, poweror control touch.

Any airplane within the limitsof its structure may be stalled atany speed. When a sufficientlyhigh angle of attack is imposed,the smooth flow of air over thewing breaks up and tears away,thus producing a stall. Generallythis causes a rolling action whenthe angle of attack is increasedrapidly and the stall occurs at aspeed higher than the 1 g stallingspeed. A study of this effect hasrevealed that the stalling speedincreases in proportion with thesquare root of the load factor.This means if the stalling speedat 1 g is 100 knots, at 4 g s it willbe 200 knots.

In attempting a level altitudeturn, 4 g s will be produced at abank of slightly over 75 and atapproximately 85 bank 9 g s willbe produced. A thorough appreciation of load factors induced byvarying degrees of bank and rapidpullups will do much to aid inpreventing accidents in steep turnsand dive recoveries low to theground.

Accidents are costly in bothmoney and heartache. Humanerror seems always to be considered the highest factor in accidents. Many times this humanerror is in the cockpit. We allmake mistakes, but let s try toavoid the fatal ones. Let us look atthe cold hard facts and learn something that will help us to avoidaccidents.

So let s stop the bad talk aboutthe Mohawk. The Chief s a dependable, easy to fly airplane-onethat gives all sorts of warning before entering an uncontrolledflight condition.

f you don't learn to appreciatewhat load factors and wing loading can do, then, son, don't gonear the Indians.



27/52

The Chief isa dependable

easy to flyairplane

that givespilotamplewarning be

fore enteringunsafe flight

regime

JU E 1965 5


28/52

26

Here s another example of how Army Aviation unitsin this case, ASTAP) provided additional supportthrough initiative and imagination

On TargetWithRadarVectors

aptain ohn S acob

RILE EXTENSIVE research and development isbeing conducted to provide a universal position-fixing navigationsystem, we have a navigation aidvi thin the present aviation battalion. Using vectors from radarset AN/MPQ-29, normally usedAssigned to the Dept ot FixedWing TngJ USAA VNSJFt Ruckerwhen he wrote his articleJ CaptJacob is en route to Germany



29/52

Meeting special requirement for unusual mission requests can be done usingdrone tracking N MPQ 29 radar sets

to track and plot the course ofei ther a drone or manned air-craft, aerial resupply aircraft canbe directed over their drop pointsunder marginal or instrumentweather conditions ensuring de-livery of needed supplies underotherwise impossible conditions.

This set can also be used to helpunit aircraft locate a new basefield during night movements andto augment the eC unit for aJUNE 1965

surveillance approach backup.The following examples indicatesome additional capabilities ofthis aid.

A request to illuminate a battlegroup objective during a nightattack has been received by theoperations officer. A weather checkindicates there will be a high over-cast with no moonlight availableto aid the pilot in locating thearea. Previous aerial surveillance

reports indicate that the enemy slight discipline is excellent, sothere will be no ground referencelights to pinpoint the drop site forthe flares. Time and distance frombase airfield could be used, butthe illumination is to be on call.Premature illumination or illumi-nation of the wrong area couldjeopardize the infantry missionwith possible disastrous results.Can this request be accepted and

7


30/52

ON T RGETthe mission performed satisfactorily or will it have to be turneddown?

This request was accepted bythe 7th Aviation Company, 7thInfantry Division, during a battlegroup ATT in Korea. Flares weredropped on target on call, andthe infantry objective seized asplanned. The mission was flownby a U -6A airplane using radarvectors from the AN MPQ-29radar set organic to the AerialSurveillance and Target Acquisition Platoon (ASTAP) .

The AN / MPQ-29 is authorizedas a navigational aid for mannedsurve i l lance aircraft and thel\1QM-57 A drone system. TwoAN MPQ-29 radar sets are au thorized in the infantry, mechanizedand armored divisionsTOE I -78E) , and one

AN MPQ-29 is authorized in theairborne division (TOE I-58E).

This set is a mobile trackingand plotting radar system mounted011 an M-200Al trailer. ThePV-264/ U power unit is mountedon an M-I05 trailer, and is thendesignated PU-269/ U Power Unit.Both units require a 2'i'2-tonprime mover.

The system is used to track andplot the course of either a droneor manned aircraft. Minimumrange of the system is 300 meters;maximum range using skin tracking is approximately 17 kilometers, while beacon tracking increases the maximum reliabilityrange to approximately 40 km.The maximum rated range forsearch and automatic tracking is92 km.In this mission, as in all othersusing radar, the desired course ofthe aircraft was plotted on a standard scale map before the flightand the map inserted on the plotting and tracking board in theradar van. As the mission was28

flown the flight path was automatically traced by a stylus onoverlay paper, providing a recordof the flight for future reference.By directing the aircraft's actualflight path to coincide with thepredetermined and desired flightpath, the aircraft was assured ofbeing in the correct position atthe correct time to accomplish themission.

While this mission was not typical of the functions of ASTAP, its an indication of special requirements that can be handled byArmy Aviation units. ASTAP'smission is to provide aerial coverage of the area of influence ingeneral support of the division'sintelligence requirements.

Functions and equipment usedinclude the OV-IB Mohawk withSide Looking Airborne Radar(SLAR) to acquire moving targets and to provide surveillanceof routes, zones or areas whereenemy activity is suspected, andthe OV-IC with an infrared detector system to provide air-toground infrared surveillance ofroutes and points within enemyterritory and to acquire targets.An aerial photographic surveillance system can be mounted oneither of the OV-ls as well as inthe MQM-57 A unmanned surveillance drone. Any of these may beemployed on day or night missions.

Photographic survei l lanceequipment used in the drone ormanned surveillance aircraft isextremely versatile. The equipment produces vertical and obliquephotographs singularly or with 60percent forward overlap. Whenoverlapped, these photographs canbe matched to form stereo pairsor reconnaissance strip maps.

A request to photograph a proposed training area 5 miles wideand 10 miles long (50 squaremiles ) was accepted by the AerialSurveillance and Target Acquisition Platoon. Forward overlap forthe mosaic could be handled by

the photographic system, but whatcould be done to resolve the problem of horizontal overlap? Groundreference points could be used bythe pilot to orient his flight path,but this would not be accurateenough to provide constant overlap.Once again radar vectors werethe solution. The degree of overlap was computed and plotted onthe map. A U-6A was used and theonly requirement was to direct theaircraft on the desired flight pathand indicate when to activate anddeactivate the camera. After completing the first leg the aircraftwas vectored to the second legand so on until the entire areahad been photographed and themission accomplished.

These two examples were nottypical of the missions of theAerial Surveillance Platoon butwere accomplished through initiative and imagination.The AN / l\1PQ-29 radar set isdesigned for some mobili ty and

can go anywhere the 2Y2-ton primemover can go. Since it is normallylocated well forward, it is readilyavailable for other missions whennot being used to guide surveillance aircraft missions. Securi tyfrom enemy ground attack andenemy detection of radar use present the biggest limitations. Coordination with the unit in whosearea the radar is set up will provide local security. Restricting useof the radar to essential missionsand frequent movement will negate the enemy's detection of theradar. Once moved the radar canbe set up and back in operationin fairly short order.

Certainly other mission areas canbe improved by using radar vectors and tactical radar sets alreadyin use by the field soldier. Thel\1PQ-29 has its limitations, but itcan be a tool in developmen t ofthat age-old Army temporary problem solver- the field expedient.All it takes is imaginuity.



31/52

"Suddenly he startedrocking is wings, y

g o s h ~ w h t did that mean?"You never ,know when

you'll be given a formation 'flight. Better brush up on

JUN 965 9


32/52

T HE LEADER MADE another porpoising movementwith his airplane. t was hard tobelieve that he wanted us to closein even tighter. I eased in a littleleft rudder, added a slight amountof power and slipped in a littlecloser to Phil, the flight leader. Icould see him moving around inhis cockpit trying to see us off hisright wing, but I doubted that he

~ o u l d see us at all in our positionIn a stepped up right echelon. Iknew he wanted it to look goodfor this demonstration but thisseemed too close.

I had never flown this close toanother aircraft, even practicingformation at higher altitudes. Buthere we were buzzing around thecountryside at less than 500 feet absolute and less than 10 feet apart.The air was slightly turbulent atthis altitude and I knew the num-ber three man was having difficulty holding in tight, so I wastrying to hold my position assteady as possible to make it easieron him. It was still about 5 min-utes before the demonstration.I had been in this unit only 3months and this was my first as-signment out of flight school, alsothe first demonstration I had beeninvolved in. We had been in theair almost an hour now practicingfor this show. I could tell I had

Capt Dodds s a flight c o m m a n d e r ~Contact i v ~ Dept ot Fixed WingTng Lt O verstreet is a flight in-structor wzth the Dept of FixedWing T n g ~ U S V N S ~ Ft Rucker30

to keep reminding myself to easeup on the control touch now andthen. My left foot was almostasleep from having to hold in aslight amount of left rudder. I'dhave to remember to write thisbaby up for trim when I got back.I was also getting a headache fromconcentrating so hard on Phil'sairplane.

Good deal. Phil gave two quickfishtail movements telling us toopen up a little wider. I knew he on him. Why was he going thiswas trying to give us a chance to direction when the demonstrationrelax just a bit before the final was the other way? He must beflyby. I eased back a little and trying to check my alertness. Hesuddenly this normal position sometimes did things like this Iseemed great. All kinds of room. was told. t appeared that he wasI still wished my radio was work- heading back to the field. I wisheding, but we had no spare aircraft my radio was working.at the field this morning and Phil I checked to see if Bob was onsaid it would be OK to fly without my right wing but because of theradio as long as I paid attention left bank I couldn't see him. Thento his signals. I saw him come up underneath on

This was the first time I had my right and motion for me toever had to fly formation by visual break away from Phil. I immedi-signals alone. In school we always ately did so and followed Bob whoused the radio. Well, in school it entered the pattern at the fieldseemed they were more strict on and landed after Phil.a lot of things. I wished now I'd ( There I found out what hadasked Phil to review the signals. happened. Just after we had closedBut I knew he expected me to up again, Phil suddenly noticedknow them, so I would have felt his loadmeter almost pegged onfoolish asking him, and thingsseemed to be going K so far.

There went the porpoise again.t was nearly time for the demon-

stration and we were closing in forthe big show. Once again I slippedin a little tighter. Boy that proplooked close to Phil's right wing.Suddenly he started rocking hiswings My Gosh, what did thatmean? Form a V formation? Icouldn't remember. Besides wewere to be in a right echelon forthis show.

Abruptly Phil turned left andbegan a climb. I could hardly stay

the high side. Fearing that thebattery would blow, he rocked hiswings, signifying "break it up."That's what it meant He couldn'tsee us but was certain we hadbroken off, so he took it on thelam for home.



33/52

Then it occurred to me whatmight have happened if he hadturned right after he g v ~ thesignal to break up: he would haveturned right into me. It couldhave been disastrous for both of us.

I decided then and there tostudy up on formation flying.

Here s what I found:nterval is the fore and aft distance between aircraft in an ele-

men t or between elements.Lateral spacing is the distance

from wingtip to wingtip or theside-to-side distance.Step up is the vertical distancebetween aircraft or between elements. The distance should always be enough to allow adequateclearance in all directions.

f the proper lateral spacing,interval, and step-up are maintained the wingmen will be atabout a 45 angle to the side andrear of the lead aircraft. This isJUNE 1965

the proper position for a V formation.Few visual signals are needed tocontrol a formation in case aradio cannot be used. Visual signals used most often are-Breakup - a gentle rocking ofthe wings.

Join up - a series of shallowclimbs and dives or porpoising.Openup - fishtailing the air

craft caused by using alternate leftand right rudder.

Left echelon - a slight dippingof the left wing.Right echelon - a slight dippingof the right wing.These signals are used at theU. S Army Aviation School. f

made distinctly, they are all thatare needed in most cases to control a flight. f echelon flight isneeded for any reason this can beaccomplished by only one manchanging his position in the basicelement.For example, if the leadmandips his right wing, the left wingman or number 2 is the only oneto change position. He does thisby reducing power slightly thencrossing under both aircraft byusing right rudder. Once underthe right wingman and at approximately a 30 angle to -hisright rear, the left wingman adds

power and assumes the C01-rect step-up on the right wingman.The flight is now in an echelonright. The crossover may be ac-complished by doubling the stepup and crossing over the other aircraft, but visibility during thismaneuver is not as good as whencrossing under the other aircraft.

The techniques of the leadmanare very important because he isresponsible for leading the flightand keeping it clear of dangers

and obstacles. All turns must bemade slowly and smoothly, preferably using no more than a 20bank. Climbs and descents shouldbe made at cruise airspeed. Allvisual signals made by the leadman should be clear and distinctso there will be no question as totheir meaning. When flying thelead aircraft, bear in mind thatmuch more room is required tomaneuver a formation than justone aircraft.

Although the leadman has thegreatest responsibility, the wingman must be mindful of his technique. He must constantly watchthe lead aircraft and/or the otherwingman and maintain the properspacing.To obtain the best results thewirigman must be able to anticipate the leader s moves. Bothleadman and wingman shouldbear in mind that the key to goodformation flight is good techniquemixed plentifully with smoothnessand alertness. . . . . . .

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CRASH SENSE UNITED STATES ARMY BOARD FOR AVIATION ACCIDENT RESEARCH

32

aintenanceSenseajor hester Goolrick

U S RMY VI TION DIGEST


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ANY A successful business executive in the90 percent income tax bracket knows deepdown he would still be loading cases in the shippingdepartment at 30 bucks a week if he had notbeen lucky enough to acquire a solicitous wife. Shesaw to it his socks were always darned, his calorieintake stayed at the proper level, and that heclimbed aboard the 8: 5 commuter special everymorning in tiptop shape to do battle with the business world. He had his job to do, and she had hers,and between them they got to the top and stayedthere.

Ev ery successful front line performer owes a considerable debt to the sure, conscientious services ofunsung heroes who labor long and hard behind thescenes to make a tricky task seem as smooth asdouble-whipped cream. f his assistant doesn t knowhis job, is off wool-ga thering, or couldn t care less,Merlin the Magician will finish his act some nightby taking a chunk out of the young lady he is pretending to saw in half.

Merlin knows a well-trained professional property man is an absolute necessity. You can bet yourboots once he is lucky enough to acquire one hekeeps him under lock and key, feeds him on 2-inchsirloins, supervises his work, and sees to it he

o ~ h e s his task with the spirit Army has whenit lines up for the kickoff against Navy.

Merlin is in for a hearty jeer from the audienceand a fat lawsuit from his blonde assistant if hissaw bites down because his property man was tryingto figure out how much he owed the grocer whel1he should have been giving bis full attention to hisjob. At that Merlin s position is not as critical asthose of people whose professions make them utterlydependent, not only for their livelihood but fortheir very lives, on the reliable work of those entrusted Wh keeping the tools of their trade inproper order.

A HORSE A HORSEIn this category, Army Aviation stands out like a

full moon at the beach. Pilots are the latest in along line of military men who can be r ~ n d e r e d ashelpless and as vulnerable as oysters on the halfshell if faulty maintenance turns equipment theyare counting on into something as helpful as a sievein a leaky rowboat. Everybody remembers how KingRichard lost his horse, his kingdom, and eventuallyhis head because some lame-brain in t ~ ~ shop forgotto include the right number of nails when entrustedwith the task of shoeing the battle steed.

The situation has not basically changed. Someaviators have discovered this after their aircraft haveJUNE 965

Merlin is in for a hearty jeer

been overcome with sleeping sickness in mid-flight.A missing cotter pin or an improperly torqued boltcan put a man in a position where, given the choice,he might gladly swap places with King Richard andtake his chances.

etween them they got to the top

M ..33


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aintenance Sense

Some lame brain forgot to include the right number of nails

34

ependent for their very lives on reliablemaintenance work

When you boil it down, it comes to this:AN ARMY PILOT IS NO BETTER THANTHE AIRCRAFT HE IS FLYING. THEAIRCRAFT IS NO BETTER THAN THEMAN WHO SERVICES IT.

Agreed? All in favor say aye? Sure. Everybodyknows an improperly serviced aircraft can be justabout as lethal as the gas chamber in the big house.All support the view that Army aircraft mainte-nance standards should be as close to perfection asit is possible for human beings to get. Where thefly gets into this batch of ointment is that the Armydoes have a maintenance problem, and no smallone at that.

t may sound as if we are making a lot outof a little when we say only about 7 percent ofthe Army s aircraft accidents over an extendedperiod have been laid directly to maintenance.Keep in mind the grim fact that a maintenance-caused crash is likely to be one of those affairs no-body likes to clean up after or even think about.Add to this the enlightening thought that at least15 percent of accidents over a s i ~ i l r period tan beascribed to material failure which is the same insome cases as saying that somebody has subjected apart to a strain it wasn t built to take. And tack on



37/52

one more item: skillful work on the part of pilotsturns many potential maintenance-caused crashesinto routine forced landings. You begin to get apicture about as cheerful as an afternoon TVsoap opera.

What makes the story even worse is that eve1ymaintenance caused accident is totally preventable.To be sure, we are all aware the human factor ispresent in every aspect of Army fiying. There is noarguing that occasional accidents take place becauseof factors nobody could have foreseen or averted.With maintenance accidents, no. Given a properlyworking personnel and supervisory system, accidentscaused by faulty maintenance should go on the shelfwith other hazards of the past, such as yellow feverand runaway brewery wagons.

THE FLESH S WE K

When a doctor examines a patient he first determines what kind of bug he has and then setsabout getting him back on his feet. As a first step,then, in Stamp Out Maintenance Accidents Week,let s see what is wrong, and

determine what to do about it.Human beings, all of whom come equipped with

standard, high-fidelity error capacity systems, commit mistakes for a variety of reasons, some trivial,some complicated. When a man who knows just

... . . < , , - : c, enough about electricity to plug in a toaster tries to. --.'- ---- - - - ~ ~ - - ~ . - ~ _ _ _ _ _ . repair his TV set, you put the result down to the. .a- . . . . . . -- ... : ~ , __ ..:.. ~ = - - - ... : :... . ,-.. simple fact he was short-weighted by a good half

JUNE 1965

'''-,''''': >: : : ........ ' .

Where the ly gets into the ointmentis that the Army does have amaintenance problem35


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aintenance Sense

pound in the brain department. When an Armymechanic, or any other man tr ined to do anportant job that must be done right, commits anerror, the trouble can be a little harder to diagnose.

In general, we can say maintenance mistakes fallinto five broad categories:A m n holding back a head of steam s in no condition tocope with an import nt task

36

PressureLack of experience or trainingFaulty attitudeSloppy proceduresInadequate supervision

These condi tions can affect the performance ofny mechanic or anybody in Army Aviation con

nected with maintenance at some point in hiscareer unless he gives solid thought to what his jobreally means and how he fits into the picture. Thatparticular career point will be the one at which hewill do something he shouldn t do or fail to dosomething he should do with the result that hewill set in motion the inevitable chain of circumstances which will lead to an avoidable accident.

Pressure for instance. Here is one condition military men have considered more or less normal sinceHannibal took his elephants on a forced hurry-upmarch across the Alps. Every military man from thebeginning of time has known what it is like to beconfronted with something complicated whichshould have been done a half hour ago. In ArmyAviation, maintenance work a good part of the timemust be performed by men who are under somekind of pressure mental or physical- frying under amid-summer sun freezing cold or just plain tired.

Personal physical and mental problems make uppressure which affect one s performance even wheneveryone else in the unit has had 12 hours of sleepand began the day with a breakfast of steak andeggs. A man with an impacted wisdom tooth whofeels as if somebody were using his jaw for an anvilis obviously in no fit condition to cope with animportant and complicated task calling for fullconcentration. Neither is the one holding back ahead of steam because his wife has just bought ababy grand piano on the installment plan. Andthe man with real physical or emotional problemscan be so drowned in his own woes he shouldn t betrusted with adjusting a pair of roller skates.



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People in the grip of relentless pressure overlookimportant details. They give something vital a lickand a promise. They put off until tomorrow thething which must be done today. What they arereally doing is sowing some guaranteed sure-sprouttrouble in particularly rich soil. In a recent helicopter crash, which killed all aboard the crewchieffailed to ground the aircraft for necessary repairs.He evidently felt it could make it back to base andknew the pilot and his passengers were in a hurry.He was tired. He lost his judgment. He gambled.He lost his life.

On another occasion, a helicopter crash was laidto a missing scissors link in a main rotor head. Because of a visiting VIP Operations wanted 5 aircraft when five or six was normal. Somebody had tohurry. Somebody goofed.e dropped the guard his experience had taught himshould never be relaxed

JUNE 1965

The inevitable chain of circUmstanceswhich will lead to an avoidableaccident

What it adds up to is that pressure of any kindcan result in the margin of safety being whittledaway until it no longer exists. Trying to speed upthe job a good crewchief injured himself badly oneday in a still-turning prop because he left no roomfor worry, preoccupation or fatigue. Totally concerned with getting the job done as soon as possibleso he could move on to something else crying forattention he dropped the guard which every bit ofhis experience had taught him should never berelaxed.

LITTLE LE RNINGHere was a case in which long experience may

have hindered rather than helped; another in whichclose familiarity with something dangerous causeda man to overlook fangs longer and deadlier than aTexas sidewinder. A good part of the time, however, a simple lack of knowledge or understandingof the jo b s the factor behind the simple, gardenvariety, day-to-day type of maintenance error whichproduces enough headaches to keep aspirin prJ ducers happy for the next decade.

The really bad thing about lack of experience isthat sometimes the inexperienced man doesn t knowhow inexperienced he is The gap between what aman actually knows and what he thinks he knowscan be as wide as the Mississippi in full flood, asevery gray haired college professor trying to teachphilosophy to a bunch of sophomores knows to hissorrow. This attitude occasionally tempts novices totry Olympic ski slopes at Innsbruck or brides in thecorned beef and cabbage class to try a cheese soufflethe very night their husbands bring the boss homefor supper. The story seldom has a happy ending. .

Naturally no maintenance accidents or incidentsare caused by fresh-hatched mechanics who go abouttheir jobs with the wide-eyed innocence of middleaged schoolteachers exporing Greenwich Villagefor the first time. No one approaches an aircraft

37


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aintenance Sense

with the enthusiasm and general fund of knowledgeof a small boy getting ready to dismantle an alarmclock.

But-the man who has gone through maintenanceschool or maintenance officers school is not fullyqualified, any more than the pilot who has com-

The really bad thing about lack ofexperience is that sometimes the mandoesn t know how inexperienced he is

pleted pilots school is a finished, well-rounded airman. A man could probably live to be so old hewould regard Methuselah as a young whippersnapper and never become IOn percent perfect at anything from laying bricks to playing the glockenspiel.f he fails to grasp this simple truth, he may proceed

A man could live to be so old he would regard ethuselah s a youngster and never be perfect

38 U. S ARMY AVIATION DIGEST


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blithely ahead, getting into deeper and deeper wateruntil he finally sinks from sight. All too often, hedrags an innocent bystander down with him.

Another thing to be kept in mind in the businessof maintaining aircraft is that a man who hasacquired a lot of experience can suddenly be setback, like a runner tackled for a long loss or aparcheesi player being penalized two spaces.A trained mechanic accustomed to working witha particular kind of plane may unthinkingly followhis old techniques when he is switched to the jobof care and feeding a new addition to the Army sgrowing family, or even a new version of the old.He may be accustomed to maintenance in a sultryclimate and fail to consider changes necessary when

BIG M N ON C MPUSMaintenance errors caused by inexperience-ortoo much of i t-tend to shrink like a snowman in a

spring thaw among men who bring to their jobs afull appreciation of where they fit into the ArmyAviation picture and develop a ma ture attitudefrom the start. A maintenance man can be as closeto being technically qualified as it is possible to getand still never have made a thoughtful appraisalof the obligation he owes to

The ArmyAircrews and their familiesPassengersHis outfit

Accustomed t maintenance in a sultry climate he fails to consider necessary changes in anarea where there are more polar bears th n peoplethe outfit is switched to an area of the world wherethere are more polar bears than people. He can failto adjust to the small, easy-to-overlook details de-m nded by a situation he hasn t been accustomed to.

The inexperience factor is compounded by an ailment common to the Army and every other expanding organization engaged in a bewilderingly largevariety of complicated a

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