The Aviation Task Force (AVTF) provides a lethal mixture of firepower and maneuverability. Depending on task force configuration, the AVTF consists of a varying quantity of AH-64, CH-47, UH-60, RQ-7B’s and MQ-1C. They all enable the ground force commander to find, fix, and destroy the enemy though fires and maneuver. However, this also presents the AVTF Commander with many unique maintenance challenges not typically found in any other unit. Here are some best practices to help with sustaining aviation combat power in the decisive action environment.
Army Aviation developed maintenance techniques and lessons learned from years of counter insurgency experience and preparation for the decisive action (DA) fight. These TTPs can help alleviate complex and unique maintenance problem sets. These lessons learned can help maintain combat power for the Ground Force Commander (GFC).
Best Practices
The AVTF has become even more critical to the success experienced in today’s highly dynamic and unforgiving operational environment, where aviation assets are always in high demand. The ability of an AVTF to continuously perform its mission set as ordered is directly related to its ability to maintain the operational readiness status of its aircraft and support equipment. Aviation Units with exceptional operational readiness rates deliberately plan and execute their maintenance training program and consistently integrate aviation maintenance throughout the Military Decision Making Process (MDMP).
Modularity
The concept of modularity in Army Aviation is crucial in order for the AVTF to successfully meet the complex requirements of being able to deploy and provide aviation assets anywhere in the world at a moment’s notice. This modularity also puts a strain on aviation maintenance; however, a unit’s maintenance training program and their ability to conduct expeditionary maintenance is critical. Aviation maintenance is the foundation for any AVTF providing continuous mission support to the GFC.
It is important that key leaders within the formation continuously evaluate the ability of the unit to perform the required level of maintenance necessary in order to meet the GFC’s intent.[1] It is the commander’s responsibility to plan, prepare, execute, and assess unit training plans which not only result in a unit proficiency in executing mission essential tasks, but also incorporate low-density or small section training opportunities to ensure and improve individual task proficiencies and contribute to overall unit readiness.[2] Each NCO and officer must be capable of performing every task required of their immediate subordinates and understand the relationship between individual job requirements, soldier’s manuals, and collective tasks.[3]
Feed the Commander’s Visualization
As OC/T’s (Observer, Controller, Trainer), we often find commanders constantly adjusting and eliminating courses of action late in the planning process due to insufficient facts and poor assumptions regarding aviation maintenance and aircraft availability. The majority of units fail to integrate their key maintenance leaders into the planning cycle, preventing the identification of key friction points throughout the execution timeline. Inserting key leaders such as the Aviation Materiel Officer (AMO) into the Military Decision Making Process (MDMP) can help in the prioritization and integration of maintenance actions and requirements across the Task Force.
The AMO will have the most up to date maintenance information and understanding of how operational requirements will impact aviation maintenance. They are able to analyze the mission requirements against the available resources, thus having the ability to directly resource projected shortfalls. The AMO is able to conduct a detailed analysis of maintenance facts and assumptions and provide the commander and staff with a realistic expectation of combat power available. The technical expertise provided by the AMO greatly assists in the prioritization efforts between the Aviation Maintenance Company and Aviation Support Company to maximize the use of finite resources in order to maximize combat power at decisive points in the battle. The synchronization of these maintenance actions and identification of friction points can greatly reduce mission delays and/or failures.
Identify Requirements
The identification of maintenance requirements is a critical step in the mission analysis phase. Unfortunately, it is often overlooked by most units. At the NTC, we continually observe that key maintenance leaders (AMO, PC OIC, Aviation Maintenance Company Commander) are not included into the MDMP. Likewise, contributing members are rarely involved at key AVTF meetings and rehearsals. These missed opportunities and touch points could otherwise help assist in identifying operational and maintenance requirements. They would help the unit synchronize maintenance requirements in the most efficient manner possible. By integrating key maintenance leaders, the Executive Officer (XO) can drive maintenance decisions and prioritize actions early in the planning process. This would maximize the generation and sustainment of combat power to support the operation.
With the addition of these running estimates as part of the planning process, the AVTF XO will be able to identify limitations of the available combat power and develop appropriate and realistic courses of action prior to execution. Delays in mission execution are unavoidable when running estimates on aircraft maintenance are afterthoughts. They must be continuous planning factors. If not, the commander will be required to execute outside of his pre-approved course of action.
The P4T3 Method
Rotational Unit (RTU) Commanders often express concern at the difficulty in planning and performing aviation maintenance. They cite challenges in expeditionary environments, under mixed Mission Design Series (MDS), and with inexperienced maintainers. This is reflected through multiple observations at the National Training Center. Units continuously struggle with returning aircraft back to an operational status in a timely manner, especially after following an unscheduled maintenance event.
The most important and simple maintenance approach to combat this problem set is to implement the “P4T3” method. It consists of seven elements: problem, plan, people, parts, time, tools and training. P4T3 provides a methodology and framework for any aviation maintainer and manager to coordinate complex aviation maintenance requirements without fail. This method helps anticipate maintenance requirements at the individual soldier level for any maintenance task and help identify shortcomings early. Units who begin MDMP early and adapt the P4T3 methodology at home station typically perform better than others. The P4T3 methodology outlined in ATP 3-04.7 is a common-sense platform for an effective maintenance and logistics program. The P4T3 method should include a standardized document with multiple checks and balances from Production Control, Quality Control, and Technical Supply supervisors.
Split-Based Operations & METs
An Aviation Maintenance Company (AMC) must have the capability to conduct split-based operations. They must do so within and across an entire theater to help maintain and generate combat power for the AVTF. AMC is responsible for conducting field level maintenance in accordance with the maintenance allocation chart (MAC). AMC’s consistently arrive at NTC unequipped and untrained in their two most critical mission essential tasks. These tasks are Downed Aircraft Recovery Team (DART) and Battle Damage Assessment and Repair (BDAR).
DART and BDAR are critical to maintaining combat power after receiving battle damage and unforeseen, unscheduled maintenance issues. Commanders have to incorporate DART battle drills into their quarterly training plan and rehearse aircraft recovery. AMC SOPs must include a downed aircraft recovery section that outlines basic recovery procedures for damaged or disabled aircraft. DART battle drills and training should improve proficiency in ground convoy operations, aerial recovery kit installation, battle damage/repair, and security team emplacement.
Smart Tracking Tools
Commanders are also provided new and innovative tools in order to help track aircraft. These tools help develop situational awareness when aircraft are executing their mission. The System-Level Embedded Diagnostic (SLED) and Smart Tool Aviation Maintenance Picture (STAMP) program is a relatively new system. Units should incorporate it into an AVTF Main Command Post if available. The SLED and STAMP identifies maintenance faults and/or issues experienced by aircraft. It automatically sends digital traffic to the STAMP with aircraft status and fault experienced. Maintenance can utilize the data to initiate P4T3 prior to the aircraft arriving back at the AVTF. The data is sent automatically by the aircraft through the air fault reports provided by STAMP. The system can also improve accuracy and consistency in fault reporting. It can provide maintenance production control with useful data. Both of these outputs will reduce troubleshooting time and the downtime of aircraft.
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Each unit must identify and establish its own approach to maintaining its equipment to generate combat power and meet the GFC’s intent. The AVTF will continue to be one of the most maneuverable and powerful units on the battlefield. But, this is true only if its equipment is fully mission capable and operational readiness can be sustained throughout operations.
POC: Capt. Michael Cavalier, Eagle 13. CAV/ATK Trainer, and CW3 Ariel Rodriguez-Alvarez, Eagle 26, Aviation Maintenance Trainer at michael.p.cavalier.mil@mail.mil and ariel.rodriguezalvarez.mil@mail.mil.
[1] TC 3-04.71 Introduction
[2] TC 3-04.71. Chapter 1, para. 1-6 “Responsibilities”
[3] TC 3-04.71. Chapter 1, para. 1-7 “Responsibilities”
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