Military

2. One of the principles that we teach is to bypass obstacles where possible. Units will bypass obstacles instead of breaching to maintain the momentum, but this does not force the synchronization to take place. In addition, the bypass may have an unintended consequence of moving forces directly into an EA.

3. It takes too long to breach. Units have an unrealistic expectation as to the time involved to set conditions, breach, proof, and mark. It commonly takes 45 minutes to an hour to successfully breach a complex obstacle at the task force level. Too often, the training plan is sound, but because there are problems with the breaching operation, maneuver forces ignore the obstacle and move on to the objective. If the breach operation is taking too long, there is a problem that needs to be addressed, not just ignored and bypassed.

Putting Together the Training Plan.

Many units focus on breach training as part of a ramp-up for a CTC rotation. Combined Arms Breach Training is something that all BCTs need to incorporate in Green Cycle training to stay within the band of excellence outlined in FM 25-100/101. This is especially important because some BCTs only rotate through CTC rotations once every two years. Breach training must be scheduled throughout the year to maintain proficiency at the individual and crew levels. Collective training can only be accomplished by utilizing the long-range training calendar because of the impact on resources.

Prior to D-180

Individual and crew tasks should be trained and assessed frequently, as these are the building blocks for all of the collective tasks. Listed below are examples of breach-focused tasks that should be accomplished before beginning combined arms collective training:

Obviously, there are many more tasks than shown in this list. It is meant to show that each BOS must be proficient at their respective tasks before starting the combined arms training. There are those that say, "You can't have a breach drill, because every obstacle is different and, therefore, every breach is different. With that mentality, we would never have any drills because the situation is always changing; either the mission, enemy, terrain, troops, or time available. A drill should be the basis for the training plan and should be developed against a complex obstacle that incorporates mines, wire, and anti-tank ditch, with a total depth of approximately 200-300 meters. This will require multiple assets to be used to create a lane.

D-180 to D-150

Leader, Staff, and Platoon Training. One of the first things that must be accomplished is to train key leaders and platoons. Key leaders can be defined as anyone involved with planning, preparation, or execution of breaching operations to include commanders, staff officers, platoon leaders, tank plow and roller crews, FIST, MICLIC and AVLB crews, ACE operators, and smoke platoons. The following should be thoroughly understood to achieve synchronization:

The leader training can be accomplished by the use of OPDs/NCOPDs and combined arms rehearsals. Train at multiple levels. Conduct detailed reduced force and terrain model rehearsals at the task force and brigade levels. Involve all the BOS elements by using them to teach various portions of the operation. Branch schools can provide standardized briefings to assist in the preparation. Chapter 7 also contains other CALL references.

D-150 to D-120

Company-level STX. As company lane training is being planned, be sure to focus on a breach lane. The company team, task-organized based on unit breach drill, conducts the lane training. Since the company team is conducting the breach, it is organized with a Support, Breach, and Assault force. The enemy overwatching the obstacle should not be larger than a platoon, and preferably smaller (a CSOP, combat security outpost, for example) for the support force to have a minimum of 3:1 ratio. The obstacle should be complex consisting of mines, wire, and anti-tank ditch with a depth of 250-300 meters. The training objective is to practice the breach, not bypass; however, the mission does not end until the enemy on the objective has either been destroyed or driven off. Chapter 5 discusses different organizations for the Support, Breach, and Assault Forces. Within the Breach Force, the organization of the reduction element can be practiced using different techniques such as:

As always, rehearsals must be incorporated into the preparation time (sand table at a minimum, full-scale rehearsal is best, or both). To make the training more realistic, there should be an organization set up as the higher headquarters to take reports and a team of observer/controllers to assess the preparation and execution of the mission. Be prepared to re-cock and run through again as it will almost always require more than one iteration.

D-120 to D-90

Battalion Training. Deficiencies identified during the company lane training should be addressed at that time. There is always battalion-specific training that must be accomplished such as gunnery and weapons ranges. Reinforce the company lane training by incorporating sustainment training throughout the battalion training time. One technique is to incorporate the training into gunnery such that units rotate through lanes upon completion of gunnery, before moving back into garrison.

D-90 to D-60

Battalion-level STX. As with the company lane training, battalion lane training should contain a breach lane, or an offensive lane that contains a breach. If the latter is used, it is important to focus on the breach as well as actions on the objective. You can only reach the objective if you have been able to overcome the enemy's obstacles either by bypassing or breaching. As part of the training plan, the breach should be forced. Either design the obstacle plan around the enemy defense so that you are forced to breach, or ensure that the guidance is clear that the obstacle will not be bypassed. Ensure that the following guidelines are used with the execution of the lane:

Table 1. Types of Breaching Operations Versus Enemy Sizes.

Since the task force is now conducting the breach, you now have companies/company teams assigned the roles of Support, Breach, and Assault. In this case, the breach force could be a maneuver company team task-organized with Engineers, smoke, MPs, and ADA, as an example, or the engineer company task-organized with maneuver forces as well as other support forces. The main point is to focus on training the breach and practice with habitually associated units using your Breach Drill SOP.

D-60 to D-30

Brigade Training. Like with the company lanes, battalion-level deficiencies should be trained while still in the field with sustainment and reinforcement training being conducted during this time. When time and resources allow, conduct brigade-level lane training. Apply the same general concepts to this as you would with the battalion lane training. The only difference here is the fact that you could conduct breaches at the task force or brigade level. With a brigade-level breach, the question arises; who is the breach force, a maneuver task force or the engineer battalion task-organized into a task force? Either will work, but the decision must be based upon the enemy situation, friendly force ratios, scheme of maneuver, and availability of command and control headquarters, rather than habitual relationships and unit SOPs. Chapter 5 discusses organizations and some of the techniques used. Another way to train at the brigade level is through the use of simulations. With company commanders operating the terminals, task force and brigade staffs can then be in the field conducting the planning and reporting procedures. It is important to maintain a high priority on this training event. For the maximum benefit, the players should be the primary staff and should utilize the use of terrain model and reduced force rehearsals.

D-30 to D

Final preparations are made for deployment. Maintain proficiency at the highest level possible.

(See Table 2. D-180 Training Calendar below.)

Table 2. D-180 Training Calendar.