Engineering Edge July Newsletter 2014

THE ENGINEERING EDGE

EDGEWOOD CHEMICAL BIOLOGICAL CENTER

Volume 6, Issue 7

July 2014

Engineering Workforce Development Investing in Leaders and the Directorate’s Future

ECBC, APG Cohort Programs Inspire Leadership at All Levels pg. 4

Rock Island Team Lead TREB Partners with AMSAA to Sees Growth Through SelfTrain Workforce on Reliability Awareness in Army Acquisition Growth pg. 7 Leadership Challenge pg. 5

To access the electronic version of this newsletter, visit: http://www.ecbc.army.mil/news/ENG/ APPROVED FOR PUBLIC RELEASE

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INSIDE THIS MONTH’S ISSUE: pg.3|Engineering Workforce Shares Significant Progress on Strategic Initiatives at 14th SMM

Engineers Find Invaluable Lessons in Naval Postgraduate School Master’s in Systems Engineering Program

pg.4|ECBC, APG Cohort Programs Inspire Leadership at All Levels pg.5|Rock Island Team Lead Sees Growth Through Self-Awareness in Army Acquisition Leadership Challenge pg.6|Employee Spotlight: Angel F. Cruz pg.7|TREB Partners with AMSAA to Train Workforce on Reliability Growth pg.8|Innovative Engineering Projects Moving Toward Tangible Technologies

Credit: Maureen Jacobs Cindy Learn (left), Allen Lai (second from left), and Maureen Jacobs (far right) from the Engineering Directorate celebrate their graduation from the Naval Postgraduate School on June 20 alongside Kerry von Jacobi, Ephraim “Joe” Befecadu and Arborne Kent Guthrie from the U.S. Army Communications-Electronics Research, Development and Engineering Center. The group worked together on a capstone project as part of their curriculum. Joseph Siegel (not pictured), Engineering employee matrixed to the Joint Project Manager for Nuclear, Biological and Chemical Contamination Avoidance (JPM-NBC CA), also graduated from the program.

SharePoint Tip: Using the Explorer View to Your Advantage If you are uploading a large group of files to SharePoint, it can be cumbersome to try to fit them all into the drag-and-drop window. Or, perhaps you want to copy a lot of files out of SharePoint onto a CD or DVD for transport. Luckily, there’s a way to make your SharePoint site’s document libraries appear just like any other file system by using the Explorer view. Open a document library within your web browser, and from the “Library Tools” group, click the “Library” tab. Then, from the “Connect & Export Ribbon” group, click “Open with Explorer.” You may get a security warning you need to acknowledge -- click OK or Yes for this, depending on how your system is configured -- and you’ll see a standard Windows Explorer or File Explorer window. Copy, paste, cut and move to your documents easily from here.

This newsletter was published through the Balanced Scorecard.

For article suggestions, questions or comments please contact Ed Bowen at edward.c.bowen8.civ@mail.mil.

Ask a Tech Tip: Refreshing Your Deck for the Summer Mike Kauzlarich, of the Pyrotechnics and Explosives Branch, reveals how the techniques and lessons learned in labs can help you solve your household problems. Submit a question to him at usarmy.APG.ecbc.mbx.engineering-directorate@mail.mil.

After a particularly harsh winter, many of us got a late start to our spring cleaning. Now with warmer days ahead, washing the deck is a main focus for many clean-ups. For a deeper chemical cleaning to remove mildew and renew wood, Trisodium Phosphate, or TSP as it is known is hardware stores, is a chemical used by many, and it won’t kill plants and grass under your deck. TSP was used in many detergents before laws were passed banning the general use of phosphates in detergents. This was done in Maryland to protect our beloved Chesapeake Bay. However, TSP is a very effective detergent, and you can still buy it in hardware stores. But only use it as a last resort.

My take on it? Forgo the chemicals and use a pressure washer. The pressure washer has the power to clean decks and siding without the need for chemical cleaners. Our Chesapeake Bay will love you for it.

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THE ENGINEERING EDGE |July 2014| 3

Engineering Workforce Shares Significant Progress on Strategic Initiatives at 14th SMM

Credit: ECBC PAO Engineering Acting Director Bill Klein and the SMM Board of Directors congratulated the strategic initiative teams on their progress, effort and enthusiasm.

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he leadership, entrepreneurship and enthusiasm of the Engineering Directorate’s workforce were on display at the 14th Strategic Management Meeting (SMM), held on June 4 in the Berger Auditorium.

More than 90 people attended, including Engineering Directorate employees at Rock Island Arsenal and guests from other organizations.

As a strategy-focused organization, the Credit: ECBC PAO Engineering Directorate uses the SMM to keep (From left to right) Pete Farlow, Alex Pappas and Mary Peck present their initiative teams’ progress the workforce involved in the strategic direction of and plans moving forward. six major initiatives that support the Directorate’s vision, mission and core competencies – a cross-section of the Engineering workforce took turns at the Business Development, Communications, Customer Service, Human podium to provide an overview of each initiative, accomplishments Capital Management, Infrastructure and Knowledge Management. made since the last SMM, and plans and recommendations moving All of the initiatives have progressed significantly since the last SMM forward. Many initiatives include plans for toolkits, progress trackers, in October 2013, and the initiative teams were praised for the hard checklists, flow charts, surveys and communications messaging that work and energy they have put forth to tackle these challenging are customizable for the needs of each team, project or customer. topics.

The versatility of Engineering’s Strategic Management System “The significant progress that has been made on these initiatives in (based on the framework of the Balanced Scorecard (BSC)) was a short amount of time is very impressive and was evident to all who underscored once again at this meeting, which serves as the forum attended the meeting,” said Engineering Acting Director Bill Klein. that ties all of the parts of the system together. Throughout the “The breadth of the workforce that is involved with our initiatives meeting, there was an emphasis on the Engineering Directorate and the energy they brought forth in presenting their plans are team working as an advocate for ECBC and the Warfighter. A inspiring as these plans move forward into implementation.” recurring theme throughout the briefings was the importance of a deliberate and thoughtful approach when implementing the Since the SMM was held during the same week as the 70th initiatives and communicating with customers and stakeholders. It anniversary of the World War II “D-Day” Allied invasion of Normandy was also noted that many initiatives and their implementation plans – an important day in U.S. Army history – a lesson on Gen. Dwight D. could be applied across the Center and tailored for the needs of the Eisenhower’s leadership set the stage and served as an underlying other directorates. theme for this productive and informative meeting.

The presentations began with Klein giving a status update on the Directorate. He noted that the Directorate is now able to hire for one position for every five positions that are vacated, and that new surety facilities and the recent creation of the Northeast Maryland Additive Manufacturing Authority (NMAMIA) will boost the Directorate’s capability offerings to its customers.

The majority of the meeting was dedicated to providing updates on the progress of each strategic initiative. The initiatives support the Directorate’s goal of achieving the vision of being “The First Stop of Chemical and Biological Defense Solutions.” Teams representing

“This was the most informative SMM we have had, and it really exhibited the dedication and hard work of the initiative teams,” said Ed Bowen, Chief, Strategic Planning and Business Operations Branch and BSC Manager for the Directorate. “It is great to see so many people taking an active role in the strategic direction and ultimately positioning the Directorate to provide even greater support to the Army and the CBRNE community.”

The full SMM presentation slides are available on the ECBC SharePoint site at https://cbconnect.apgea.army.mil/ENG/default. aspx in the BSC – Strategic Management Meetings section.

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ECBC, APG Cohort Programs Inspire Leadership at All Levels

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eamwork. Decision-making. Networking. Collaboration. Partnership. These are just some of the skills that are reinforced in cohort programs designed to prepare Engineering Directorate staff for leadership positions. The cohort programs explore leadership development at multiple career stages, illustrating the Army’s commitment to professional growth and lifelong learning. Here, Engineering employees who have graduated from or are currently involved in cohort programs talk about what they learned – both about leadership and about themselves – that has inspired them to be more effective leaders.

James Duhala

Acting Associate Director for Engineering and Chief, Strategic Planning and Business Management Division; Graduate, APG Senior Leader Cohort 5 “For me, the most rewarding part of the APG Senior Leader Cohort was the Personal Energy Management program, which focused on making your physical, mental and emotional well-being a priority so that you can effectively take care of your work, staff and family. It really emphasized the importance of maintaining work-life balance. We were all encouraged to engage with the Army Wellness Center – which is open to all military and civilian employees – where they performed both baseline and on-going fitness assessments and provided recommendations to improve my fitness levels. Since then, I have seen very positive changes in my health and attitude that have led to higher productivity and other noticeable impacts on my work. I find myself being more patient, more empathetic and more understanding of other points of view, while still maintaining sound judgment and the ability to positively influence others to get the job done.”

Credit: ECBC PAO Engineering Directorate employees Edgar Gonzalez and Amanda Mihok graduated from the Mid-Level Cohort Program on Thursday, June 19.

Dr. Roderick Fry

Chief, Applied Detection Technology Branch, Engineering Test Division; Member, APG Senior Leader Cohort 6

Bill Lake

“In the APG Senior Leader Cohort, your capabilities and capacities for leadership are examined through the Office of Personnel Management’s Leadership Assessment Center. This is comprised of mock scenarios in a ‘Day in the Life of an SES,’ where you are evaluated on the same Executive Core Qualifications as the most senior government leaders.

The scenarios evaluate your level of competency in areas such as creativity, innovation, resilience, strategic thinking, vision, conflict management, team building, decisiveness and problem solving. The results reveal your key leadership strengths, as well as areas for improvement. I learned a lot about myself, and how my leadership style is perceived by others, as a result of this exercise. The ability to think on your feet is crucial; a leader must balance being thoughtful in your decision-making with having confidence in your instincts.”

“The APG Senior Leader Cohort provides a wonderful opportunity to meet your counterparts from other organizations across APG, such as Army Research Laboratory, Communications-Electronics Command and Communications-Electronics Research, Development and Engineering Center. I am getting to know other leaders on a personal level during the course, forming relationships that will last well beyond the class. I am also gaining a better understanding of other organizations’ capabilities, how they serve the Army and the Warfighter, and how APG operates as a whole. Maintaining those personal contacts from the cohort after graduation not only benefits my career, but also the Center. It strengthens the bonds between organizations that could lead to partnerships on programs in the future.”

Scott Lubag

Steve Yurechko

“I took many leadership and management courses during my 23-year career in the Army, and I am always eager to learn and cultivate new skills and expand my professional network. What I liked most about the Mid-Level Cohort Program was working on a capstone project. We worked in small teams, which gave us the chance to get to know each other well.

That comfort level allowed us to collaborate and discuss ideas and challenges openly. The experiences and perspectives of my teammates contributed a lot to my own learning process. The teams bore the responsibility to plan, execute and present their projects to ECBC leadership and other executives. I appreciated that the senior leaders were there to listen to our presentations. It shows that they have a vested interest in the development of their employees.”

“Everyone who participates in the leadership cohorts has a particular set of strengths, but these classes are designed to take us out of our comfort zones in order to focus on areas of improvement. I recognized at the beginning of the cohort that I was really good at the technical aspects of my position, such as testing and troubleshooting, but that I didn’t have much experience in networking and collaborating across ECBC. The course made it clear how important it is for me to foster my networking and collaboration skills in order to get the best work out of my team and the best product to the customer and Warfighter. I also really enjoyed [ECBC Director] Mr. [Joseph] Wienand’s presentation to our class. He addressed how important it is for young leaders to realize that you will fail sometimes and that it’s okay. Failure gives us the opportunity to learn from our mistakes, develop character and create new solutions.”

Chief, Engineering Support Division; Member, APG Senior Leader Cohort 6

Logistics Management Specialist matrixed to the Joint Project Manager for Nuclear, Biological and Chemical Contamination Avoidance (JPM-NBC CA); Graduate, ECBC Mid-Level Cohort Program

Lead, Protection Factor Test Team, Engineering Test Division; Graduate, ECBC Senior Cohort Program

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Rock Island Team Lead Sees Growth Through Self-Awareness in Army Acquisition Leadership Challenge enhance his ability to work with fellow employees across multiple teams and the entire organization. Having held his current role for approximately three and a half years, Slattery said he was interested in what the program had to offer in the aspect of helping him better understand the impact his leadership style has on others.

“The educational experience was highly focused on self-awareness,” Slattery said about his time in the program. “It allowed me to identify and understand relevant information about my own personality profile and preferences and also how I could be perceived by others with both similar and different personalities than mine. Being aware of this information will help improve my leadership skills as well as my ability to adapt appropriately in a social working environment.”

The program’s curriculum revolves around four learning blocks for each self-assessment. Instructors present what is being measured, interpret the meaning and correlations behind potential results, and supplement the training with group activities and discussions.

Slattery shared his own experiences, such as cross-generational leadership challenges and team collaboration success stories. Each learning block was concluded with a handout and review of each participant’s actual results of the pre-course self-assessments.

One lesson that stood out to Slattery was a hypothetical survival situation in which teams were given a list of items available to help them survive. After prioritizing the list of items based on their importance surviving the situation both as an individual and groups, a survival expert then shared his list. The outcome was that the group answers were all better than what any individual had come up with. “This was a powerful realization of teamwork and a real-life example of the saying, ‘two heads are better than one,’” Slattery said.

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ric M. Slattery, Solution Architect and Development Team Lead in the Engineering Directorate’s Information & Technology Solutions Branch, fit the “norm” for science and engineering professions. Based on one of the many self-assessments taken as part of the coursework for the Army Acquisition Leadership Challenge, Slattery discovered that his personality and style sway toward being reserved, logical and systematic. Thanks to his experience in the program, though, Slattery said he is now making a conscious effort to work outside of inherent behaviors and establishing stronger bonds with coworkers, an essential aspect of leadership.

This example serves as a microcosm of the overall work and goals of the Leadership Challenge, which centers on the idea that self-awareness – the understanding of an individual’s personal preferences and behaviors and how he or she interacts with others – is the key to both leadership and diversity development.

Slattery is a leader of software developers and serves as the interface to the larger product team of testers, business analysts and product managers for the Engineering Directorate’s team in Rock Island, lll. After reviewing the synopsis of the program, Slattery said he felt the Leadership Challenge was a great opportunity to develop his leadership and people skills, and significantly

The Army Acquisition Leadership Program is open on a quarterly basis to the entire acquisition workforce. There are different levels of this program based on an employee’s current grade. Slattery recommends this program to any employee as a valuable resource for personal development and improving leadership skills.

“This experience was very valuable in preparing future leaders to become more proficient at working with those they are leading and building more effective and cohesive teams within the Engineering Directorate,” he said. “By building more effective and cohesive teams, we can more easily enhance our current capabilities as well as develop new ones. The positions in the Engineering Directorate are generally very technical in nature and many times the ‘people’ side of things is lost. This experience emphasized the importance of interpersonal communication and how fostering relationships is also critical to mission success.”

Slattery noted that taking time to focus on personal growth instead of the necessary demands of his daily responsibilities was hugely beneficial. “The most rewarding part of this experience was getting to step away from the daily grind and taking time for some guided self-reflection,” he said. “We often get so busy trying to complete the mission that we don’t get time to focus on ourselves or our teams.

This experience gave me some time for contemplation, as well as the resources to help me improve not only myself, but also my team.”

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Employee Spotlight:

Angel F. Cruz This month, the Engineering Edge profiles Angel F. Cruz, a mechanical engineer in the Advanced Design and Manufacturing (ADM) Division. He is currently deployed in Afghanistan as the RDECOM Liaison Officer (LNO) to the 401st Army Field Support Brigade.

What inspired you to have a career in the engineering field?

Growing up, I enjoyed figuring out how things worked. Usually this ended with my parents scolding me for having taken apart my newest toy. From there I focused my attention on establishing a competitive FIRST robotics team at my high school. When it was time to declare a major in college, mechanical engineering seemed like the obvious choice.

What is your current job in the Engineering Directorate?

I’m currently the Production Project Management Team Lead for ADM’s Systems Engineering Branch. The team consists of engineers and scientists managing projects that span the entire ECBC mission.

Our primary customers are the Program Executive Offices, Project Managers and specialty organizations. As the Team Lead, I run projects and ensure all our projects are in compliance with ADM’s accredited ISO 9000 quality system. I have been with ADM for just over two years. Prior to joining ADM, I worked in the Test Reliability and Evaluation Branch (TREB) in the Engineering Test Division.

What attracted you to this job at ADM? What is your favorite aspect of this job?

I decided to pursue a job with ADM to learn about the designing and manufacturing aspects of products. My work at TREB focused on ensuring that final products met their design requirements.

Moving over to ADM has allowed me to gain experience in the early stages of a product’s lifecycle. ADM has some of the most advanced equipment and processes available in the industry. But anyone can buy fancy equipment — What sets ADM apart are the skills and years of experience and dedication of its personnel.

We have teams that specialize in contracting, finances, project management, prototyping, animations, drafting, fabrication, material handling, software development, and mechanical, electrical and virtual design; and we work closely with the other groups within ECBC/RDECOM to leverage their expertise. When we bring this all together, ADM provides a highly capable one-stop shop for product development.

Tell us about your deployment to Afghanistan.

I’m on a 179-day deployment as the RDECOM Liaison Officer (LNO) to the 401st Army Field Support Brigade at Bagram Airfield (BAF).

The 401st executes, directs and manages field- and sustainmentlevel logistics for U.S. and select coalition forces in theater. As the LNO, I serve as the go-to guy between the 401st and RDECOM’s global network of engineers and scientists. I make the connections or conduct the work on anything either party needs from the other.

What lessons have you learned on your deployment that will help you to succeed in your career and help the Engineering Directorate in the future?

Being flexible and adaptable is extremely important. At BAF, we don’t have all of the resources or personnel as easily accessible like back in the U.S. This environment forces you to always think outside of the box for solutions.

Cruz conducting testing on the M134 feeder sprocket and enhanced visibility gun shield. The items were provided by ECBC and ARDEC to enhance Warfighters’ capabilities.

Do you have any specific stories about your deployment that you will always remember?

I was inspecting a seat on a vehicle that had recently been in a fire fight. The vehicle hadn’t been cleaned out yet and there were spent ammunition casings among other items strewn throughout the interior of the vehicle. A shiny bag caught my eye; it was the discarded packaging of a chest wound bandage. We had been shown how to apply this bandage during deployment training. If you had to use one, it wasn’t good news. Seeing the empty packaging in a vehicle riddled with gunshots from the Taliban was a very humbling experience for me. It serves as a strong reminder that the project decisions we make from the comforts our desks have real world impacts on our Warfighter.

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TREB Partners with AMSAA to Train Workforce on Reliability Growth

Credit: ECBC PAO The reliability growth training session provided an opportunity for TREB engineers to increase their proficiency on the subject, as well as understand the Army’s goals for reliability.

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he first prototype produced during the development of a new complex system may contain design, manufacturing or engineering deficiencies, therefore not meeting the system’s reliability goal or the customer’s requirements. In order to identify and correct these deficiencies, the prototype is often subjected to a rigorous testing program during which problem areas are identified and appropriate corrective actions or redesigns may be implemented.

This is called “reliability growth.”

Since a system’s reliability is so critical for Warfighters in the field, Do Nguyen, Chief of the Engineering Test Division’s Test Reliability and Evaluation Branch (TREB), has taken a special interest in making sure that all TREB employees are well-trained in reliability growth.

“Reliability growth training reaches beyond simply test and evaluation theory and practice – It goes very in-depth about how to support our customers’ acquisition programs,” said Nguyen.

“By elevating our level of expertise, we are helping our customers achieve their reliability requirements more quickly and more affordably, so that ultimately they field a better system for our Soldiers.”

To increase its proficiency in reliability growth, TREB has partnered with the Army Materiel Systems Analysis Activity (AMSAA), an organization recognized across the Army as the source for credible materiel lifecycle analysis and decision support for Warfighter needs.

Its workforce comprised of analysts, engineers, mathematicians and scientists provides state-of-the-art analytical solutions to senior Army and Department of Defense officials in support of equipping and sustaining weapons and materiel for current Soldiers as well as the Future Army Force.

AMSAA hosted a training session on reliability growth for TREB employees on May 13 and 14. The course was given by the Center of Reliability Growth, which is operated by AMSAA and the Army Evaluation Center (AEC). All aspects of reliability growth were covered during the course, including reliability growth planning; software reliability; process design; analysis, tracking and projection; reliability policies; and lessons learned. Two high-impact areas for TREB – Highly Accelerated Life Testing (HALT) and Highly Accelerated Stress Screening (HASS) – were also examined.

“The Army has placed added focus on reliability and maintainability,” explained Daniel O’Neill, a mechanical engineer with TREB.

“Sustainment costs often exceed the development and initial procurement costs of a system. AMSAA and AEC emphasize designing for reliability to help reduce costs late in a system’s lifecycle. Our branch has served as the reliability focal point for ECBC, so it is very important that we keep current with the trends and techniques, as well as the Army’s requirements for reliability.”

AMSAA is an ideal training provider for TREB in this critical area.

“AMSAA provides the theoretical expertise in reliability and we provide the equipment expertise – It’s the perfect partnership,” Nguyen said. He noted that the relationship benefits both organizations; the convenience of AMSAA and TREB being located on Aberdeen Proving Ground makes it easy to interface and work together in support of a mutual mission of providing their customers and the Warfighter with the best possible support.

By working with TREB, AMSAA gains a deeper understanding of the challenges that programs are facing today.

“This awareness allows AMSAA to focus on developing new tools and strategies that will help programs overcome these challenges and develop systems that are more reliable for our Soldiers,” said Dr. Martin Wayne, team lead of the Center for Reliability Growth at AMSAA. By working with AMSAA, TREB gains insight on how the Army is viewing reliability, which is beneficial for all TREB engineers, said O’Neill.

“The training offers the opportunity to those not as familiar with reliability growth to grow their experience,” he said. “It also provides the forum for those more versed in the field to talk with AMSAA about some of the recent changes in the Army’s goals for reliability.”

Nguyen looks forward to partnering with AMSAA on future trainings to help keep his team’s knowledge current and diverse.

“We have a number of young professionals working here who benefit greatly from training, but more experienced engineers benefit from enhancing their expertise as well,” Nguyen said. “I strongly encourage all TREB employees to cross-train in different areas of expertise, so they can assist in multiple areas when called upon.”

Training keeps TREB up to date in the field and also establishes new contacts that may foster new work or collaborative efforts between the teams. This ensures that TREB continues to provide their customers with the best support.

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Innovative Engineering Projects Moving Toward Tangible Technologies

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he National Defense Authorization Act allocates specific funds for the purpose of technology development, supporting the transition of technology developed in laboratories, workforce development and minor construction for enhancement of laboratory capabilities. Known as Section 219 Funding, this source has backed several projects within the Engineering Directorate that are progressing since proposals were accepted in March 2013.

ECBC employees are encouraged to apply for available funding to bring their innovative ideas to fruition to benefit ECBC customers, the Warfighter and the nation. Here is an update on the status of the projects as they develop into tangible technologies, thanks to the Engineering Directorate’s expertise and commitment to innovation.

Carbon Nanotube, Carbon Fiber, and Mineral Filled Polymers for Additive Manufacturing (3-D Printing)

Aerosol Matrix Assisted Ionization Mass Spectrometry (AMAIMS)

Team Members: Brad Ruprecht (lead), Rick Moore, Lester Hitch, Rashad Scott and Ryan Giley, Rapid Technologies and Inspection Branch, Advanced Design and Manufacturing (ADM) Division The Skinny: This project incorporates advanced materials into the additive manufacturing process with a goal of making polymers with improved mechanical properties. If these properties are achieved, it would enable a $1,000 3-D printer to create multiple material end-use parts with enhance properties beyond mechanical.

Key Partners: The Engineering Directorate’s Environmental and Test Branch will test mechanical properties of new polymers.

The Point: “This will open new design possibilities and solve engineering problems with sensor technologies that will allow parts to go straight from the machine into a Warfighter’s hands,” said Ruprecht. “There is also a possibility of these materials being patentable, and if successful, achieving a polymer with the properties we envision. Some of these materials could be an additive manufacturing first.”

Team Members: Tom Hughes (lead), Applied Detection Technology Branch, Engineering Test Division; Kevin Morrissey, Engineering Test Division; and Paul Demond, BioDefense Branch, BioSciences Division, ECBC Research and Technology Directorate The Skinny: This project is the development of a custom mass spectrometer that can directly analyze air samples for vapor and aerosol threats. The use of a liquid-based, soft-ionization technique, instead of other more widely used techniques, is novel in air monitoring applications.

Key Partners: The project is being worked on in the Applied Detection Technology Branch laboratories, and Hughes said he is getting assistance in the initial research phase from people who have decades of experience with the mass spectrometers.

The Point: “The high-sensitivity and selectivity of modern mass spectrometers is ideal for air monitoring applications,” said Hughes. “The challenge is how to introduce samples into the mass spectrometer at a rate that can be useful in an air monitoring application. AMAIMS could potentially turn any commercial mass spectrometer into an air monitoring device with sensitivity and resistance to false positives that is superior to most near-real-time techniques available now.”

Selectable Color Single Canister Smoke Grenade Team Members: Amee La Bonte (lead), Joseph Domanico and Michael Kauzlarich, Pyrotechnics and Explosives Branch, Engineering Support Division The Skinny: Each of the four current M18 grenades creates one color of smoke, causing Soldiers to carry several grenades of different colors. This project allows Warfighters to carry one smoke grenade (dependent on the design) that can produce up to seven different colors; therefore, lightening their load in the battlefield. This technology will give Soldiers the ability to select the desired color via innovative combinations of fuels, oxidizers, coolants and colored dyes. The project’s current prototype has a vertical compartment design, which will facilitate easier use for Soldiers. The next step will be combining the thermodynamic chemistry, fluid dynamics engineering design and human factors to determine the feasibility of the solution.

Key Partners: The Pyrotechnics and Explosives Branch has the capability to complete the entire effort in-house, allowing the project to be completed

with minimal funding. Additional efforts on the project may need support from other branches within ECBC. The Point: “Tomorrow’s Army is expected to be smaller in size, but greater in capability,” La Bonte said. “The Future Soldier will need to be a component in a lighter weight, more lethal, more survivable force. Having multi-purpose communications gear – both electronic and chemical – will add to that capability without increasing a Soldier’s load.”

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