Schindler’s most effective tool in this privately conceived rescue campaign was the privileged status his plant enjoyed as a “business essential to the war effort” as accorded him by the Military Armaments Inspectorate in occupied Poland. This not only qualified him to obtain lucrative military contracts, but also enabled him to draw on Jewish workers who were under the jurisdiction of the SS. When his Jewish employees were threatened with deportation to Auschwitz by the SS, he could claim exemptions for them, arguing that their removal would seriously hamper his efforts to keep up production essential to the war effort. He did not balk at falsifying the records, listing children, housewives, and lawyers as expert mechanics and metalworkers, and, in general, covering up as much as he could for unqualified or temporarily incapacitated workers.
The women's concentration camp (Frauenkonzentrationslager or FKL) was established in August 1942, in 15 brick and 15 wooden barracks in sector BIa (Bauabschnitt Ia) in Auschwitz II, when 13,000 women were transferred from Auschwitz I. The camp was later extended into sector BIb, and by October 1943 it held 32,066 women. Conditions in the camp were so poor that, in October 1942, when a group of male prisoners arrived to set up an infirmary, their first task, according to researchers from the Auschwitz museum, was to distinguish the corpses from the women who were still alive. Gisella Perl, a Romanian-Jewish gynecologist and inmate of the women's camp, wrote in 1948:
Blitzkrieg's unique and completely flexible campaign structure puts you in control of deciding how your forces will fare in each of the major engagements that comprise three central Campaigns. Hardcore vets have the option of engaging the enemy immediately in a desperate struggle for battlefield dominance, or more cautious players can choose from pre-defined or unlimited randomly generated side missions as they gain experience, promotions and weapons upgrades as well as wear down the enemy before the central conflict.
Frieser wrote that the Heer (German pronunciation: [ˈheːɐ̯])[k] was not ready for blitzkrieg at the start of the war. A blitzkrieg method called for a young, highly skilled mechanised army. In 1939–40, 45 percent of the army was 40 years old and 50 percent of the soldiers had only a few weeks' training. The German army, contrary to the blitzkrieg legend, was not fully motorised and had only 120,000 vehicles, compared to the 300,000 of the French Army. The British also had an "enviable" contingent of motorised forces. Thus, "the image of the German 'Blitzkrieg' army is a figment of propaganda imagination". During the First World War the German army used 1.4 million horses for transport and in the Second World War used 2.7 million horses; only ten percent of the army was motorised in 1940.
James Corum wrote that it was a myth that the Luftwaffe had a doctrine of terror bombing, in which civilians were attacked to break the will or aid the collapse of an enemy, by the Luftwaffe in Blitzkrieg operations. After the bombing of Guernica in 1937 and the Rotterdam Blitz in 1940, it was commonly assumed that terror bombing was a part of Luftwaffe doctrine. During the interwar period the Luftwaffe leadership rejected the concept of terror bombing in favour of battlefield support and interdiction operations.
In order to protect the tanks, and secure the areas penetrated by the German army, motorized infantry would accompany tanks into battle. The Germans believed the only way to defeat an enemy force was to cut it off. Cutting it off required superior mobility relative to the enemy force. The introduction of mechanical means on the battlefield provided the Germans the answer to the deadlocks common in WWI. Tanks and other armored vehicles gave the German Army the ability to force the enemy to react to their new found mobility.
^ Many of the German participants of Operation Citadel made no mention of blitzkrieg in their characterisation of the operation. Several German officers and commanders involved in the operation wrote their account of the battle after the war, and some of these postwar accounts were collected by the US Army. Some of these officers are: Theodor Busse (Newton 2002, pp. 3–27), Erhard Raus (Newton 2002, pp. 29–64), Friedrich Fangohr (Newton 2002, pp. 65–96), Peter von der Groeben (Newton 2002, pp. 97–144), Friedrich Wilhelm von Mellenthin (Mellenthin 1956, pp. 212–234), Erich von Manstein (Manstein 1983, pp. 443–449), and others.
Soon after his marriage, Schindler quit working for his father and took a series of jobs, including a position at Moravian Electrotechnic and the management of a driving school. After an 18-month stint in the Czech army, where he rose to the rank of Lance-Corporal in the Tenth Infantry Regiment of the 31st Army, Schindler returned to Moravian Electrotechnic, which went bankrupt shortly afterwards. His father's farm machinery business closed around the same time, leaving Schindler unemployed for a year. He took a job with Jarslav Simek Bank of Prague in 1931, where he worked until 1938.