A brigade of the 80th Group Army explored the establishment of a resource-sharing mechanism to promote the comprehensive construction of the troops
Jiefangjun Daily reporter Zhang Dongpan correspondents: Wang Xu and Wang Chongjia.
In the cold winter season, a brigade of the 80th Group Army organized a training to pull the combat readiness of the whole system and actual combat. As a rush of sirens sounded, the officers and men of a certain company of the brigade heard the order and quickly rushed to the battle position.
Compared with the past, the personnel assembly speed is faster and the degree of cooperation is higher. At the end of the training, looking at the improvement of a lot of results, the company commander told reporters that in the past period, the company's training has entered a "bottleneck period", and the results have stagnated for a while. They tried to seek breakthroughs through intensive training, regular competitions, target management, etc., but the effect was not obvious.
A few months ago, the brigade's training section chief went to the company to conduct investigations. When feeling the outstanding problems faced by the platoon company, the company commander explained to the section chief Yu the difficulties and pressures faced by the organization of training and teaching. Since then, how to help the company improve the quality and efficiency of training has been haunting the section chief's mind.
During a training session not long after, Section Chief Yu, who served as a commander, noticed that the brother company responded quickly and performed brilliantly in the combat readiness pull, and its results were significantly better than those of other units.
What is the "trick" of this company?Through the investigation of the training, the section chief Yu found that the training and teaching process of the company is scientific, the password is concise, and there are many good practices, which are worth learning from.
After obtaining the "true scriptures", Section Chief Yu took the backbone of the cadres of the company where the squatting company was researched, carefully analyzed and summarized the experience and practices of the brother units, explored the path of learning transformation, and formulated a number of specific improvement measures such as optimizing passwords and module group training, so as to help the company innovate training methods and tactics and break the "bottleneck" of training.
This incident has aroused the thinking of a group of members of the brigade's party committee: The units under the brigade are multifaceted and wide-ranging, and their personnel are scattered, and in the past, they were accustomed to fighting alone in training, education, and management. Breaking down the boundaries between battalions and companies and guiding all units to share resources and communicate with each other is conducive to maximizing the realization of complementary advantages and common improvement, and boosting the overall combat effectiveness of the troops.
In accordance with this line of thinking, the party committee of the brigade focused on the actual tasks of the troops, and on the basis of extensive investigation and investigation, thoroughly investigated and laid out the contradictions, difficulties, and stubborn diseases facing the construction and development of the troops, and decided after scientific analysis and demonstration to concentrate superior resources to make up for the shortcomings of each unit, so as to give full play to the greatest effect of "making common use of good resources, benefiting from good practices, and learning from good experiences."
The brigade is divided into combat readiness, training, education, management, and support, and regularly organizes special training for cadres and backbones, and conducts in-depth discussions by means of experience exchange, on-the-spot observation, and centralized deductionRelying on the LAN to build a "cloud sharing" platform, the relevant business departments regularly collect the experience and practices of military training, political work, education management and other aspects of each unit, high-quality teaching plans, etc., and establish and improve the resource databaseGuide the grassroots level to break down the battalion and company structure and professional barriers, use the battalion as a unit to coordinate resources in all aspects, establish mechanisms such as training cooperation and sharing of good courses, stimulate the vitality of the battalion and company's self-construction, and enhance the motivation for mutual learning.
Learn the strengths of others and make up for their own shortcomings. Through learning and exchanges, my training performance improved rapidly, and I finally made a comeback. "Talking about the resource sharing mechanism implemented by the brigade, the commander of a certain company was deeply touched. The company's various positions, scattered points, and the lack of implementation of refined training have affected the quality and effectiveness of training, resulting in long-term ranking of training results and failure to be advanced in various training evaluations.
At an experience sharing and exchange meeting, the commander of an advanced training company proposed a refined training management model, which inspired the company commander. After the meeting, he organized the backbone of the training to sort out the company's training results, tailor-made a "military training card" for each officer and soldier, established a "military training file", and explored the formation of a "one card, one file" training management model. By refining the annual training contents, training standards, evaluation requirements, and other indicators, each officer and soldier should make a clear plan for his or her training progress, clearly define what he "wants to do" and "what he can do," and carry out specialized and refined training in a targeted manner, so as to achieve the effect of accurately regulating the training progress and accurately optimizing the training plan.
Not long ago, the brigade organized mass post training competitions, and various specialized detachments competed on the same stage and fought on the same field. The officers and men of the company have achieved good results in competitions in many subjects.
After the implementation of the "one card, one file" training management model, the training quality and efficiency of the company have been greatly improved, and a number of top training personnel have emerged. Since then, the model has been rolled out throughout the brigade.
The stones of other mountains can be used to attack jade. After a period of exploration and practice, the opportunities for exchanges and interactions and resource sharing among various units have increased day by day, and the situation of fighting alone has decreased significantly. "Learning from each other and sharing resources allows everyone to take fewer detours and devote more time and energy to big projects. According to the leaders of the brigade, through mutual learning and mutual learning, all grassroots units have learned and mastered a lot of practical and effective tactics and training methods, as well as real measures that are conducive to the building of the troops, and the level of comprehensive construction of the brigade has been continuously improved.
Published in the 2nd edition of the "People's Liberation Army Daily" on January 9**丨 People's Liberation Army Daily, Learning Corps (ID: xuexijuntuan).
Producer丨Ou Can, Hou Dawei, Editor丨Liu Jianwei, Yan Shan, Chen Li, Editor丨Zhou Zhou, Li Chen.