Screening information, creating tables, organizing data... In the spring season, Assistant Shi from the barracks department of a submarine detachment of the Eastern Theater Command Navy sorted and summarized the housing situation of all officers and soldiers of the detachment through the data management system of the detachment's information data center. In just a few dozen minutes, I obtained materials that used to take several days to organize, and the data was more accurate. ”Assistant Shi told reporters that when compiling relevant information last year, she first called grassroots units one by one, and then worked overtime to compile statistics based on the materials submitted by grassroots units. This not only took time and effort, but also easily led to errors and omissions. The change began with the strict implementation of new regulations by the detachment, focusing on rectifying the "five excesses". To reduce the 'five excesses' and relieve the burden and energy at the grassroots level, the Party committee must take the lead and make efforts to promote it. ”The leader of the detachment introduced that after the implementation of the new regulations, the first team of the Party committee conducted in-depth research at the grassroots level around the "five excesses", sorted and summarized more than 20 issues strongly reflected by officers and soldiers, such as "repeated reporting of information" and "various types of grassroots registration books", and carried out targeted rectification and reform. However, Rome wasn't built in a day. Rectifying the "five excesses" is not a one-day effort. After a period of time, the detachment reviewed the effectiveness of rectifying the "five excesses". As a result, it was found that the effectiveness of the rectification was initially evident, but deep-seated problems also emerged. Some units "wear new shoes and follow the old path", conducting self-examination and self correction while continuing their habitual practices. A grassroots unit followed the usual practice of holding deployment meetings, promotion meetings, coordination meetings, and other meetings to arrange work during large-scale activities. However, the inspection team of the agency put forward rectification opinions on the spot: "There are many types of meetings, redundant content, and repeated deployment of one task, which invisibly increases the burden on officials and soldiers." Some units "press the gourd to lift the ladle" and rectify old problems, but new situations emerge. A grassroots unit held irregular meetings, and during the first inspection by the inspection team, it was pointed out that the waiting time for personnel in the unit was too long. Two weeks later, the inspection team killed a "boomerang" and found that the waiting time had been significantly reduced, but the content of the meeting was complicated and time-consuming. They were once again ordered to rectify the situation. Some units have replaced the old "Wu Duo" with the new "Wu Duo" by "transplanting flowers and trees". In the past, a certain crew required every officer and soldier to sign a guarantee letter to "strengthen safety management responsibilities". After the implementation of the new regulations, they changed the guarantee letter to a self-evaluation form. Although the name has changed, the burden on officers and soldiers remains. Eliminating deep-rooted chronic diseases requires not only the determination to take responsibility, but also the perseverance to tackle them to the end. ”At the party committee meeting of the detachment, a group of people discussed and analyzed these phenomena, and finally reached a consensus: to rectify the "five excesses", it is necessary to repeatedly investigate and investigate repeatedly. Only by persistently grasping and making long-term efforts can we continue to rectify and improve on the basis of consolidating and rectifying the effectiveness. The military units should strictly control the signing of written commitments such as responsibility letters and guarantee letters. The signing of written commitments such as responsibility letters and guarantee letters should clarify the legal basis, signing objects, specific requirements, and validity period. "Zhai Canmou, the unit management department of the detachment, said that they once again organized all units to deeply study the relevant provisions of the new regulations and strictly follow the requirements of the regulations to standardize the signing of guarantee letters. The 'seven books, five books, three tables, and one volume', except for the 'Navigation and Mooring Log' which is determined by the military branch, are uniformly formatted and supervised by relevant departments of the Military Commission. Military units shall not increase the registration and statistical items of companies beyond the provisions of this order; If it is necessary to increase, it shall be stipulated by units at or above the deputy theater level. ”According to Staff Officer Zhai, they also drew lessons from the requirements of the new regulations and cancelled the registration book for applying for leave when going out. They widely promoted the electronic leave application system, making it convenient and efficient for officers and soldiers to apply for leave. A leader of the detachment held a "five plus" governance checklist and said that through continuous and in-depth rectification, multiple signature and seal procedures, registration and statistical items without legal basis have been suspended. In response to the "five excesses" phenomenon of some facelifts, they are closely pursuing and rectifying it to ensure that the new regulations are implemented effectively. The ultimate landing point for reducing the 'five excesses' is at the grassroots level, and the foundation is also at the grassroots level. ”The leader admitted that although most grassroots units have a high enthusiasm for rectifying the "five excesses", some units cannot open up their ideas and do not have many practical measures, resulting in the "five excesses" being delayed for a long time. To this end, they formulated and introduced practical and effective measures in accordance with the spirit of the new regulations, so that the grassroots not only know what cannot be done, but also guide everyone on how to do it. During an interview with a certain crew member of the detachment, Captain Wang opened his computer and showed the reporter two electronic documents - the "List of Grassroots Management Responsibilities" and the "List of Major 'Negative Behaviors' of Officers and Soldiers". At the beginning of the issuance of the two lists, we suspected that the authorities had started a new 'five highs'. ”Captain Wang said that it was only after comparing the execution that he realized that the concise procedures and requirements of each item were not only based on the new regulations, but also refined the specific content according to the actual situation of the unit, making it easy for everyone to understand and follow at a glance. At the assessment site of the detachment, personnel from the organization replace reviewing materials with on-site inspections and understanding; On the document registration book of a certain brigade, the number of documents issued by the authority has significantly decreased compared to the same period in previous years; During the simulated voyage of a certain crew, the training schedule changed from "how to do it" to "what effect to achieve", and the result orientation became more clear... Captain Wang happily said that now, there are fewer team meetings, fewer documents, and fewer inspections, and there is more time and energy for grassroots autonomous construction, research and combat training. Correcting the 'five excesses' is a manifestation of establishing a correct view of political achievements, and it is also a practical need to reduce the burden on the grassroots and increase work efficiency. ”The leader of the detachment told reporters. Reduce stress and burden, and "reduce" new entrepreneurial momentum. With the continuous implementation of new regulations at the grassroots level, the officers and soldiers of the detachment no longer spend a lot of time summarizing "leaving traces" and filling out overwhelming registration and statistical forms in their daily work and training. Instead, they are focused on their combat positions, targeting their weaknesses and focusing on specialized training to build up their strength and confidence in winning. (Looking into the New Era)