Not long ago, a senior sergeant promotion ceremony and the "Strong Army Craftsman" award ceremony were held in the auditorium of a certain Air Force aviation regiment to optimize the quality and efficiency evaluation process. After the list of personnel participating in the evaluation of "Strong Military Craftsman" was publicly announced this year, some officers and soldiers discovered that the squad leader Zhang, who had previously been successfully evaluated as a "Strong Military Craftsman", was unable to successfully renew the evaluation this time. When the reporter found Captain Zhang, he was discussing business difficulties with his comrades. "For me, this is a kind of urging and urging, warning me to abandon the mentality of 'lying flat'." Speaking of not being able to successfully renew the evaluation this time, Class Leader Zhang felt somewhat ashamed. Previously, there were fewer senior sergeants in the maintenance squadron where Captain Zhang worked. After successfully being awarded the title of "Strong Army Craftsman", he was quickly promoted to the rank of third level sergeant. After calculating his own experiences and honors, Class Leader Zhang developed some complacency and felt that his current "foundation" was sufficient. He didn't need to work so hard and could take a break and breathe a sigh of relief. "The phenomenon of working hard in the early stage and eating 'old roots' in the later stage is not an exception among senior soldiers." The leader of the Political Work Department of the regiment said that in order to rectify the problem, they started with institutional mechanisms and optimized the evaluation of work quality and efficiency, truthfully and objectively reflecting the actual performance of each officer and soldier. For example, in this evaluation of the "Strong Military Craftsman" project, the team formulated assessment standards for the first time, incorporating factors such as work attitude and the role of key personnel into the assessment scope. Zhang, the class monitor, was not elected due to a period of lack of positive work attitude and unclear role of the backbone. "We not only focus on the results, but also on the process." The reporter learned that the team has combined process evaluation with result evaluation by refining 38 evaluation rules in 7 categories. Take Ou Haifeng, a second level sergeant of a certain squadron in the mechanical engineering department who was awarded the title of "Strong Military Craftsman" this time. He is the youngest mechanical technician in his team. Although he has strong professional abilities, his qualifications are relatively shallow, and he believes that more honing is needed. This time, he participated in the evaluation as a "green leaf". However, the party branch of his squadron felt that the implementation of the dual oriented work quality and efficiency evaluation process should not only focus on age and qualifications, but also on work performance and work style. In the research discussion, everyone made evaluations based on Ou Haifeng's actual performance: "Ou Haifeng was directly recruited into the military for aircraft maintenance, with a strong theoretical level. He has published 8 fault analysis articles and obtained advanced skill levels, which has a significant advantage among his peers." "He has taught 4 new employees to become the backbone of the unit's business, and played a significant role in inspiring and driving." "Not only is his personal quality strong, but his management ability is also good. After being released for six months, his responsible crew grew the fastest and changed the most."... The party branch of the squadron not only horizontally considered the business performance of Ou Haifeng and other comrades, but also vertically compared their growth trajectory and future development trends. It was decided to recommend and report to Ou Haifeng, and he was ultimately rated. A strong army of craftsmen. "By establishing a scientific quality and efficiency evaluation mechanism with clear standards and a complete system, the internal driving force of the military's construction can be further enhanced." The leaders of the regiment told reporters that in recent years, they have adhered to the dual orientation of results and processes, sorted out and solved multiple problems that restrict the development of grassroots construction. More than 20 officers and soldiers have won honors of second class merit or above, and the comprehensive construction of the unit and talent cultivation have made new strides