After the "Four Randoms" Training Model Was Introduced, Backup Operators Stepped In and Scored a "Full House"

“四个随机”训练模式推行后，备份号手补位打出“满堂彩”

PLA Daily (解放军报) 13 May 2026

Summary

An unidentified PLA Rocket Force unit has institutionalized a 'Four Randoms' training model—randomizing crew groupings, missile assignments, launch vehicles, and primary/backup frame designations—to build cross-frame interoperability among launch operators, with the unit now conducting unannounced special-situation drills weekly and random cross-element reorganization assessments monthly. The report signals a deliberate effort to eliminate single-point-of-failure vulnerabilities in launch crews by breaking fixed crew pairings, a response to a documented exercise failure in which the loss of a single launch frame's operators caused mission collapse. The emphasis on backup operators achieving multi-specialty proficiency and the standardization of command words and operating procedures across all launch elements indicates the unit is hardening its launch execution chain against attrition and degraded-communications scenarios—capabilities directly relevant to survivable second-strike operations.

First detailed public description of the Rocket Force's 'Four Randoms' (四随机) training model—randomized crew groupings, missiles, launch vehicles, and primary/backup frame assignments—providing specific insight into how the PLA is systematically addressing crew interoperability and single-point-of-failure vulnerabilities in missile launch operations, including standardized command-word manuals and institutionalized unannounced assessments.

Translation

A Rocket Force Unit Promotes the "Four Randoms" Training Model to Strengthen Operators' Combat Proficiency—

Backup Operators Step In and Score a "Full House"

■ Kuang Xiaoqin, Xiong Jiale, PLA Daily Reporter Jin Meizi

At the end of April, at a Rocket Force unit's field training site, a launch exercise conducted against a real-combat backdrop entered a critical phase. "Five primary operators on launcher No. 5 are 'killed in action'—four backup operators take over the launch!" With the special-situation (特情) report issued, backup operator Peng Zheng moved quickly into position.

Although it was his first time being formally assigned to that launch frame, and although he was facing an entirely new launch crew, Peng Zheng rapidly got up to speed, coordinated with the No. 5 launcher's operators to carry out each procedure, and successfully completed the "ignition" task. The backup operator's cross-frame substitution scored a "full house," and Peng Zheng's performance was affirmed by the exercise control group (导调组).

"This is thanks to the unit's 'Four Randoms' training model, which has achieved an across-the-board improvement in operators' combat proficiency," the unit's leadership explained. In recent years, they have leveraged combat-training tasks to strengthen the cultivation of launch operators, comprehensively promoting a training model of "randomly selected crew groupings, randomly selected missiles, randomly matched launch vehicles, and randomly designated primary and backup launch frames," compelling officers and soldiers to use missions as the driver and forge multi-skilled, one-specialty-plus-many-capabilities (一专多能) proficiency. Today, not only do the primary operators on each launch frame possess multi-position operating capability, but there are also more and more backup operators like Peng Zheng who can step in across frames at any time.

"Positions may be divided into primary and backup, but capability has no such hierarchy. On the battlefield, if any single link cannot get up to speed or hold its ground, it can cause the combat chain to break and the combat system to collapse." When discussing the original intent behind introducing the "Four Randoms" training model, this leader recounted an experience to the reporter.

That year, the unit participated in a red-versus-blue adversarial training exercise organized by a higher echelon. Relying on the tacit coordination of fixed crew groupings, each launch element efficiently handled equipment malfunctions, "enemy" harassment, and other special situations. As the confrontation reached a white-hot intensity, the exercise control group suddenly issued an order: the position had been struck by a "precision enemy" attack, and all operators on a certain launch frame were "killed in action." Seeing this, the commander ordered the remaining launch frames to draw operators and form a temporary crew to take over the launch mission. But the improvised crew's handoffs were disjointed and their coordination was unfamiliar, ultimately causing the confrontation to end in failure.

"Fixed groupings and assigned positions and vehicles have their advantages, but if you only train within your own 'one-third-acre plot' (一亩三分地), it is easy to develop 'tacit-coordination dependency' (默契依赖) and capability barriers." The unit's Party committee leadership decided, in conjunction with the unit's combat-readiness missions, to have the staff section comprehensively sort through the scenarios of reduced-manning operations and cross-frame operations under typical combat backgrounds, and—following the approach of "breaking fixed pairings and achieving random coupling"—to comprehensively promote the "Four Randoms" training model, enabling officers and soldiers to strengthen cross-frame operating capability through specialized training in primary-backup operator interchange, cross-position operations, and cross-vehicle coordination.

The company to which Xue, a launch frame commander and first-class sergeant major (一级军士长), belongs was among the first pilot units for the "Four Randoms" training model. During one nighttime fire-assault assessment, Xue, filling in as a temporary substitute, was grouped on the same launch frame with another top-performing specialist. Contrary to the anticipated "1+1>2" effect, they adjusted the launch azimuth angle multiple times in succession before hurriedly completing missile positioning. When the staff section organized an after-action review, it was found that operators from different launch frames had varying operating habits and different rhythms; the tacit operations that in a fixed grouping could be understood "with a single glance" might require shouting a command several times in a temporary grouping.

To address this, the unit standardized operating procedures and workflows in accordance with syllabus requirements, formulated general operating regulations tailored to the needs of each specialty, and printed and distributed standard command-word manuals (标准口令手册) to grassroots units, ensuring that operating standards were identical across all launch elements and that battlefield command words were consistent. The staff section's operations and training department organized backbone personnel from each specialty to form a "standardization task force" (标准化攻关小组), which sorted through operating details position by position and procedure by procedure, guiding officers and soldiers to implement "unified standards" and eliminate "habitual actions" (习惯动作). Building on this, they regularly organized cross-observation of operations among operators from different launch frames, and jointly with academy experts and manufacturer technical personnel compiled multiple sets of special-situation response plans, which were embedded into routine training and assessments.

Private First Class Wang Jiaxiong is a backup operator on a certain launch frame. In the past, the instruction he received most often was "stand by"—waiting on standby behind the primary operators, with actual hands-on operating opportunities few and far between. Over time, he developed a "backup mentality" (备份思想) that affected his training motivation.

After the "Four Randoms" training model was introduced, Wang Jiaxiong and other backup operators were incorporated into cross-frame rotation training at the same intensity as primary operators. During his first rotation, Wang Jiaxiong's unfamiliarity with the procedures delayed the "ignition" time. "The battlefield will not give you the chance to make mistakes, and the enemy will not wait for you to get up to speed." During the after-action review, the company commander's critique left him red-faced.

Afterward, Wang Jiaxiong repeatedly studied the launch vehicle operating manual, proactively carried out "paired mutual training" (结对互训) and "role-swap" training with comrades at each operator position, and continuously improved his hands-on capability. During a recent assessment, Wang Jiaxiong was randomly selected to serve as the No. 2 operator and was grouped with a primary operator he had never worked with before. No sooner had they entered the launch position than special situations arrived in rapid succession: strong electromagnetic interference and an onboard communications terminal malfunction, causing contact between the command post and the launch frame to be instantly severed. Wang Jiaxiong and the primary operator responded calmly, skillfully switched to the backup communications link, and completed the transmission of critical data during a gap in "enemy" jamming.

"The 'Four Randoms' training model made me understand that winning in combat makes no distinction between primary and backup—on the combat chain, every operator must play a leading role." Wang Jiaxiong told the reporter with full confidence that he has already passed multiple launch-capability assessments and is ready to step in and take over operations the moment an order is given.

"Today, backup operators across the unit have generally mastered operating proficiency in two or more specialties—'get on the vehicle and operate, step across frames and fill in'—and the force's overall combat effectiveness has achieved a leap forward." The unit's leadership explained that they have now institutionalized the "Four Randoms" training model as a routine mechanism, organizing unannounced special-situation training every week and conducting cross-element random-reorganization assessments every month. Training data show that since the unit introduced the "Four Randoms" training model, the mission-completion rate of randomly reorganized elements in combat has increased substantially, launch preparation time has been significantly shortened, and a composite operator force (复合型号手队伍) is accelerating its growth.

Original Chinese

火箭军某部推行“四个随机”训练模式强化号手战斗本领—— 备份号手补位打出“满堂彩” ■匡晓沁熊家乐解放军报记者金美姊 4月底，火箭军某部野外驻训场，一场实战背景下的发射训练进入关键阶段。“5架主号手‘阵亡’，4架备份号手接替发射！”特情通报下达，备份号手彭峥快速就位。尽管首次被正式编入发射架，而且面对全新发射编组，彭峥仍然很快进入情况，配合5架号手展开各项操作，顺利完成“点火”任务。备份号手跨架补位打出“满堂彩”，彭峥的表现得到导调组肯定。 “这得益于单位推行的‘四个随机’训练模式，号手战斗本领实现整体提升。”该部领导介绍，近年来，他们依托战训任务强化发射号手培养，全面推行“随机抽选编组、随机遴选导弹、随机匹配发射车、随机确定主备发射架”训练模式，倒逼官兵以任务为牵引，锤炼一专多能本领。如今，该部不仅各发射架主力号手具备多岗操作能力，像彭峥这样能随时跨架补位的备份号手也越来越多。 “岗位分主备，能力无主次。战场上无论哪一环上不去、顶不住，都可能导致作战链条断裂、战斗体系瘫痪。”谈及推行“四个随机”训练模式的初衷，这名领导向记者讲起一段经历。那年，该部参加上级组织的红蓝对抗训练。凭借固定编组的默契配合，各发射单元高效处置装备故障、“敌”袭扰等特情。对抗进入白热化，导调组突然下达指令：阵地遭“敌”精确打击，某发射架号手全部“阵亡”。见状，指挥员下令其余各发射架抽调号手，临时编组接替执行发射任务。但临时编组的号手衔接不畅、配合生疏，最终导致对抗失败。 “固定编组、定岗定车有其优势，但如果只盯着自己的‘一亩三分地’练兵，就容易形成‘默契依赖’和能力壁垒。”该部党委一班人决定，结合单位担负的战备任务，由机关全面梳理典型战斗背景下的减员操作和跨架操作情形，按照“打破固定搭配、实现随机耦合”思路，全面推行“四个随机”训练模式，让官兵在主备号手互换、跨岗操作、跨车协同等专项训练中，强化跨架操作能力。某发射架长、一级军士长薛班长所在连，是“四个随机”训练模式的首批试点单位。一次夜间火力突击考核，临时补位的薛班长和另一名业务尖子被编在同一个发射架。与预期中“1+1>2”的效果相反，他们先后多次调整射向角度，才匆忙完成导弹定位。机关组织复盘时发现，不同发射架号手操作习惯不一、节奏各异，固定编组时“一个眼神就能读懂”的默契操作，在临时编组中可能需要连喊几遍口令。为此，该部按照大纲要求统一操作标准和流程，结合各专业需求制订通用操作规定，印制标准口令手册下发基层单位，确保各发射单元操作标准相同、战场口令一致。机关作训科组织各专业骨干成立“标准化攻关小组”，逐岗位、逐流程梳理操作细节，引导官兵落实“统一规范”、改掉“习惯动作”。在此基础上，他们定期组织不同发射架号手交叉观摩操作，还联合院校专家、厂家技术人员编写多套特情处置预案，嵌入平时训练考核。上等兵王剑熊是某发射架一名备份号手。过去，他接收最多的指令是“等待”——在主号手后方待命，真正上架操作的机会屈指可数。久而久之，产生了“备份思想”，影响训练积极性。 “四个随机”训练模式推行后，王剑熊等备份号手被纳入与主号手同等强度的跨架轮训。首次轮训，王剑熊因操作不熟练延误了“点火”时间。“战场不会给你试错机会，敌人更不会等你进入状态。”复盘时，连长的讲评让他面红耳赤。此后，王剑熊反复研读发射车操作手册，主动与各号位战友开展“结对互训”和“角色互换”训练，不断提升实操能力。近期一次考核，王剑熊被随机抽选担任2号手，与从未合作过的主号手编组。刚进入发射阵地，强电磁干扰、车载通联终端故障特情接踵而至，指挥所与发射架的联系瞬间中断。王剑熊与主号手沉着应对，熟练切换备用通信链路，在“敌”干扰间隙完成关键数据回传。 “‘四个随机’训练模式让我明白，打赢不分主次，作战链条上，每名号手都要唱主角。”王剑熊信心十足地告诉记者，他已经通过多项发射能力考核，只要一声令下，随时都能接替操作。 “如今，单位备份号手普遍掌握两个以上专业的操作本领，‘上车能操作、跨架能补位’，部队整体作战效能实现跃升。”该部领导介绍，目前，他们已将“四个随机”训练模式固化为常态机制，每周组织无预告特情训练，每月开展跨单元随机重组考核。训练数据显示，该部推行“四个随机”训练模式以来，战斗中随机重组单元任务完成率大幅提高，发射准备时间明显缩短，一支复合型号手队伍正在加速成长。