Sawan Jasoliya

Some call it passion, others may call it obsession—but for me, sharing my experiences is a way of giving back. Let me tell you why. A Solid Foundation That Shaped Me My first decade in the industry was spent in the newly established cement plants of a corporate giant. These plants were later taken over by another major player, but the foundation they laid in me remained rock-solid. Afterward, I transitioned to different organizations, most of them standalone plants (single plants owned by their respective companies). Every time I joined a new plant, I carried forward the lessons and practices that shaped me during those formative years. And I’ll say this without hesitation—my foundational years gave me a clear edge, allowing me to approach challenges with confidence and proven strategies. I remain forever grateful to my first organization for instilling in me the power of preventive maintenance, workplace organization through 5S, and structured problem-solving. The Common Surprise Fro...

Working as an expatriate in developing or underdeveloped countries comes with its own set of challenges and opportunities. Based on my experience and observations, I want to share some thoughts—and I’d love to hear your perspective too. Let’s make this a conversation! 1. Is Self-Entitlement Holding Us Back? Have you noticed how some expats come with an attitude of superiority? It’s like, “I’m here because the locals can’t do this job.” Sure, that might be why you were hired, but does that mean we shouldn’t engage or learn from the locals? Many expats avoid integrating with the team. They rely on their 'drivers' for everything or insist on “their” car, even if it means waiting around while a simple carpool could save time. [Sorry but I can't say directly hence using this analogy. Interestingly, it's also true literally.] This mindset creates barriers, not bridges. Trust me, when you show respect and work collaboratively, the locals notice—and they reciprocate. Have you e...

The Cement Plant Paradox: Why Do Good Efforts Often Fail? Over the past 15 years, I have worked in four cement plants. One thing has been common across all of them—bad management practices and wrong people were the root cause of their decline. Despite these challenges, I had the opportunity to turn around all these plants. Yet, the fate of these plants reveals an unsettling pattern. Let me share my experiences and reflect on why this happens and what management must do to sustain success. Plant #1: A Story of Decline and Ruins I joined a plant that was already struggling but showed potential for recovery. After significant improvements, things began to stabilize. Unfortunately, management soon started adopting wrong practices—short-term gains took precedence over long-term health. I warned them and ultimately decided to quit. Within three months of my departure, the plant shut down. Today, only ruins remain—a painful reminder of what happens when wrong decisions prevail. Lesson: ...

Introduction I joined WACEM: West African Cement S.A. as General Manager - Works on 3rd November 2024. The plant, with two clinkerization units installed in 1970, was taken over by Diamond Cement Group, India. It reached its peak production levels in 2005 but has been on a decline since then, particularly after a fatal blast in 2015, which led to the loss of several lives. By 2023, the plant’s production had hit its lowest point. The workforce comprises local permanent employees and a handful of Indian expatriates managing plant operations. Observations Upon Joining Organizational Challenges Lack of trust, motivation, and enthusiasm among employees. An overarching atmosphere of pessimism. Operational Deficiencies Absence of preventive maintenance for machinery. Poor housekeeping and a lack of cleanliness. Negligence in the inspection of equipment. Unmanaged inventory leading to inefficiencies. Security Issues Frequent and significant incidents of theft. Huma...

Ever come across a conveyor circuit with massive spillage and dusting ? I did recently. It wasn’t surprising, but it was disappointing. The problem? A wrongly designed discharge chute, leading to inefficiencies that should have been avoided in the first place. So, why do such issues still exist? I’ve said this before: Most plant problems are rooted in material handling inefficiencies. Let’s break it down: Why inefficiencies? Poor workmanship. Why poor workmanship? Lack of attention to basics. This morning, while discussing the issue with my team, I laid down some simple yet effective criteria for designing discharge chutes. Here’s what I emphasized: Discharge direction matters: Material must flow in the direction of the belt’s movement. Stay centered: Material has to fall in the center of the belt. No contact with mother plates/skirt boards: Material should never touch these areas to prevent wear. To protect the mother plate from wear, I explained the importance of stone-boxes/st...

Introduction: Incentivizing production in cement plants is often seen as a tool to boost output, morale, and profitability. However, the experience shared from working in three different plants reveals a darker side to this strategy—where short-term gains often lead to long-term destruction. Let's explore why production incentives, despite their apparent benefits, can turn into a double-edged sword that severely compromises the sustainability of a cement plant. 1. Focus on Quantity Over Quality Production incentives often prioritize quantity over quality. Workers and managers become laser-focused on maximizing output to achieve the incentive targets, often at the cost of the plant's health. This approach leads to: Lowered product quality : Cement produced under pressure to meet targets may not meet industry standards, damaging brand reputation. Overuse of machinery : Pushing equipment beyond safe operating limits causes excessive wear and tear, leading to frequent breakd...