Sawan Jasoliya's Plant Diary – February 18, 2025
Both production lines are currently at a standstill. The persistent issue with the planetary cooler in Line #1 remains unresolved. I personally inspected the cooler and kiln from the inside, and what I found wasn’t surprising but certainly concerning. The kiln brick lining is in poor condition—something that has been ignored for far too long. Instead of executing a comprehensive maintenance plan, the practice here has been to apply small patches wherever issues arise, a short-sighted approach that does nothing to ensure long-term reliability. The absence of strategic, long-term planning has left the plant in a reactive mode, addressing failures as they occur rather than preventing them. This mindset needs to change.
Meanwhile, in Line #2, cooler overhauling is ongoing, though at an alarmingly slow pace. The bottleneck? Bearing availability. It’s a familiar story—critical spares are always in short supply, leading to unnecessary delays. I am trying to push for better planning in the procurement of these crucial components, but the inertia within the system is difficult to break.
On the material handling side, we completed the reclaimer rail inspection, and the next step is planned re-leveling and realignment work. Proper alignment of the rails is critical for smooth operation, and I am making sure this is not neglected.
Beyond technical challenges, I came across a rather unusual financial system in the company—a zero-interest loan scheme where employees can take loans equivalent to one month’s salary (or slightly more), repayable over 5 to 10 months. The most common reasons for taking these loans are medical emergencies and house repairs, which highlights a deeper issue: lack of financial security and savings habits among employees. I am trying to reduce dependence on these loans by educating employees about financial discipline. When approving loans, I talk to them about saving a similar amount in their bank accounts once their loan is repaid, creating a habit of financial stability. This is a small but important cultural shift that I hope will benefit them in the long run.
I also wrote a LinkedIn post today about the power of clearly writing down problems on paper. In my experience, articulating an issue in a structured manner often leads to its solution. However, the post did not gain much engagement this time. That doesn’t discourage me—I write because I believe in sharing knowledge, and those who resonate with the message will find value in it.
One principle I have always advocated for in plant maintenance is maintaining a proper Job-Planning Register (JPR). A well-organized JPR should consolidate inputs from various sources—shift reports, inspection checklists, CCR reports, condition monitoring data, stoppage reports, and even KAIZEN ideas. The jobs listed in the JPR should then be categorized into:
- Online jobs (running plant jobs)
- Offline jobs (shutdown jobs)
From there, the execution should follow three structured steps:
- Prioritization – Determining the urgency and impact of each job
- 3M Planning (Man-Machine-Method) – Ensuring all necessary resources are in place
- Execution – Systematic implementation to avoid repeated failures
This structured approach ensures that no job is overlooked and that the plant operates in a proactive, rather than reactive, manner.
Interestingly, as I was thinking about structured problem-solving, I came up with an idea: why not document my plant experiences in a diary? Instead of letting these thoughts fade away in routine discussions, I decided to write them down—and that’s exactly how this Plant Diary was born, with the help of ChatGPT.
This will be my way of reflecting on daily challenges, planning for improvements, and recording the journey of transformation in the plant. I look forward to making this a regular habit.
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