Sawan Jasoliya

There was a time when an engineer wasn't just an engineer. He was an inspector, a planner, a scheduler, and a doer -  all in one. I’ve lived that era. From 1999 to 2005, during our TPM journey , we didn’t just “work" - we owned. I’d walk through the plant, spot abnormalities, note down issues, plan the actions, execute the job, and close the SAP notification. And not just me -  everyone around me worked the same way. That was the norm. That was our pride. Even years later, till NOW , I followed that approach in every plant I worked in. Then Came the Shift I came across the new “efficient” model: One team inspects [inspectors / walk by inspectors etc.] Another team plans [planners / schedulers etc.] A third team executes [doers etc.] It looked clean on paper. Divided roles. Structured accountability. Specialization. But something inside me couldn’t digest it. I struggled with myself - wondering why I was resisting this new approach. Then it hit me. T...

It was 2011-12, and I was serving as HOD-Mechanical. My Plant Head called me into his office. He said, “We need to run the Roller Press in Cement Mill #2. There’s no mechanical issue. But I want you to take the lead.” Now, this machine hadn’t run for a long time. The operational team had faced multiple challenges. But when the boss puts faith in you, what do you say? “OKAY SIR.” That’s it. Challenge accepted. --- We tackled the issues - one by one, patiently, persistently. Finally, the Roller Press started running smoothly with the Cement Mill. I was happy. Relieved. I thought we did it. The boss smiled. He said, “Good. But we need 65% product in -2mm size. That’s what the system was designed for.” Again, I nodded. "Okay, Sir." What else could I say? We adjusted. Tweaked parameters. Solved more bottlenecks. Soon enough, we hit 65% -2mm product. I thought, “Yes, now he’ll be satisfied.” He said, “Great. Now let’s push for 80%.” No options. No debate. Just a raised bar. We work...