Sawan Jasoliya

 प्रभाते क्लिंकर दर्शनम।  मेरे बहुत सारे दोस्त डीपीसी के साथ मेरे लव अफेयर्स को बहुत अच्छी तरह जानते हैं। डीपीसी ही नहीं, बेल्ट कन्वेयर भी शामिल है उसमें। मैं मेरे उन एक्सपेरिमेंट्स को फ्लाइंग अवर्स की कैटिगरी में डालता हूं। लेकिन उन एडवेंचर्स की बातें फिर कभी होगी।  अभी मैं बात करूंगा की कैसे डीपीसी ने प्लांट ऑपरेशन का मेरा फंडा चेंज कर दिया। जब मुझे पता चला कि एक नॉन टेक्निकल सुपरवाइजर मेरे चेरमैन को रोज डीपीसी के क्लिंकर का वीडियो चुप चुप कर भेजता है, तो मैं पहले वाले प्लांट हेड की तरह चीड नहीं गया।  मैंने खुद ही डीपीसी में जाते हुऎ क्लिंकर का वीडियो भेजना शुरू किया।  और अनजाने में ही एक अलग प्रोसेस शुरू हो गयी।  एक दो दिन बाद मुझे एहसास हुआ कि जो वीडियो में भेज रहा हूं वह बहुत गंदा सा एरिया है, तो मैंने उसे साफ करवाया। फिर एक बार में जब वीडियो बना रहा था तब क्लिंकर बहुत खराब आ रहा था, मैं तब रुक गया और जब अच्छा क्लिंकर जा रहा था तब वीडियो बनाकर भेजा। अब मैंने सोचा कि यह तो गलत है भाई। मैंने सीसीआर को बोल दिया की देखो भाई, 8:30 बजे जब मैं मॉर्निंग मीटिंग...

One thing is very common and used to annoy me a lot in the beginning as a plant head. Whenever I joined a new plant and started work, people would constantly say that this plant/roo mill/cement mill had run as well or better than this one before. I would get irritated and ask, "Then why couldn't you run it?" Or show me the data if it really did run. Well, it continues. Even today. Now I just assume that I'm going to hear it. Friends, to reliably prove the performance of a cement plant, a few hours or a few days of operation won't suffice. The operation and maintenance cycle is quite long. The high output of a single machine or section for a short period of time isn't as important as the throughput of the entire plant. And this requires a systematic and a well-planned approach, debottlenecking at each step to achieve sustainable results. However, after achieving those results, you may have to listen to something else, which is another story. -------------------...

It was Sunday, and I relaxed and checked a desk in my office that had a bunch of A4-sized papers. Our previous plant head had probably left them there. "Let's get these done today," I began. The first step in the 5S is SORT. So I sorted them into four categories. The first category was useful papers, meaning documents that might be useful to me. The second category was those that weren't useful but had a blank side, meaning I could use them. The third category was completely useless papers that would be shredded, and the fourth category was for some strange types of documents. After the final sorting, the first category comprised about 10% of the papers, the second category about 70%, the third category about 15%, and the fourth category 5%. Now, in the fourth category, there were some resumes. I was quite amused when I looked at them. I had worked with some of the people. They had written such fabricated stories about the plant and their roles that I was completely b...