Three days in and around the plant: Shutdown, Sunday, Systems.
6th April 2026
The last three days have been deeply satisfying. Not just productive, but meaningful.
Saturday started with clarity.
In the morning standing meeting, I explained my concept of *11S3*.
110 days of operation + 11 days of shutdown makes one cycle of 121 days. Three such cycles in a year. 363 days. That translates into 330 strong kiln running days with planned, controlled shutdowns.
For the team, this was a moment of connection. They could finally see the logic behind the number I have been repeating as our annual target. It is not just a number. It is a structured way of running the plant. Simple. Practical. Proven.
More importantly, I explained what makes it work. The strength lies in building the pillars of TPM. One by one, I connected each pillar to what we have been doing over the past seven months. That realization was important for them. Nothing we are doing is random. Everything is part of a system.
Sunday was refreshing in a different way.
A road trip around the plant on my new bike. Open roads, farms, bright blue sky. Some quiet photography. Time to think.
Had a meaningful discussion on the role of a CEO in the cement industry. It aligned well with my own journey and thoughts.
In the evening, I met Mr. V. K. Mathur, a highly experienced quality expert whom we have invited to our plant. I had worked closely with him during my Hills Cement days. As always, the discussion was enriching. Conversations with people of depth bring clarity that books often cannot.
Monday brought the focus back sharply.
The plant is running well. Production is at its peak. This is exactly the stage where complacency can quietly enter.
I reminded the team. Now the real work begins.
Focus must shift to:
* Quality, both in operation and maintenance
* Cost optimization and continuous improvement
* Environment and health
The trigger for this discussion was a simple but telling issue. A mill feeding belt running off-track.
From there, the conversation flowed naturally into fundamentals:
* Self-aligning idlers must actually function as intended
* Guide rollers are like H1 alarms. If they are touching, something is wrong. Do not ignore
* Belt sway switches are H2. They are not to be bypassed or forced
A healthy belt should run centrally. No dependence on guide rollers. No alarms active. Everything free and ready.
If not, then find the root cause:
* Jammed or misaligned idlers
* Incorrect belt tension
* Improper material loading
* Uneven feed
* Worn-out or poorly jointed belt
No shortcuts. No adjustments just to keep it running.
What felt most satisfying today was the flow of the discussion. It was not forced. It came naturally. When you have lived these problems, handled them hands-on, and understood them deeply, the words come on their own.
Comments
Post a Comment