Sawan Jasoliya

PID (Proportional-Integral-Derivative) controllers modulate process variables (like speed or temperature) continuously to maintain a setpoint. Conversely, an Interlock is a binary (on/off) safety system that forces equipment to stop or prevent start-up if dangerous conditions exist. PID regulates; interlocks protect.  Key Differences Between PID and Interlock Function: PID: Provides continuous, proportional control to keep a process variable close to a setpoint (e.g., maintaining 500 RPM). Interlock: Provides discrete, binary action (e.g., stop pump if pressure is \(>100\) PSI). Action Type: PID: Analog/Modulating (adjusts output from 0–100%). Interlock: Digital/Binary (On/Off, True/False). Operating Objective: PID: Efficiency, stability, and process regulation. Interlock: Safety, equipment protection, and hazard prevention. Typical Application: PID: Heater temperature control, flow rate regulation, speed control. Interlock: Emergency Shutdown (ESD) systems, preventing p...

The Backbone of Material Handling: Conveyors in Crushing & Screening Plants In any modern crushing and screening operation, conveyors are not just auxiliary equipment—they are the arteries of the plant, ensuring continuous, efficient, and controlled material flow. While crushers and screens often take the spotlight, the true productivity of a plant heavily depends on how effectively material is transferred between stages. Why Conveyors Matter More Than You Think A well-designed conveyor system directly impacts: Plant throughput (TPH) Operational efficiency Wear and tear on primary equipment Energy consumption Material segregation and quality A poorly configured conveyor can bottleneck even the most advanced crushing setup. Understanding Conveyor Capacity (TPH) The capacity of a conveyor is determined by a combination of variables: Where: A = Cross-sectional area of material (m²) V = Belt speed (m/s) ρ = Bulk density (kg/m³) Example: If: Belt width = 1000 mm Speed = 2.5 m/s Material...

Everyone is blaming the Gen Z nowadays. Why do we fail to manage the young workforce? It's not that we are incompetent.  It's not that they are careless. There is something else. There is a disconnect. There is a big gap. When we say gap, it's a relative thing. It's not skill gap or attitude gap.  It's because of a basic difference. We feel this difference because we compare. We compare them with our younger versions. What and how we were doing at their current ages. This is the Root Cause of all problems. We must stop this comparisons. I was doing the same mistake some years back. I realized and stopped.  I got the results. I am getting the results.  Now what has changed? When we grew up, the world was different. The way our parents treated us was different. The way our teachers treated us was different. The way we lived was totally different. And that's why what we are today is different. I believe you have a Gen Z child too. May be two. How do you want them t...

CBAM, Clinker, and Carbon: The 2027 Compliance Roadmap Every Cement Plant Must Build Now The Clock Is Ticking:  What CBAM Actually Means for Cement.  The Carbon Border Adjustment Mechanism entered its transitional phase in October 2023. From 2026, cement is among the six sectors covered by mandatory financial adjustments.  The mechanism is straightforward in principle: importers of high-carbon goods into the European Union must purchase carbon certificates corresponding to the CO₂ price that would have been paid under EU carbon pricing rules if the goods were produced in Europe.  For cement — specifically for clinker — this means that every tonne exported to or embedded in products entering the EU market carries a carbon cost proportional to its Scope 1 emissions intensity relative to the EUs free allocation benchmark.  That benchmark for clinker is approximately 0.689 tCO₂/tonne clinker. The average Indian cement plant produces clinker at 0.82 to 0.90 tCO₂/ton...

It's 16th April, 2026. Today morning, we had to repeat a topic. That itself tells us something. We are not failing in understanding. We are failing in execution discipline. Whenever a task comes to you as an HOD or a leader, there are only two roles you can play: Role#1:  You are the DOER. Role#2:  You are the COORDINATOR. There is no third category. Confusion starts when we don’t decide which role we are playing. ### If you are the DOER The moment a task comes to you, respond immediately. Yes or No. If Yes, then WHEN? Give a clear timeframe. If No, then explain WHY not. ### If you are the COORDINATOR Again, respond immediately. Yes or No. If Yes, delegate it to the right person. Ask them WHEN? Then commit that timeframe back to the issuer. If No, clearly state WHY. Delegation is not forwarding a message. Delegation means ownership with clarity. ### Now understand how your day is structured You already have two defined zones: List#A. Your Regular Work This consumes 5 to 6 hour...

Phone rings. I look at the screen. I already know. It is a marketing call. Caller ID makes it obvious. Still, I pick up. But I stay silent. After a couple of seconds, the voice comes. “Kya meri baat SHAVANKUMAR se ho rahi hai?” Even my name is not right. It is “Saavankumar,” with a soft ‘S’. The tone is always the same. Fast. Loud. Urgent. Maybe that is what they are trained to do. To grab attention. But I don’t engage. I disconnect. And this repeats. Again and again. I am sure many of us do the same. Either we don’t pick up, or we disconnect quickly. But then a thought comes. Someone is on the other side of that call. Calling strangers. Facing rejection. Every few seconds. Q1. How do they manage this work? Q2. How do they stay motivated to keep doing it? --- Q1. How do they manage this work? Most telecalling or cold-calling operations run on structured systems: Scripts and training: Callers are given fixed opening lines, tone guidelines, and objection-handling responses. That “urgent ...

The industrial buzzword "Root Cause Analysis" (RCA) is often more about bureaucracy than breakthroughs. In reality, most RCAs are post-mortem paperwork drills that end up blaming the "Doer" rather than fixing the "Design." True RCA is a leadership skill, not a clerical task. Here is why the industry is getting it wrong: 1. RCA is an "In-the-Moment" Reflex, Not a Meeting If you perform an RCA weeks after a failure, you aren’t analyzing data - you’re analyzing memories and assumptions. Real RCA happens parallel to problem-solving. A leader identifies the "why" while the "how" is being fixed. The "Doer" Trap: When done later, the easiest target is the person closest to the error. The Systemic Reality: True RCA looks past human error to the systemic gap that allowed the error to happen. 2. Leadership is RCA in Action Not everyone can do a real RCA because not everyone is willing to "turn their back on the crowd...

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 pla...

 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...

A Common Career Concern Nowadays in Cement Industry A very common concern shared by many young professionals is about job stability and growth. Many of them have been working for several years through third-party contracts, handling responsibilities similar to regular employees, yet they don’t get an opportunity to come on-roll. Question: Despite putting in years of sincere work and gaining valuable experience, what practical steps or guidance would you suggest for such professionals so that their career can grow, and they can achieve better stability and recognition? I can completely understand this. Many of us have been through similar situations. We work hard, we take on responsibility, yet opportunities come late. But we mustn't lose heart. I'd like to share a few things from my own experience: Keep learning new things - - - every new skill makes us stronger. Work with a sense of ownership - - - whether you're a 3rd party contractor or on the company's payroll, wo...

यह ना सोचो इसमें अपनी हर है की जीत है।  વીજળી ને ચમકારે મોતીડાં પરોવી લ્યો પાનબાઈ. Do in in your MIND first. आज सुबह की मीटिंगअलग-अलग भाषा के इन तीन सब्जेक्ट के ऊपर थी और मैं जैसे हमेशा बोलता हूं की बस, मजा आ गया।  वैसे यह सारी बातें फेस टू फेस बात करने में ही मजा आता है लेकिन आप सबसे ऐसे मिलने का मौका तो पता नहीं कब मिलेगा? और युटुबर बनने का मेरा कोई प्लानिंग है नहीं।  तो अब ऐसे ही कुछ बात कर लेते हैं।  पहली बात: कुछ अलग ही अंदाज में किशोर कुमारने यह गाना गया है। इसके पीछे की  कहानी भी दिलचश्प है लेकिन वह एक दूसरी बात है। यह गाना आप सुनोगे तो आप को लगेगा कि आपका कोई दोस्त जैसे आपके कंधे पर हाथ रखकर आप को यह गाना सुना रहा है। समझा रहा है, बहोत प्यार से।   दूसरी बात: गंगा सती एक सदियों पहले अवतरित हो चुके महान महिला संत। उनकी यह बात इतनी गहरी है कि अगर समझ लिया तो आप एक भी क्षण व्यर्थ नहीं गँवाओगे। વીજળી ના એક ચમકારા જેટલો જ સમય છે અને એટલા સમય માં મોતીડાં પરોવી લેવાના છે. आखरी बात तो मैं ऐसे अडॉप्ट कर चुका हूं और इसके इतने फायदे ले चुका हूं के उसको ...

15 तारीख़ को मेरे अफ्रीका से लौटे हुए 3 महीने पूरे हो जाएंगे और उसके साथ ही एक अनाउंसमेंट होने वाला है। ये 3 महीने कैसे रहे? सोचिए, अगर कोई एक्शन-पैक्ड मूवी 90 दिन तक चले तो? कुछ ऐसा ही था -  ✈️ लगातार ट्रैवलिंग 🤝 ढेर सारी मुलाकातें 😂 ढेर सारी मस्ती (बारिश में बाइक राइड्स से लेकर कुछ वीडियोज़ से सबको हल्का डराने तक) 🤔 गहरे चिंतन और 💡 जबरदस्त लर्निंग पहला महीना: "क्लीनअप मोड" सूरत की ऑफिस में बैठकर एक-एक पाप धोया। पुराने ईमेल्स, रिप्लाईज़, बैकअप, LinkedIn के सारे unread messages क्लीयर किए। नतीजा? सीमेंट इंडस्ट्री के प्रोफेशनल्स और प्लांट सप्लायर्स का एक दमदार डेटाबेस तैयार। दूसरा महीना: "डिजिटल रिवाइवल" 5 साल से सोई हुई सारी वेबसाइट्स को जगाया। Inbox में बाढ़ आ गई। अब उन सबका री-डेवलपमेंट भी पाइपलाइन में। क्लाइमैक्स: " Monk-mode " अहमदाबाद के एक अपार्टमेंट की टॉप फ्लोर पर खुद को कैद कर लिया। और वहीं से शुरू हुआ असली खेल - पहले किया revision → HTML, CSS, JavaScript, MySQL फिर ज्वाइन किया एक Online Course रोज़ 2–3 घंटे पढ़ाई + उसी की प्रैक्टिस बाकी वक्त ...

Question: Since my student days, I have had a strong interest in working in the cement industry. However, I never got the right opportunity despite making several attempts. Later, I tried in the renewable energy sector and today I am working as the in-charge of a 40 MW solar power plant at Prism Johnson Cement Limited. Still, my passion remains in the core cement industry. If I could get an opportunity through your guidance or support, it would be of great help to me. I do not have any external backing — only hope. --------------------------- My reply: Dear friend, Your current experience in handling a 40 MW solar power plant is a strong technical foundation, especially since it is within a cement company environment. While direct entry into a core cement plant electrical role may be challenging without prior process experience, it is not impossible. I suggest you explore opportunities within your current company for exposure to cement plant electrical maintenance, even if on a short...