Sawan Jasoliya

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...

Is Your Budget Helping the Plant or Hurting It? Budgeting is not a ritual. It’s a strategic exercise , or at least it’s meant to be. But what has it become in many plants today? Let’s talk honestly.  A simple formula:  “[Last year’s budget] – [20%]” That’s how it starts. No real discussions. No real-time condition assessment. No logic. Just blind cost-cutting . "Last year we spent ₹10 lakhs on spares? Okay, this year we will spend ₹8 lakhs." "We used 5000 litres of lubricant last year? Let's target 4000 litres this year." But… Why? Is the plant going to run fewer hours this year? Are prices coming down? Are you expecting fewer breakdowns? No one asks. No one answers. Where’s the Vision? True budgeting demands vision — a long-term vision. But these days, teams are unstable , and no one stays long enough to think about the long-term impact of short-term cuts. Let’s take an example that might sound familiar to you: The Cleaning Manpower Example Suppos...

For cement plants that do not have advanced coal dosing systems such as Pfister, Coriolis, or Multicore, traditional coal feeding systems still dominate operations.  These include: Venturi-Based Coal Transfer and Firing System,   V1 – A successful project. FK Pump-Based Coal Transfer and Firing System, F1. FK Pump-Based Direct Coal Firing System, FD1 –  Two successful projects. Challenges in Traditional Coal Feeding Systems In these setups, coal transport starts when the coal firing bin reaches its lower limit and stops when it reaches the higher limit. However, this method introduces several challenges: SFM Draft Variation: Sudden coal transport starts and stops create fluctuations in the SFM (Solid Flow Meter) draft, leading to inconsistent feeding. Bin Pressurization & Flushing: During transport, the coal firing bin gets pressurized, causing erratic coal flushing, which disrupts stable firing. Continuous monitoring and regulating is a headache for operators. ...

1. Efficiency (Fundamental Formula) Efficiency = Output Input \text{Efficiency} = \frac{\text{Output}}{\text{Input}} This is the base formula, where "output" and "input" can be anything—energy, time, raw materials, or resources. 2. Productivity (Material-Based Efficiency) Productivity = Output Quantity Input Quantity (Material) \text{Productivity} = \frac{\text{Output Quantity}}{\text{Input Quantity (Material)}} Measures how much product is made from a given amount of raw material. Higher productivity means better utilization of raw materials. 3. Availability (Time-Based Efficiency) Availability = Actual Operating Time Total Scheduled Time \text{Availability} = \frac{\text{Actual Operating Time}}{\text{Total Scheduled Time}} Reflects how much time a machine or system is available for operation versus planned time. If a machine is down for maintenance, availability decreases. 4. Utilization (Machine Usage Efficiency) Utilization = Operating Time To...

" Your purchase team works only on L1, that’s why I don’t disturb you." These were the words of a young sales officer, sitting in my office years ago. He was fresh in the industry but had already helped me solve a major problem in the plant. After that meeting, he walked out with confidence. And later? He became a major supplier for our plant. His solutions helped us reduce costs in his product range—not by simply being the cheapest but by being the smartest choice. Because procurement isn’t about finding the cheapest option. It’s about finding the SMART option: S – Specification M – Material Quality A – After-Sales Support R – Return on Investment T – Timely Delivery Sales, Procurement & The Bigger Picture Over the years, I’ve built strong relationships with sales professionals from different companies. Some of them met me early in their careers—just like the one in this story. I shared insights on the cement industry, discussed their sales strategies, and taught ...

At this point in my life, one might ask: "Why take on the challenge of pursuing an online degree, especially one that spans three years?" It's a valid question, and one I’ve thought deeply about before taking this step. Here's my reasoning, and I hope it inspires anyone who's hesitating to pursue something similar. A Career Rich in Experiences, But Growth Never Stops Having spent decades in the cement industry, I’ve had a fulfilling journey—working in newly set-up plants, standalone operations, and even handling challenging assignments in turbulent political environments. From troubleshooting machinery to leading entire plants as Plant Head, I’ve accumulated a wealth of experience that I’m truly grateful for. But here’s the thing: experience is just the foundation—learning keeps you building higher. The cement industry is evolving rapidly, and I realized that while practical knowledge has been my strength, adding formal learning to my portfolio can only enhance my...

When I first joined the plant, I noticed something that stood out—while the workforce was skilled and dedicated, there was a significant gap in communication and team morale. The workforce was often focused on promotions, salary demands, and bonuses. This negativity was dragging down the spirit of the entire plant. But I was determined to change that. One of my first initiatives was to introduce a morning meeting with the mechanical team, followed by other HODs. The gatherings grew steadily, ranging from 20 to 40 people, and I began to see the power of open, transparent communication in action. I realized that mass communication is essential to include everyone in the same narrative, moving away from individual demands and toward collective progress. Breaking the Barrier of Negativity Initially, the idea of mass communication was met with doubts. After all, it hadn’t been practiced much in the plant before. Many workers began raising issues of salary, bonuses, and promotion—famili...

Some call it passion, others may call it obsession—but for me, sharing my experiences is a way of giving back. Let me tell you why. A Solid Foundation That Shaped Me My first decade in the industry was spent in the newly established cement plants of a corporate giant. These plants were later taken over by another major player, but the foundation they laid in me remained rock-solid. Afterward, I transitioned to different organizations, most of them standalone plants (single plants owned by their respective companies). Every time I joined a new plant, I carried forward the lessons and practices that shaped me during those formative years. And I’ll say this without hesitation—my foundational years gave me a clear edge, allowing me to approach challenges with confidence and proven strategies. I remain forever grateful to my first organization for instilling in me the power of preventive maintenance, workplace organization through 5S, and structured problem-solving. The Common Surprise Fro...

The Cement Plant Paradox: Why Do Good Efforts Often Fail? Over the past 15 years, I have worked in four cement plants. One thing has been common across all of them—bad management practices and wrong people were the root cause of their decline. Despite these challenges, I had the opportunity to turn around all these plants. Yet, the fate of these plants reveals an unsettling pattern. Let me share my experiences and reflect on why this happens and what management must do to sustain success. Plant #1: A Story of Decline and Ruins I joined a plant that was already struggling but showed potential for recovery. After significant improvements, things began to stabilize. Unfortunately, management soon started adopting wrong practices—short-term gains took precedence over long-term health. I warned them and ultimately decided to quit. Within three months of my departure, the plant shut down. Today, only ruins remain—a painful reminder of what happens when wrong decisions prevail. Lesson: ...