Sawan Jasoliya

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 ...

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...

A plant’s Overall Equipment Effectiveness (OEE) is a direct reflection of how well its problems are being solved.  And the easiest way to check that? Look at recurring stoppages. ~> If a problem occurred 6 months ago and keeps happening, it means the root cause was never addressed. ~> More than 3 similar stoppages? No real RCA (Root Cause Analysis) is being done. ~> When RCA is done right, stoppages reduce, OEE improves, and life becomes easier for everyone! It's a simple formula: Good RCA = Good OEE = Good Life = Good Everything.

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...