Sawan Jasoliya

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...

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...

What you can't imagine when you go from Production Manager to Plant Manager... As a Production Manager, you feel like you already see the whole plant. You see processes, shifts, indicators, costs and tons. But when you get to Plant Manager... You realize that was just one part of the game. What you don't imagine is that: Now you represent the entire plant, up, down, and out. The problems do not end at the mill... they start with the community, the union, the customers, the environment. You don't report figures... You deliver results to a country, to a corporation that expects total vision. You don't just manage resources... you answer for what a plant spends and produces that invoices $700,000 USD daily. You're no longer part of the pressure. You are the one who absorbs it, filters it and transforms it into decisions. And the most difficult thing is not to get there. It is to keep going. Because sustaining yourself as a Plant Manager requires more than results. Requ...

Everyone Talks About Efficiency, But What Is It Really? Everyone wants efficiency. Everyone talks about efficiency. But if you ask ten people what efficiency really means, you’ll probably get ten different answers. For me, the definition is simple: Efficiency = Output ÷ Input It’s as basic as that. If the formula is so simple, then why do we often make efficiency improvement exercises so complicated? They don’t need to be. If you think as a layman and ask yourself: "How do I make something more efficient?" the answer is straightforward: 1️⃣ Remove existing inefficiencies. 2️⃣ Don’t allow new inefficiencies to enter your system. That’s it. Do these two things, and the major part of efficiency improvement is done. Where Do Inefficiencies Come From? Now, ask yourself: Why were these inefficiencies in your plant or systems in the first place? How did they enter? How did they build up over time? Do a basic root cause analysis , and you’ll find the answers. You...