Sawan Jasoliya

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...

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...

Whenever I step into a sick or non-performing plant , I can almost predict what I’ll find— A very good, very nice, very loved person in a higher position. People will say, "He’s such a nice person!" Ask them why? No clear answers. What’s his contribution? No real explanation. But he is loved. In fact, he is the most visited, praised, and admired person in the entire plant. And let me tell you— he really is a genuinely nice human being. But here’s the catch... Why is a Non-Performing Plant’s Most Loved Leader Also the Biggest Problem? The truth is, this "nice" leader is always good for nothing. Why? Because: ❌ He lets people do whatever they want—except their REAL work.  ❌ He keeps everyone happy by never enforcing discipline.  ❌ He avoids conflicts instead of solving problems. ❌ He enjoys being surrounded by people —who love him for allowing inefficiency to flourish. And the plant? It remains sick. How to Identify This "Nice" Leader? ...

More inventory does not always mean better availability of spares. In fact, the more unnecessary inventory you have, the less likely you are to find the exact spare you need when a breakdown happens. This thought crossed my mind when I heard about the breakdown of a bucket elevator gearbox at Sebit, West Pokot plant —a place where I worked for a short time. The plant was shut down for 12 days due to the unavailability of a spare gearbox. Unfortunately, this is a recurring issue there. There was no scientific approach to procurement—just blind purchasing to save their skins. But in reality, no one can escape the consequences of poor planning. And then there’s the bigger issue: it was an old Chinese plant. After running its full life in China and being exploited to the maximum, it was sold to Devki Group, Kenya. Imagine the situation for a mechanical maintenance engineer in a plant like this—no proper manuals, no part lists, and no structured systems. Every day and every night...

Let’s be honest— we all want to grow. Some of us, however, don’t just want to grow… we want to grow FAST. And here’s the thing: These are two very different results. If you want different results, you need to act differently. Growth Doesn’t Happen Just Because You’re Getting Older We’re talking about career growth —promotion, elevation, increment, or even all of them together. But here’s the reality check: 📌 Someone (a person or a system) has to approve your growth. 📌 Just getting older won’t get you there. Time alone doesn’t qualify you. 📌 You must prove that you’re ready for the next level before you’re given that role. 📌 In fact, you need to start doing the things required for that position—before you even get it. Read that again. Everything here has a deeper meaning. So, How Do You Become Eligible for the Next Big Thing in Your Career? The first step is clarity —you must know what’s next for you. Ask yourself: ✅ What is my next target role ? ✅ What are the prerequisites for t...

Here’s a super simple trick I’ve used that works like magic. Ready? “Just do this: Arrive at your office first. Always.” It’s that simple. No complicated routines, no fancy formulas. But the impact? Miraculous. How Does It Work? 💥 It sets the tone for your entire day. When you start early, you control your day instead of letting it control you. 💥 It builds discipline. You’ll find yourself more focused, more productive, and more organized. 💥 It earns respect. People notice those who are committed and consistent. Trust me, your colleagues, family, and community will admire your dedication. 💥 It boosts confidence. Being ahead gives you a sense of control and purpose that reflects in everything you do—both personally and professionally. Start It. See the Magic. Show up early. Do it consistently. Watch how your personality transforms, how new opportunities open up, and how your growth skyrockets. The best part? Anyone can do it. No special skills required. Simple things create big mirac...

" 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 ...