Sawan Jasoliya

Last weekend, my team informed me that the bearing on the auxiliary drive side of the cement mill gear box has started making a slight noise. We checked it. Looking at the parameters like vibration and temperature, we decided that we will run the mill right away and fill the cement silo. And yes, we will monitor the equipment very carefully. And as we do, we started arranging the necessary equipment and tools and tackles. The silos were filled. Today my team opened the top cover of the gear box and invited me for inspection. We found the cage damaged. We saw that the alignment was correct. Lubrication was also correct. The bearing clearance was found to be slightly on the higher side. Now we will check all the other bearings as well. We will do all the necessary replacement and maintenance and start the cement mail again. Before there is any problem in dispatch. Cleaning – Inspection – Lubrication – Tightening i.e. CILT, this is a mantra which always proves to be a boon for us. [Planne...

There was a time when an engineer wasn't just an engineer. He was an inspector, a planner, a scheduler, and a doer -  all in one. I’ve lived that era. From 1999 to 2005, during our TPM journey , we didn’t just “work" - we owned. I’d walk through the plant, spot abnormalities, note down issues, plan the actions, execute the job, and close the SAP notification. And not just me -  everyone around me worked the same way. That was the norm. That was our pride. Even years later, till NOW , I followed that approach in every plant I worked in. Then Came the Shift I came across the new “efficient” model: One team inspects [inspectors / walk by inspectors etc.] Another team plans [planners / schedulers etc.] A third team executes [doers etc.] It looked clean on paper. Divided roles. Structured accountability. Specialization. But something inside me couldn’t digest it. I struggled with myself - wondering why I was resisting this new approach. Then it hit me. T...

Unplanned stoppages are bad.  But shutdowns can be a big opportunity — A really big opportunity… IF ONLY WE ARE PREPARED, our job-lists are ready. There are two types of job-lists for any shutdown: 1. Standard Job-List This is the list of jobs that we perform as part of our standard inspection and maintenance routines (mostly preventive maintenance). Process Department: checks refractory conditions in cooler, kiln, and preheater; dip tube, feedpipe, flap valve condition, etc., and carries out the necessary maintenance. Mechanical Department: checks DPC, cooler, kiln supporting roller bearings, drive, HTD, bucket elevator, blowers, process fans, mill internals, screw conveyors, etc., and performs the required maintenance. Electrical Department: checks HT/LT panels, circuit breakers, cable terminations, MCCs, motors, lighting systems, earthing, and ensures functionality of interlocks and protection systems. Instrument Department: calibrates and maintains field instr...

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 we take on a maintenance job, the first thing we focus on is planning. In preventive maintenance, it’s done in advance. In breakdowns, it comes after. But planning is ALWAYS a must before starting the work. Planning revolves around Man, Material, and Method. We plan or arrange for Man and Material without fail because perhaps nothing will happen without them. The Method part, however, is often overlooked. We rush to finish the job, but as the saying goes: "If you give me 6 hours to chop a tree, I will spend 4 hours sharpening my axe." Methodical preparation is crucial—it directly impacts Safety, Quality, and Productivity (S-Q-P). Key Steps in Methodical Preparation. 1️⃣ Make the Work Area Ready – Prepare the work area before starting the actual job. Job Safety Analysis (JSA) is a MUST. 2️⃣ Track the Progress – Once the job starts, track it against the bar chart. Monitor quality and make course corrections in real time. 3️⃣ Document the Journey – Take photos and vid...

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...