Sawan Jasoliya

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...

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...

WHAT IS TPM? Total Productive Maintenance (TPM) is a comprehensive approach to facility maintenance that aims to achieve perfect production and eliminate unplanned breakdowns. TPM maintains and improves equipment reliability, production output, and product quality. As per TPM everyone in a facility should participate in maintenance, rather than just the maintenance team. It engages all levels and functions in an organization to maximize the overall effectiveness of production equipment. TPM (Total Productive Maintenance) is a approach to equipment maintenance that strives to achieve perfect production. TPM is focused primarily on keeping machinery functioning optimally and minimizing equipment breakdowns and associated waste by making equipment more efficient, conducting preventative, corrective, and autonomous maintenance, mistake-proofing equipment, and effectively managing safety and environmental issues. The Goals of TPM: 1. No Breakdowns 2. No Small Stops or Slow Running ...