Sawan Jasoliya

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.

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? ...

We often see viral posts on LinkedIn criticizing companies for offering X% salary hikes to new hires while giving less than X/2% to existing employees . These posts always get instant engagement —because they tap into a common frustration. But, let’s pause for a moment. Is it really that simple? Why Existing Employees Often Get Lower Increments 1️⃣ Comfort Zone Factor – Many existing employees, even after getting an increment, don’t add anything significantly new . Their work stabilizes, and their efforts often plateau. 2️⃣ Perceived Value vs. New Contribution – A new employee is bringing in fresh energy, new ideas, and often an updated skillset . An existing employee is often seen as maintaining the status quo. 3️⃣ Negotiation vs. Retention – A new hire negotiates their salary upfront , based on the market. Existing employees, if they aren’t actively looking elsewhere, rarely negotiate and are more likely to accept what is offered . 4️⃣ Market Adjustments – Industries evolve. If...

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...

Important Note: This SOP applies to all maintenance jobs except Preventive Maintenance. For complete SOP:  Click here

Both production lines are currently at a standstill. The persistent issue with the planetary cooler in Line #1 remains unresolved. I personally inspected the cooler and kiln from the inside, and what I found wasn’t surprising but certainly concerning. The kiln brick lining is in poor condition—something that has been ignored for far too long. Instead of executing a comprehensive maintenance plan, the practice here has been to apply small patches wherever issues arise, a short-sighted approach that does nothing to ensure long-term reliability. The absence of strategic, long-term planning has left the plant in a reactive mode, addressing failures as they occur rather than preventing them. This mindset needs to change. Meanwhile, in Line #2 , cooler overhauling is ongoing, though at an alarmingly slow pace. The bottleneck? Bearing availability. It’s a familiar story—critical spares are always in short supply, leading to unnecessary delays. I am trying to push for better planning in the ...

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...