Sawan Jasoliya

Problem Statement: The  belt bucket elevator (BBE)  feeding the kiln is  getting swayed during operation , leading to operational instability, potential mechanical damage, and interlock tripping. Objective: To achieve  stable, variation-free kiln feed , ensuring the  belt bucket elevator runs smoothly without sway , and preventing unnecessary shutdowns and mechanical failures. Action Plan: Step 1: Immediate Running Condition -> Controlled Operation Bypass the tripping interlocks  temporarily, but keep the elevator under  strict manual supervision. Continuously monitor  the elevator's operation during this period. Manually adjust  the elevator through tensioning device until relative stability is achieved. Restore interlocks  once the system behavior is stable and predictable. Step 2: Inspection of Material Discharge to Elevator Check material discharge ...

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...

Day - 10th June, 2025

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...

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...

It was 2011-12, and I was serving as HOD-Mechanical. My Plant Head called me into his office. He said, “We need to run the Roller Press in Cement Mill #2. There’s no mechanical issue. But I want you to take the lead.” Now, this machine hadn’t run for a long time. The operational team had faced multiple challenges. But when the boss puts faith in you, what do you say? “OKAY SIR.” That’s it. Challenge accepted. --- We tackled the issues - one by one, patiently, persistently. Finally, the Roller Press started running smoothly with the Cement Mill. I was happy. Relieved. I thought we did it. The boss smiled. He said, “Good. But we need 65% product in -2mm size. That’s what the system was designed for.” Again, I nodded. "Okay, Sir." What else could I say? We adjusted. Tweaked parameters. Solved more bottlenecks. Soon enough, we hit 65% -2mm product. I thought, “Yes, now he’ll be satisfied.” He said, “Great. Now let’s push for 80%.” No options. No debate. Just a raised bar. We work...

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...