Breaking the Comfort Zone – The Struggle for Change

This morning started with an unusual frustration—I missed the prayer for the first time since joining WACEM. A simple lack of communication about the driver’s absence caused an unnecessary delay. If I had been informed, I could have arranged to come with another HOD. But this casual approach to work is deeply embedded in the plant culture. It’s in the way people handle tasks, the way they respond to issues, and even the way they accept problems instead of solving them.

During the day, I came across a video on a Togo-based Facebook group showing a locomotive from TogoRail, one of our company’s businesses, emitting excessive exhaust smoke as it passed through Lomé. The comments under the post reflected public concern. I downloaded the video and sent it to the TogoRail in-charge. His response? “It might be an old video.” That’s the usual way of avoiding responsibility—deflect, deny, and move on.

The Problem with ‘One Why’

Another motor failure today. This time, an air slide motor. The electrical team’s explanation? “The air slide jammed.” And why did it jam? “A hole in the air slide cloth.” And why was there a hole? No answer.
This is where we always stop—at the first WHY.

One more example. A chain conveyor failed. Reason given: Material defect.
A defective material in a running machine is never an acceptable reason for failure. If there was a defect, why wasn’t it identified before installation? Why wasn’t it reported earlier? Why was it running at first place? These are the deeper questions no one is asking.

Planning & Accountability

A new system for job planning needs to be enforced. Every morning, we should declare the planned jobs and then review them in the evening. If the night shift reports an urgent issue, adjustments can be made. But we cannot afford to work blindly without a structured plan.

At 4 PM, I called a meeting to discuss this. What should have been a focused discussion on job planning turned into a realization—people here have been living too comfortably. My efforts to push for structured processes, accountability, and urgency are being met with resistance. Earlier, I thought I was moving too slow. Now, I wonder if I am moving too fast.

But change is never comfortable. And that’s exactly why it’s necessary.

Key Points – 27th March

✔ Missed morning prayer due to lack of communication about driver availability.
✔ TogoRail exhaust smoke issue – Video sent to the in-charge, response was dismissive.
✔ Root Cause Analysis failure – People stop at the first ‘WHY’ instead of identifying deeper issues.
✔ Job Planning System – Morning meeting must declare planned jobs, evening review is a must.
✔ 4 PM Meeting – Discussed job planning but faced resistance; people are too comfortable.


[Image is AI Generated. For illustration purpose. The exhaust smoke is actually less in this image.]

Next Day - 28th March, 2025

Previous Day: 27th March, 2025

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