Breaking Barriers – Purpose, Resistance, and Progress

This morning’s meeting was a reminder of why we gather every day. The purpose is simple but powerful—we start the day with prayer, align on safety, and commit to protecting ourselves, our colleagues, and our machines. Time is a resource, and I made it clear: 10 minutes of 100 people means 1000 minutes lost if not used wisely—more than two full man-days.

Yet, despite the focus on discipline and efficiency, someone raised a completely unrelated issue—salary delays. Should I laugh or cry? The morning meeting is not a complaints forum. Still, I assured them that I would look into the salary issue and ensure timely payments.

Clarifying My Approach

I felt the need to address misconceptions about my work style. Some people are clearly uncomfortable with the changes I am bringing in. I listed four key things I have done since joining WACEM:

  1. Strict punctuality – Arriving on time every day at 7:00 am and returning after lunch at 2:00 pm.

  2. Focusing on root cause analysis – Not accepting surface-level explanations for breakdowns.

  3. No personal misuse of company resources – I haven’t visited Lomé for personal reasons and won’t do so.

  4. Empowering local employees – Involving them in decision-making and skill-building.

Why is this a problem for some people?

  • Some have a superiority complex and feel uncomfortable when local employees are given importance.

  • Some are too comfortable in their ways and resist change.

  • Some fear job insecurity and see accountability as a threat.

  • Some are simply not used to structure and discipline.

Change is uncomfortable, but it is inevitable.

Simple Tasks, Major Gaps

I am trying to get a basic data compilation task done—a simple copy-paste of running hours, stoppages, and production from the Daily Production Report (DPR) into an Excel sheet. A three-line task.

  • Mr. Sarge struggled even with this. It seems he needs to start from scratch with Excel.

  • Mr. Kalagbe was my second choice. He picked it up after a demo but is painfully slow.

  • There are many idle people in the office, lagging behind in skills and productivity. Why aren’t they being utilized?

This is one of the biggest hidden inefficiencies—people present but unproductive.

Meeting with PDG Sir

The PDG visited the plant today, and I had a meeting with him. While I didn’t complain much, I made sure he was aware of the major challenges I’m facing—resistance, inefficiency, and lack of accountability.

Progress?

  • Mr. Kalagbe is finally getting the hang of the Excel task.

  • The work is slow, but at least it’s moving. Small wins.

Key Points – 28th March

✔ Reinforced the purpose of morning meetings – Prayer, safety, time discipline.
✔ Salary issue raised again – Addressed but morning meetings are not for grievances.
✔ Clarified my work approach – Addressed resistance to change.
✔ Data entry struggle – Simple Excel work is a challenge for many.
✔ PDG visit – Shared key plant issues without excessive complaints.
✔ Small progress – Mr. Kalagbe is learning, but productivity gaps remain.



[One of my colleagues shared this quote in his morning message on WhatsApp—it truly set a positive tone for my day.]

Next Day - 29th March, 2025

Previous Day - 27th March, 2025

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