Back to the Basics, Forward to the Vision | Diary entry - 30th April, 2025

The day began on a note of old rhythm — an act I hold close: picking up plastic trash while walking to the plant. It's a small action, almost meditative, but it connects me deeply with the values I want to practice — responsibility, awareness, and respect for the space we work in. It’s not about making a statement, just about doing what’s right, consistently.

In the morning meeting, I consciously chose to stay silent. I didn’t take the stage or the spotlight today. I stood behind, physically and mentally with the front-line team — a gesture of solidarity, humility, and quiet support. Sometimes, presence is louder than words.

My plant rounds were limited but purposeful: Mechanical Workshop → Stores → Main Gate → Power Plant. Quick observations, brief interactions, and mental notes — the usual, but always meaningful.

At the Daily Production Meeting, I felt the need to reframe how we understand stoppages — not as isolated events but as indicators of deeper issues.
I shared three sharp takeaways:

1. If a stoppage occurs, it’s a failure of C.L.T.I.

2. If it repeats, our Root Cause Analysis was ineffective.

3. If a similar stoppage happens elsewhere, our RCA lacked depth and replication.

The team nodded in agreement, but I could sense that the real depth of these statements might take time to settle in.

Later, discussions on night vigilance brought up another key concern — checklists. Without them, efforts remain scattered, unmeasurable. We agreed that everything must have a checklist — from rounds to routines, from vigilance to verification. It’s a small tool that brings discipline, accountability, and continuity.

Then came the longest stretch — almost two hours of continuous dialogue with the Cross Functional Teams. They had submitted reports on plant inspection from the previous week, but it was clear — their approach was too superficial. Their reports covered only the surface, whereas in reality, ten times the work remains.

There was confusion, misalignment, and a lack of clarity in understanding what a truly world-class plant should look like. I had to strip the idea down for them.

I asked:
👉 What is a world-class workplace?
👉 What does it look like?
👉 Where are we now, in comparison?
👉 What needs to be done to bridge that gap?

That gap is our job list.
If we don’t define the job list, the vision remains abstract.
If we don’t break it into small parts, it remains overwhelming.
I said it again — "Big jobs look impossible. Small jobs are doable. Let small teams handle small jobs, and the big vision will be realized."

By the end of this intense discussion, I was drained — but I could see some lights turning on in the minds around me.

In the evening, lighter moments returned. A short but good conversation about May Day celebrations and our upcoming Monthly Mass Communication event brought some creative energy back.

And yes — a personal highlight.
I received a T-shirt with our company logo. I wore it immediately. I always do that. I wear such things with pride, not as merchandise, but as a symbol of belonging and belief in the purpose we’re working for.

Key Highlights of the Day

• Picked up rubbish while walking to the plant

• Stayed silent in morning meeting, stood with the frontliners

• Visit: Mechanical workshop → Stores → Main Gate → Power Plant

• Core message at DPM: Understanding failure and RCA

• Stressed importance of checklists for night vigilance

• Intense 2-hour session with CFT teams on inspection quality

• Emphasized practical visioning: "What is world-class?"

• Wore new company-logo T-shirt with pride

• Evening planning for May Day and Mass Communication event

Next Day - 3rd May, 2025

Previous Day - 29th April, 2025