Humidity, Hopes, and the Habit of Planning 📅 Date: 14th April
Key Points – 14th April
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Started the day with a prayer of gratitude during Mensah's morning prayer
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Visited Stores, Main Gate Security, and Kiln#2 to inspect refractory work
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Checked in with CCR operators
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Hot and humid morning
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Asked Mechanical HOD to prepare bar-chart for H1 silo maintenance
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Asked for schedule confirmation of shutdown activities
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Felt good to be greeted warmly by many people during the plant visit
Humidity, Hopes, and the Habit of Planning
The day began not just with sweat on the skin, but a sense of stillness in the soul.
Mensah led the morning prayer, thanking God for another day.
As he finished, I added—
“I am thankful for the job I have, and for the good people I have around me.”
It’s easy to forget this. Especially on hot, heavy mornings when the air feels like it’s pressing down on your thoughts.
But gratitude, when spoken aloud, grounds you.
It reminds you of the ‘why’ behind the ‘what’ we do every day.
Walkthrough Begins
Right after the brief meeting, I stepped out for my routine round—
First, to the Stores—our heart of logistics. Then to the Main Gate Security—where discipline begins and visitors first meet the face of the plant.
From there, I headed to Kiln#2, checking on the refractory lining work. The heat inside the kiln and the heat outside felt almost the same today—humid, dense, exhausting. But I made sure to get a proper look. Refractory lining isn’t a job you just “visit”—it needs close eyes and sharper questions.
Afterward, I dropped by the CCR, and like always, had a short chat with the operators.
These moments—quick, unplanned, yet honest—are often more powerful than scheduled reviews.
Planning Needs to be Taught
One thing that keeps repeating:
People here don’t understand planning.
They keep doing the job, but without a roadmap.
No visualization. No dependencies mapped. No buffers for problems. Just raw execution.
I told the Mechanical HOD to make a bar chart for H1 silo maintenance—a complete one. With timeline, sequence, responsibilities. Because if we don’t show people how to plan, they’ll never stop firefighting.
I asked for a complete confirmation that all shutdown activities are on schedule. Not just on paper—but in real work progress.
Because when the plant is shut, we must be our sharpest. That’s when efficiency meets urgency.
When People Greet First
Despite the heat and tiredness, there was something quietly uplifting today.
As I walked through the plant, many people greeted me before I greeted them.
It’s small. But meaningful.
It tells me they’re watching. That they notice who’s watching them. That somewhere, a thread of respect—or perhaps just familiarity—is forming.
Let’s keep building on that.
Because in a plant with challenges layered like sediment—expats vs locals vs contract workers, poor motivation, weak discipline—even one smile or one “Good morning, boss” is worth recognizing.
Closing Thoughts:
There are no instant wins here.
But there are quiet victories—when people start respecting your presence, or when someone finally pulls out a pen to plan a job properly.
Discipline, gratitude, visibility, and involvement—these four are slowly becoming the pillars of our approach.
Let’s keep walking, one section at a time.
Let’s keep teaching planning, one chart at a time.
Let’s keep showing gratitude, one prayer at a time.
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