Rain, Routine, and Realities 📅 Date: 11th April
Key Points – 11th April
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Unexpected heavy rain and power failure at night
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Morning meeting was brief, with safety as the priority
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Sound communication issue raised—most speak too softly
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Suggested evening HOD meetings during shutdown
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Started new habit: daily visit to Stores and Main Gate Security
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Explained Debottlenecking process to CCR team
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Asked CCR operators to list problems and suggestions
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Appreciated Admin team’s circular on May Day; requested history of past winners
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Shared thought of the day: Discipline is key
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Reflected on layered employee divide and its impact
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Observed deep issues in motivation, fairness, and unity
When the Sky Pours and the Truth Surfaces
Last night, the sky took a dramatic turn.
At 9:30 PM, the moon was bright, no sign of rain, and I even clicked a few photos, admiring its calm glow.
But an hour later, the heavens opened up. Thunder cracked, rain poured relentlessly, and by the time it settled, our Lab recorded 25 mm of downpour.
To add to it, power failed, and the DG didn’t start in time. I had to personally call everyone and expedite the restoration efforts.
It was a moment of chaos, a reminder of how fragile systems can be—and how quickly they must be recovered.
A Short Morning, but with Substance
Today’s morning meeting was kept intentionally short—the shutdown is ongoing, and everyone’s occupied.
I started by thanking the team for being present and assured them of one thing:
“Safety will always be my top priority.”
But I couldn’t ignore one issue—communication. Not technical, but human.
Most people here speak too softly. They think the job is done once they speak, but if no one hears, what’s the point?
I told them:
“Whether it’s 10 people or 100, make sure your voice carries. You’re not just speaking—you’re leading.”
HODs: Let’s Talk More, Not Less
In the HOD meeting, I floated a simple but impactful idea—
“Let’s hold a short evening review meeting during the shutdown.”
Not a formality. Just a space to:
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Review the day
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Plan for next day
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Coordinate better across teams
These small steps create a rhythm, and in shutdowns, rhythm is everything.
Discipline Begins at the Gate
Today, I began a new daily ritual—
First stop: Stores. Second: Main Gate Security.
Why?
Because we can't lead a plant from inside a cabin.
You see things differently when you walk around, greet people, see their expressions, hear unspoken concerns.
It sets the tone for the day—not just for me, but for the people who see me doing it.
Debottlenecking: A Chain Reaction
In the CCR, I shared the concept of Debottlenecking:
Identify → Exploit → Subordinate → Elevate → Repeat
It’s not just theory—it’s the lifeline of operational efficiency.
I asked CCR operators to:
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List every issue they face
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Add suggestions they have
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Let’s prioritize and solve them together
I reminded them:
“Always ask—what is the current bottleneck?”
Because solving that one thing can change everything.
May Day: Appreciating the Right People
Received a circular from Admin regarding the upcoming May Day celebration and Best Employee Selection.
I replied with appreciation and added:
“Please share the list of winners from the past 5 years.”
Why?
Because I want to know them, meet them, and see what they’re doing now.
Celebrating excellence is good—but sustaining excellence is what matters more.
Thought of the Day: Discipline Is Everything
I shared a few lines during internal discussion today:
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Operational efficiency comes from high MTBF (Mean Time Between Failures)
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High MTBF needs Preventive Maintenance
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PM is nothing but disciplined work:
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Cleaning
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Lubrication
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Tightening
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Inspection
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Discipline begins with coming on time,
and ends with finishing the job properly
This is the backbone of a running plant.
The Invisible Workforce: Not So Invisible Anymore
Reality struck again as I tried to engage the contractor workers.
They are the ones who:
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Climb into the kilns
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Dig, clean, carry, fix
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Work in the worst conditions
Yet—they are underpaid, unappreciated, and worse, manipulated by the mid-level delegates.
Whenever I try to bring them into the fold, grievances pour in—delayed payments, lack of safety gear, no recognition.
It demoralizes them.
And unless they feel involved, there’s no improvement possible. Zero.
A Divided Workforce: The Deep Rot
The plant—and maybe the organization too—is facing an old but dangerous divide:
Expatriates vs Local Employees vs Contract Workers
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Expats: Often older, slower, yet highly paid. Without local support, they’re ineffective.
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Local Employees: Disillusioned, stuck in the same roles for years, demotivated.
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Contractors: Tired, unheard, and bitter.
They do the actual work, but carry the lowest status.
The pay gap between these layers is glaring, and it’s breeding nothing but resentment.
The local laws make it hard to rotate or reform the local workforce.
Worse, any efforts to motivate or push them are backfiring.
They steal time, steal materials, and threaten to block the gate over even minor issues.
There’s blackmail, passive resistance, and no sense of shared purpose.
To Be Continued…
I don’t have answers yet.
But I know this: this divide is killing productivity, choking progress, and draining morale.
A transformation will need transparency, equity, accountability—and courage.
That story is still being written.
And I intend to write it well.
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