Order in the Midst of Chaos: Drafting the Blueprint | Diary Entry – 26th May, 2025
Sunday was anything but restful. Both lines were down. The plant wore a look of stillness on the outside, but inside - inside the minds, corridors, and control rooms - it was chaos. From morning till night, decisions were being sought. One after another. From fans to feeders, from motors to manpower. Questions. Choices. Deadlines.
It’s not easy being the one who has to give 100 decisions in a day - and still be right at least 90 times. But when the plant is stalled, there’s no other way. And yesterday, Line #2 had to be prioritized. It was clear. I took the call and moved forward.
But these experiences opened up a bigger thought - what if the entire approach to operations was redesigned? What if we didn’t just restart machines, but restarted the system?
That’s where the idea of a master action plan came from - not just a restart checklist, but a full-fledged SOP to run the plant efficiently and sustainably. Something that captures everything from mindset to machine maintenance. I began preparing the document late Sunday evening and continued through Monday. It’s now 6 PM, and I’m still refining it.
This isn’t just a list of tasks. It’s a framework for cultural and operational transformation.
Here’s what has emerged so far - each point thought through, grounded in reality, yet aiming high:
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The Cement Plant Revival Framework
1. Implement the C.I.L.T. Framework
Communication – Inspection – Leadership – Training.
This is the foundation. These four pillars hold every improvement effort together. Without CILT, even the best tools collapse.
2. Define Departmental Cleaning Responsibilities
Cleaning is not the job of sweepers. It is the reflection of ownership. Every department must know and own its cleaning zones.
3. Restore Basic Maintenance Practices
Return to the basics. Visual checks, lubrication, bolt-tightening, alignment verification. Maintenance begins with mindfulness.
4. Address Manpower & Motivation Issues
People don’t just fail because of skills - they often fail due to confusion, lack of guidance, or absence of purpose. That must change.
5. Take Immediate Action on Non-performing Staff
Harsh but necessary. Teams cannot be carried forward on sympathy. Some corrections must be immediate.
6. Establish a New Mechanical Department Structure
Clear roles, defined responsibilities, and strong second-line leadership. The old chaos has no place in the new setup.
7. Extend Accountability to Other Departments
Mechanical alone can’t be the scapegoat. Process, Electrical, Instrumentation - all must own outcomes.
8. Initiate a Preventive Maintenance Regime
From zero to disciplined PM: we start small, stay consistent, and grow stronger. Weekly themes, monthly plans, quarterly deep-dives.
9. Drive Plant Improvement through MTBF & MTTR
Let numbers speak. When Mean Time Between Failures increases and Mean Time To Repair drops, we’re truly improving.
10. Promote KAIZEN using S-Q-P Approach
Safety–Quality–Productivity. Any suggestion must improve at least one of these - and not compromise the others.
11. Enforce Basic Discipline and Protocols
Reporting time. Logbook writing. Equipment handover. Communication during breakdowns. It’s the small things that make a big difference.
12. Strengthen Communication via Public Channels
I will use every available notice board, WhatsApp group, and display screen to reinforce messages. What gets communicated, gets aligned.
13. Launch Structured Cleaning Initiative
5S is not a slogan - it’s a way of life. Assign zones. Conduct audits. Give recognition. Keep the spirit alive.
14. Conduct One-Time and Periodic Inspections
One-time condition appraisals help fix the past. Periodic inspections shape the future. Both are needed.
15. Implement Multi-Level Regular Inspections
Junior to HOD level - everyone must inspect, document, and act. When everyone looks, nothing stays hidden.
16. Define HOD Daily Routine
Every HOD must know how their day flows - morning rounds, report follow-ups, team review, improvement checks. No more random firefighting.
17. Systematize Stoppage and Shutdown Planning
Breakdowns aren’t holidays. They are windows to inspect, improve, and prepare. Each shutdown must be planned with clear objectives.
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This plan is still evolving. But the direction is clear.
I’m not trying to become a superhero who fixes everything myself. I’m trying to build a system that functions even when I’m not around. That’s real leadership.
Some might say it’s too ambitious. But I say - without ambition, plants don’t revive. They just survive.
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Key Points of the Day – 26th May
🌑 Sunday started with both lines down, creating full confusion in the plant.
🔁 Line#2 was prioritized for restart based on critical evaluation.
🧠 Realization that we need a structured, permanent way to handle operations and decisions.
🧾 Started preparing a comprehensive SOP for efficient plant operation.
🧱 Core framework now includes 17 major strategic points.
⚖️ Balance of human factors (discipline, motivation) and technical systems (maintenance, inspections).
📅 Continued refining the SOP throughout Monday.
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Let this be the beginning of a new chapter - not just for the plant, but for every person who walks in here daily, hoping to contribute to something meaningful.
Tomorrow, we take the next step.
Next Day - 27th May, 2025
Previous Day - 24th May, 2025
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