- While executing one of the projects, we had commissioned a line, cold rolling mill, where chemical used to be applied on [something]. We had commissioned a particular equipment and given to the operations. At around close to 12 at night, I received a call after a couple of days of commissioning, saying there is no feedback coming from the <coaster?> and line is getting stopped because of forced interlocks. So I needed to give a solution because I was the lead in that project.
- I immediately contacted my construction partner who was having the commissioning engineer stationed here because it was 2 days (after commissioning). We were there within half an hour. When we reached the department we saw that one of the end coders was not giving the feedback and production was low.
- Then along with the commissioning engineer, myself and another colleague from the engineering department, we decided that we can still run the line by giving forced feedback to the line. So I spoke to the operations department, they agreed to operate the line. The encoder was available in HSM and that too I could get it in the morning. So we along with the commissioning engineer, the entire night we ran line in the force mode, putting all of us in different locations and seeing that the production goes on. The next day there was a planned shut down, so we wanted to run the line till that shut down. So we ran it till morning 8 am till the shut down started. Then we brought back the encoder and installed it.So in the process you ensured there was no production loss?
- Yeah there was no production loss. And the person who was there in the commissioning, he responded within 20 min, I drove him to the plant, our response time was half an hour. So we ran the line. I was getting equal support from the department HSM, who gave me the encoder. And we had done it and we gave back the line commission.
- I saw my construction partner, who could’ve been paralyzed because of the non-availability of the encoder. He was well taken care, since me being the leader of the project I ensured that they get the encoder from other sources and we installed it within time. It was in a way a win-win situation for the company as well as for my construction partner.
- We kept to our KPI saying the response time should we less than half an hour. So our standards were maintained.
- I was happy that because of me the line didn’t stop otherwise it would’ve been a big problem.
- High level of trust was built in, which ever project I was involved in they were comfortable in the operation and the maintenance saying this person is there, so need not worry about it.
- It helped me in self-satisfaction.
- We didn’t wait for instructions for my seniors to come in, we took our own decisions.
- Yes, some of the things I didn’t foresee during the technical discussion stage, it was a small encoder which had a huge impact on the line. So that was a big takeaway from this project. In the upcoming project we ensured all those kinds of critical components are available during commissioning.
Team analysis: In a projects environment, when you commission & set-up a plant or an equipment and handover to the operations team. In this scenario, the person took end-to-end ownership where when there was an error they fixed it without letting the live operations suffer and found a design solution to it. This particular example was shared as an example of a contribution event that led to both value for the organization and external fruits for the employee as well as helped the person grow & develop (leading to lot of inner fruits).