P 13
Second Innings at Baroda contd.
Considering multi plant requirement &seeing Alkan's establishment and cooperation at IPCL site EIL/IPCL considered Alkan as one of the best bet to award multi discipline tasks as contract. the jobs awarded pertain to both above ground and underground piping, insulation -hot and cold and other plants instrumentation. Alkan management (both Mr JK Shivdasani and Mr S Syamsundar) thought I am the best suitable person to handle all these contracts and gave me full back-up. I could use three sub contractors- M/S Kunju Mohammed, Jacob and Bhaskar for different areas, ably managed by my lieutenant Sh Sridhar. He was a force by himself and can tackle any challenge. So Sridhar managed the field front , leaving the job distribution task to me and establish a strong working relationship with EIL site management. From EIL side, Mr PR Balasubramaniam(who became MD of NLC later) was the manager,under whom M/S Patel, Jitendra Desai, Malhotra, Bhavsar were the area engineers.
In this context i have two memorable incidence to narrate:
1. As Alkan's manager I used to attend daily EIL meetings to track the progress and analyse the involved issues-either in terms of drawing discrepancy, their IFC availability or materials issue.From EIL side whole team used to be present.
True to professionalism, each team used to take stand and sides to protect their company interests; there used to be literal arguments and challenges to defend. But during breaks, as if nothing has happened the whole group used to join for tea/snacks or lunch etc. We used to share the food brought from home. The outsiders (other than listed above) of both EIL and IPCL were feeling that things are not under control , they can interfere and take advantage ! On one fine day,Mr Anand, that time EIL RCM (resident construction manager, boss of PRB) called me to his cabin and advised me to break away from PRB &come to him for job instruction and execution. He added another question- how come you two are fighting tooth and nail in the day and in evenings go together in the same jeep- either EIL or Alkan's? Rather, he has even observed that on Tuesday evenings, both the families also join and go to Siddhi Vinayak temple in Baroda city. His motive was to take advantage of differences/ arguments between AR/PRB! When the matter came to open, all involved members of execution- both EIL and Alkan refused to listen to Sh Anand and said we are happy with the present system and will continue to address our functions!!They literally ignored him and his presence in the office. All the three Alkan's sub contractor were also happy with the team spirit and gave their full cooperation during execution.
2. A freak incident of EIL inspector overruling Alkan supervisor's explanation and reasoning during pressure hydro test of 6 Kms. of 6" Dia. naphtha service line becoming snake! This is the naphtha feed line originating from IOCL Bajwa to GOP plant area and Jacob was the sub contractor and Sridhar was on the job supervision. That was a hot summer noon and pipe length involved being 6 Kms.it called for electrical pump to boost the test pressure. Here the inspection test procedure call for at least 20mts. pressure hold but pressure was falling due to sun heat resulting in pipe expansion, Sridhar suggested to Sh AJ Vyas-EIL inspector (who is in Reliance now) to defer the inspection to evening when Sun radiation reduce and carry out the check. But Vyas overruled and gave stern instructions to operate the pump to boost the pressure. In matter of minutes, the line pressure boosted beyond the pipe yield value and jumped out of rail forming a snake!
Then came the responsibility/ accountability factor! for the labour and material loss. Though the ultimate customer IPCL assessed the situation rightly,EIL as execution contractor have to defend themselves that too this being Govt. contract.They tried all means- Sama,Dhana,Beda and Dhandam to fix it on Alkan and expected to bear the entire loss. To rescue the involved EIL personnel from this desperate condition, Alkan management was magnanimous to agree to bear some expenses and managed the situation.Then the re-execution was completed in 6 weeks flat.
Key Aspects :- Accountable, Delegation, Faith, Human relations, Leadership, Motivation, Opportunity,Recognition, Responsible, Incident analysis
Second Innings at Baroda contd.
Considering multi plant requirement &seeing Alkan's establishment and cooperation at IPCL site EIL/IPCL considered Alkan as one of the best bet to award multi discipline tasks as contract. the jobs awarded pertain to both above ground and underground piping, insulation -hot and cold and other plants instrumentation. Alkan management (both Mr JK Shivdasani and Mr S Syamsundar) thought I am the best suitable person to handle all these contracts and gave me full back-up. I could use three sub contractors- M/S Kunju Mohammed, Jacob and Bhaskar for different areas, ably managed by my lieutenant Sh Sridhar. He was a force by himself and can tackle any challenge. So Sridhar managed the field front , leaving the job distribution task to me and establish a strong working relationship with EIL site management. From EIL side, Mr PR Balasubramaniam(who became MD of NLC later) was the manager,under whom M/S Patel, Jitendra Desai, Malhotra, Bhavsar were the area engineers.
In this context i have two memorable incidence to narrate:
1. As Alkan's manager I used to attend daily EIL meetings to track the progress and analyse the involved issues-either in terms of drawing discrepancy, their IFC availability or materials issue.From EIL side whole team used to be present.
True to professionalism, each team used to take stand and sides to protect their company interests; there used to be literal arguments and challenges to defend. But during breaks, as if nothing has happened the whole group used to join for tea/snacks or lunch etc. We used to share the food brought from home. The outsiders (other than listed above) of both EIL and IPCL were feeling that things are not under control , they can interfere and take advantage ! On one fine day,Mr Anand, that time EIL RCM (resident construction manager, boss of PRB) called me to his cabin and advised me to break away from PRB &come to him for job instruction and execution. He added another question- how come you two are fighting tooth and nail in the day and in evenings go together in the same jeep- either EIL or Alkan's? Rather, he has even observed that on Tuesday evenings, both the families also join and go to Siddhi Vinayak temple in Baroda city. His motive was to take advantage of differences/ arguments between AR/PRB! When the matter came to open, all involved members of execution- both EIL and Alkan refused to listen to Sh Anand and said we are happy with the present system and will continue to address our functions!!They literally ignored him and his presence in the office. All the three Alkan's sub contractor were also happy with the team spirit and gave their full cooperation during execution.
2. A freak incident of EIL inspector overruling Alkan supervisor's explanation and reasoning during pressure hydro test of 6 Kms. of 6" Dia. naphtha service line becoming snake! This is the naphtha feed line originating from IOCL Bajwa to GOP plant area and Jacob was the sub contractor and Sridhar was on the job supervision. That was a hot summer noon and pipe length involved being 6 Kms.it called for electrical pump to boost the test pressure. Here the inspection test procedure call for at least 20mts. pressure hold but pressure was falling due to sun heat resulting in pipe expansion, Sridhar suggested to Sh AJ Vyas-EIL inspector (who is in Reliance now) to defer the inspection to evening when Sun radiation reduce and carry out the check. But Vyas overruled and gave stern instructions to operate the pump to boost the pressure. In matter of minutes, the line pressure boosted beyond the pipe yield value and jumped out of rail forming a snake!
Then came the responsibility/ accountability factor! for the labour and material loss. Though the ultimate customer IPCL assessed the situation rightly,EIL as execution contractor have to defend themselves that too this being Govt. contract.They tried all means- Sama,Dhana,Beda and Dhandam to fix it on Alkan and expected to bear the entire loss. To rescue the involved EIL personnel from this desperate condition, Alkan management was magnanimous to agree to bear some expenses and managed the situation.Then the re-execution was completed in 6 weeks flat.
Key Aspects :- Accountable, Delegation, Faith, Human relations, Leadership, Motivation, Opportunity,Recognition, Responsible, Incident analysis
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