The Mill Manager, The Engineer, and the Never-Ending Problems

Abdul Rahman had been managing the Seri Makmur Palm Oil Mill for years. He’d seen breakdowns, floods, late deliveries — you name it — and knew that with the right team, anything could be fixed.

When Farid, a young mechanical engineer, joined the mill, Rahman was hopeful. Farid was smart, had a good grasp of machinery, and seemed eager to learn. But soon, Rahman noticed a pattern.

On Monday, Farid complained that the maintenance team wasn’t giving him the right tools.
Rahman arranged for a new set of tools.

On Wednesday, Farid said the production schedule was too tight.
Rahman adjusted the plan.

By Friday, Farid said he couldn’t work because the spare parts delivery was delayed.
Rahman made calls, pulled strings, and got the parts in by the afternoon.

For a moment, Farid seemed satisfied. But by the next week, a new “crisis” would surface. And the next week, another one.

One day, Rahman asked him to stay back after work.
“Farid,” he began, “you know what makes a go

od engineer in this mill? It’s not just knowing how to fix a pump or align a shaft. It’s knowing how to think when things go wrong.”

Farid frowned. “But I’ve been telling you all the problems so we can fix them.”

Rahman nodded slowly. “Yes, but have you noticed something? We fix one issue, and before the dust settles, you find another one. It’s as if you’re more comfortable spotting problems than solving them. If your identity is tied to being the person who always suffers from a problem, you’ll never be the engineer who removes it.”

The words hung in the air.

Rahman continued, “In engineering and leadership, problems are part of the game. The best people don’t just complain about them — they adapt, innovate, and move forward. Sometimes the biggest repair you’ll ever make isn’t on a machine. It’s on your mindset.”

Farid didn’t say much that evening, but over the next few weeks, Rahman noticed small changes. Farid still brought up problems — but now, he also brought solutions.

And slowly, the “professional victim” started turning into a professional problem-solver.