Our Daily Production Meeting Does Not Fix Anything
Most plants, warehouses and repair shops have a daily meeting, and many of them report yesterday and assign nothing. A good tier meeting is short, looks at a few numbers against target, and ends with owners and dates on the top problems.
What Is Usually Going On
- Too many metrics, none tied to a target the team can act on.
- Problems are discussed but not owned.
- Actions are not reviewed the next day, so they drop.
- Problems that need help never escalate to the next tier.
- The meeting is in an office, away from the board and the work.
How to Fix It
- Hold it at the boardOn the floor, standing, same time every day, about fifteen minutes.
- Cut to a few measuresSafety, quality (FPY), delivery (plan vs actual) and people, each with a target.
- Track hour by hourPlan vs actual by hour, with the reason for every miss written on the board.
- Review open actions firstRead yesterday's actions before adding new ones.
- Own the top problemsPick one or two misses and give each an owner and a date.
- Escalate by tierIf the team cannot fix it in a set time, it goes to the next tier meeting that day.
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When It Moves to the Floor
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Common Questions
How long should the daily meeting be?
About fifteen minutes at the front line. If it runs long, problems are being solved in the meeting instead of after it by the owner.
What should be on the board?
A few measures with targets, hour-by-hour plan vs actual with reasons, the open action list and the escalation path.
What is tiered daily management?
Linked meetings: team leads, then area managers, then plant staff, timed so a problem can escalate the same day.
Who should run it?
The area leader. Engineers and support functions attend to take actions, not to report.