Here are my
tips for running an effective daily management meeting.
Segregate
Meetings With Management Levels (Tier 1, Tier 2, Tier 3)
It is important
to segregate meetings with management levels (tier 1, tier 2, tier 3) because
it allows for more focused and efficient communication within each level. Each
level of management has different responsibilities, expertise, and
decision-making authority, and holding separate meetings allows each level to
discuss issues and make decisions that are most relevant to their respective
roles.
Tier 1 meetings
typically involve front-line supervisors and focus on day-to-day operations and
problem-solving. Tier 2 meetings involve middle managers and focus on
longer-term planning and strategy. Tier 3 meetings involve senior executives
and focus on high-level strategic planning and decision-making.
Meet In
Person Near the Gemba
These meetings
should be conducted on the shopfloor in a safe area where communication is
easily heard. While there are many digital solutions these days I prefer the
manual versions.
Set a Time
Limit
Time is of the
essence in a factory, and employees often have limited time to spend in
meetings. Therefore, it’s essential to keep these meetings short and focused.
Aim for a maximum of 15 to 30 minutes and prioritize the most critical issues
that need to be discussed.
Start with
Positive News
Starting the
meeting on a positive note can set the tone for the rest of the meeting. Begin
by sharing any good news, such as meeting production targets, or recognizing
team members for their hard work.
Safety is
Next Concern
Safety is a top
priority in any factory, and daily huddles provide an opportunity to discuss
any safety concerns or near-misses that have occurred. Discussing safety
measures can help prevent future incidents and ensure the safety of all
employees.
Don’t Solve
Problems in Real Time
An effective
daily huddle makes it so someone can acknowledge that they can help a fellow
team member without turning it into a troubleshooting session.
Capture
Action Items
When action
items are assigned, they should be owned by the person responsible for them. This
should include specific tasks that need to be completed before the next meeting
or when it will be completed.
I appreciate you sharing these tips for running effective daily management meetings. Your emphasis on segregating meetings with management levels (Tier 1, Tier 2, Tier 3) makes a lot of sense, as it fosters focused discussions regarding the responsibilities and decision-making at each level. It's important to make sure that the right issues are addressed at the appropriate management level, ultimately maximizing efficiency and effectiveness. One part of your post that stuck with me is the emphasis on meeting in person near the GEMBA, where the work is actually done. I am currently a Yellow Belt who is studying to become Green Belt and I have been introduced to the meaning of GEMBA through my education. In the midst of a digital world, I find value in face-to-face interactions. They can be essential in environments like factories where communication is crucial. Being present in the place of work can help create more meaningful discussions and effective problem solving. What are your thoughts on incorporating continuous improvement feedback loops into daily management meetings? How do you make sure that the lessons learned and the process improvements you identify during these meetings are understood and then implemented in order to drive ongoing improvement?
ReplyDeleteI appreciate you sharing these tips for running effective daily management meetings. Your emphasis on segregating meetings with management levels (Tier 1, Tier 2, Tier 3) makes a lot of sense, as it fosters focused discussions regarding the responsibilities and decision-making at each level. It's important to make sure that the right issues are addressed at the appropriate management level, ultimately maximizing efficiency and effectiveness. One part of your post that stuck with me is the emphasis on meeting in person near the GEMBA, where the work is actually done. I am currently a Yellow Belt who is studying to become Green Belt and I have been introduced to the meaning of GEMBA through my education. In the midst of a digital world, I find value in face-to-face interactions. They can be essential in environments like factories where communication is crucial. Being present in the place of work can help create more meaningful discussions and effective problem solving. What are your thoughts on incorporating continuous improvement feedback loops into daily management meetings? How do you make sure that the lessons learned and the process improvements you identify during these meetings are understood and then implemented in order to drive ongoing improvement?
ReplyDelete