Talking in acronyms might make it seem like you’re very knowledgeable but don’t assume everybody understands them… Factor in time for spinout conversations in smaller groups Be open to changing the format if it’s not achieving the meeting objectives.Mix up who runs the meeting to keep everybody aligned on the format.Stand-up meetings are best around a screen or whiteboard.Keep it short – maximum 10 minutes, preferably 5.Here’s how you can make your meeting dynamic… They are dynamic environments, much like the meeting should be. Manufacturing meetings are best run on the shop floor. Try out a charity jar €1 for each late arrival! If so, apologise and don’t make it a habit If there are back-to-back meetings, allow time to travel to the next meeting.Set a good example by being on time, particularly if you are one of the senior attendees.If the senior person at the meeting is routinely late, it creates a mindset that their time is more important than everybody else’s time… Define who should attend and what their role is at the meeting and ensure that every question has an owner.Time spent doing this properly can save an abundance of wasted time on poor meetings. are there any issues that are likely to prevent us from hitting our output plan today?). Create a small set of questions (preferably 5 or less) that are asked every day and that are linked to the overall objective (e.g.the objective of the meeting is to identify the priority actions for the day, in order to hit our planned output) Make the overall objective very clear and visible, particularly for daily meetings (e.g.To make the most out of the meeting, here’s a few pointers… If your team turns up at a meeting without a clear purpose, it will be of limited value. Type 2 organisations put their energy into helping the frontline workers in whatever way they can, bringing new levels of productivity and efficiency. Switch the mindset of who serves who: If you’re a type 1 organisation (see figure below), try the gradual shift towards type 2.Kt-Pulse is a great way to capture and present manufacturing performance data from any manual or semi-automated process Insist on making decisions based on data and look for the right data if none exists. Encourage data-based decision making:“This always happens” or “that never happens” are common reactions to problems.Encourage the team to identify problems and see them as opportunities to improve See problems and mistakes as opportunities: If the reaction to problems is to throw the toys out of the pram, don’t be surprised if a culture of cover up is created.Pick out the positives even when mistakes are made. Focus on the positives: Nothing ever goes perfectly well.Set a positive tone that encourages team engagement… Here are a few of our tried and tested techniques… There are some tips and tricks that can help turn meetings into a powerful tool to get everybody aligned and motivated. “Let’s not flag that issue – the managers will flip!”.“The meeting never starts or finishes on time”.“We spend all morning talking about yesterday”. When it comes to meetings, they are often seen as a necessary evil, and that’s no different in manufacturing.
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