- \n
- A 15 minute meeting is enough if yesterday’s figures are ready beforehand.<\/li>\n
- Five figures per line: OEE, downtime, top 3, micro-stops, scrap.<\/li>\n
- Each top 3 stop leaves with an action, a name and a due date.<\/li>\n
- The line board shows exactly what is discussed in the meeting.<\/li>\n<\/ul>\n<\/div>\n
Why 15 minutes is enough when the data is ready<\/h2>\n
A production meeting that runs for 40 minutes is rarely short of time: it is short of facts. The first half hour goes into rebuilding yesterday. The night shift describes a breakdown, the setter disputes the duration, someone looks for the log sheet, and the discussion on causes starts when everyone is already checking the clock.<\/p>\n
The rule that changes everything is simple: yesterday’s figures are consolidated before the meeting, not during it. If stops, their duration and their reason are available when the meeting opens, the 15 minutes are spent deciding. That is the only purpose of this routine: leave with three clear actions, each with a name and a due date.<\/p>\n
The agenda, minute by minute<\/h2>\n
The format below is held standing, in front of the line or shop floor board, with a facilitator keeping time. It is deliberately fixed: the same structure every day, at the same time, makes the meeting predictable and therefore short.<\/p>\n
\n\n
\n \nMinutes<\/th>\n Sequence<\/th>\n Content<\/th>\n Who speaks<\/th>\n<\/tr>\n<\/thead>\n \n 0 to 2<\/td>\n Safety and quality<\/td>\n Accident, near miss, customer quality alert from yesterday<\/td>\n Facilitator, quality lead if needed<\/td>\n<\/tr>\n \n 2 to 5<\/td>\n Yesterday’s figures<\/td>\n OEE by line and by shift, gap to target, actual versus planned output<\/td>\n Facilitator<\/td>\n<\/tr>\n \n 5 to 10<\/td>\n Top 3 stops<\/td>\n The three stops or stop families that cost the most, with duration and number of occurrences<\/td>\n Shift leaders involved, maintenance<\/td>\n<\/tr>\n \n 10 to 13<\/td>\n Actions<\/td>\n One action per top 3 stop: what, who, by when<\/td>\n Whole team, decision by the facilitator<\/td>\n<\/tr>\n \n 13 to 15<\/td>\n Follow up and escalation<\/td>\n Actions due: done or not; what must go up to the next level<\/td>\n Action owners<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Two minutes for safety is not a shortcut: it is an order of priority. If a safety event is serious, it leaves the format and gets dedicated treatment.<\/p>\n
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<\/figure>\nWhich figures to show, and which to leave out<\/h2>\n
The temptation is to display everything you measure. The result: nobody reads anything. For a 15 minute meeting, five figures per line are enough.<\/p>\n
- \n
- Yesterday’s OEE<\/strong>, by line and if possible by shift, with the target next to it. The figure alone says nothing; the gap says something.<\/li>\n
- Total downtime and number of stops.<\/strong> One hour lost in a single event is not handled like one hour made of forty interruptions.<\/li>\n
- The top 3 stops<\/strong>, ranked by cumulative duration, with the number of occurrences.<\/li>\n
- Cumulative micro-stop time<\/strong>, because micro-stops are almost never logged by hand and often weigh more than the breakdown everyone talks about.<\/li>\n
- Scrap<\/strong>, in quantity, separating start-up scrap where possible.<\/li>\n<\/ul>\n
What stays for the weekly review: thirty day trends, site comparisons, financial indicators. They are useful, but not for deciding what to do this morning.<\/p>\n
The top 3 stops: how to choose them<\/h2>\n
Ranking stops by cumulative duration over the previous day is the most robust starting point. Three precautions avoid missing the real problem.<\/p>\n
- \n
- Group by reason, not by event.<\/strong> Ten four minute jams make a single forty minute topic, bigger than an isolated thirty minute breakdown.<\/li>\n
- Look at frequency next to duration.<\/strong> A short stop that comes back twenty times per shift is often the easiest to eliminate.<\/li>\n
- Isolate stops without a reason.<\/strong> If the unassigned category makes the top 3, it is the first topic: you need to know what hides behind it before discussing the rest.<\/li>\n<\/ol>\n
A stop already handled the day before, with an action in progress, does not come back into the top 3 to be discussed again. It moves to the follow up sequence, and the fourth stop in the ranking takes its place.<\/p>\n
Actions and owners: who, what, by when<\/h2>\n
An action without a name is a wish. Each top 3 line must leave with three pieces of information written on the board: what is done, the person doing it (one person, even if supported by others), and the check date. Not check the sensor, but clean and reposition the presence sensor on station 3, morning shift setter, checked at tomorrow’s meeting.<\/p>\n
Three types of action coexist, and it helps to tell them apart: immediate fix (within the day), root cause analysis (when the stop comes back despite fixes) and escalation (when the solution is beyond the team’s scope: investment, purchasing, method). Escalation is not a failure; it is the normal function of the final sequence.<\/p>\n
Worked example: one week on a packaging line<\/h2>\n
For example, a packaging line running two shifts (fictitious figures, for illustration only). On Monday, displayed OEE is 61% against a 70% target. Yesterday’s top 3 shows: jams at the case packer (38 occurrences, 52 minutes cumulative), a format change longer than planned (45 minutes), and 31 minutes of stops without a reason. The team decides to tackle the jams by adjusting the guides, to time the next format change, and to have operators qualify unassigned stops for 48 hours.<\/p>\n
By Thursday, jams are down to 12 occurrences, and the unassigned stops turn out to be mostly waiting for empty pallets, revealing a logistics problem nobody had put into words. The topic is escalated to the logistics manager. None of these findings is spectacular; it is their daily repetition that lifts OEE.<\/p>\n
Common mistakes<\/h2>\n
- \n
- Building the figures during the meeting.<\/strong> The meeting lasts 40 minutes and ends without a decision.<\/li>\n
- Discussing every stop.<\/strong> The top 3 is a useful constraint: what is not in it waits.<\/li>\n
- Looking for someone to blame.<\/strong> The meeting is about stops, not people. As soon as it becomes a tribunal, stop reporting dries up.<\/li>\n
- Leaving actions without a due date<\/strong>, or postponing them week after week without ever closing or escalating them.<\/li>\n
- Relying on incomplete manual logs.<\/strong> Short stops vanish, long stop durations get rounded, and the top 3 reflects what was written down rather than what happened.<\/li>\n<\/ul>\n
The link with visual management<\/h2>\n
The daily meeting is where visual management really earns its keep. The line board or shop floor screen must show exactly the figures being discussed: yesterday’s OEE and target, top 3 stops, list of open actions with owner and due date. What is discussed and what is displayed must match; otherwise the team quickly learns that the display is decoration.<\/p>\n
A good test: a shift leader who was absent yesterday should understand, after one minute in front of the board, what happened and what was decided. Consistency between the line board, the shop floor board and the management review also matters: the same definitions, the same OEE calculation, the same stop categories at every level.<\/p>\n
What TEEPTRAK brings to this routine<\/h2>\n
TEEPTRAK automatically measures stops, micro-stops and OEE on every machine. A module wired into the electrical cabinet and a sensor at the line are all it takes, with no PLC connection, about one hour of installation per machine and OEE available within 48 hours. Operators qualify the stop reason; duration and timestamp are measured. Yesterday’s top 3 is therefore ready before the meeting, and the shop floor screen can show the same figures that are discussed. The solution is deployed in more than 700 plants in over 30 countries.<\/p>\n
Further reading<\/h3>\n
- \n
- Improve Your Factory Performance with DPR and OEE<\/a><\/li>\n
- Downtime reason codes: the standard list and how to use them<\/a><\/li>\n
- Production KPI Dashboard Guide for Manufacturing<\/a><\/li>\n<\/ul>\n
FAQ<\/h2>\n
Who should run the daily production meeting?<\/strong> Usually the shop floor supervisor or the production manager for the area. What matters is that the facilitator has the authority to assign actions and keeps time.<\/p>\n
Should Monday’s meeting use Friday’s data?<\/strong> Yes, the last working day. Monday is also the right moment to look at restart losses, which do not show up on other days.<\/p>\n
What if yesterday’s data is not reliable?<\/strong> Say so openly and make data reliability the first action. A meeting built on disputed figures always ends up debating the figures rather than the stops.<\/p>\n
\nYour real OEE within days<\/div>\nModule wired in the electrical cabinet, sensor at the edge of the line, about one hour of installation per machine, no MES project and no production stop.<\/div>\n - Downtime reason codes: the standard list and how to use them<\/a><\/li>\n
- Discussing every stop.<\/strong> The top 3 is a useful constraint: what is not in it waits.<\/li>\n
- Look at frequency next to duration.<\/strong> A short stop that comes back twenty times per shift is often the easiest to eliminate.<\/li>\n
- Total downtime and number of stops.<\/strong> One hour lost in a single event is not handled like one hour made of forty interruptions.<\/li>\n
- Yesterday’s OEE<\/strong>, by line and if possible by shift, with the target next to it. The figure alone says nothing; the gap says something.<\/li>\n