עברית / English

get updated on new posts: join my newsletter and get new blog posts to your inbox.

How Often Should Teams Meet to Discuss Analysis and Improvement Schemes

What is the desired frequency of work teams' meetings – daily, weekly, or monthly?

When the team deals with sales development or debt collection, there is almost no new information on a daily basis, and so there's no need to meet daily.

But work on the production floor is continuous and at the very least daily. So there are new developments every day. Should results be analyzed daily? Weekly? Monthly?

In one of the companies I worked with, no such discussion took place. We set up teams which met weekly to analyze the various production data.

The result was an impressive and consistent improvement. Part of the process was daily analysis of production results.

Discussion was short and to the point, in a small team of managers and leaders. The previous day's problems were discussed, and answer to them given.

At the same time, improvement teams met weekly and results continued to improve.

After a few months, it seemed the daily meetings were enough, and we stopped the weekly meetings of the improvement teams.

A few months after that, we saw a slow but steady decrease in performance of the main indices measured.

Why?

Daily meetings are very important. But also very short and to the point. It does not include production workers, and so it does not create in them a connection with company goals, and their thoughts regarding improvements aren't included, nor are they involved in initiating and carrying through corrective or preventative actions. As a result, they are less invested in acting to bring about improvements.

Weekly discussions, if involving a larger group including workers, also rely on daily and weekly data. But it includes people who don’t take part in the daily discussions. Other ideas are raised, and all employees feel part of company goals and act to achieve them.

Recommendation

Daily meetings: I recommend short daily meeting (about twenty minutes) about principal events in production. It should be based on data from the main indices measured.

Weekly meetings: teams should meet to analyze and work to improve the main indices, with an eye to sales, debt collection, and production. In production, the weekly team should include different people than the daily team.

Meetings should lest no more than an hour, and discussion should include low-points and suggested corrective or preventative actions. Every meeting should begin with a review of the actions decided on in the previous week. All actions should have a supervisor and a timetable.

Monthly meetings: management should meet once a month to examine the company's dashboard and the various teams' progress.

Follow Me on Facebook

More from our blog

  • New
  • Popular

Manage! Best Value Practices for Effective Management

Read the first book by Ze'ev Ronen: "manage!" provide a fresh look on how you can improve business results by making your company matter to your employees.

"Manage" by Ze'ev Ronen - Front Cover

Read the first chapter & Reviews from previous readers >>

Buy the book on amazon.com >>

Manage Cover Front w150My First Book: Manage! Best Value Practices for Effective Management

The book brings together a set of tools that every CEO should know, presenting them in a clear, concise and consistent fashion that will leave the reader with comprehensive and useful knowledge to assist them in their careers as managers.

Read the first chapter & Reviews from previous readers >>

Essential SSL

Get Updated on New Posts

Get my orinigal professional artciles for Managers of all levels.
Ze'ev Ronen, Business Excellence

NO SPAM - I respect your privacy and time.

זאב רונן, מייסד ומנכ"ל 'מצוינות בעסקים'