01
Purpose
2 min
Why the team is standing here. The safety moment, and anything the shift needs to know before it starts.
Run the day
The meeting ends. The actions do not vanish.
Structured huddles across four tiers, each with a fixed shape and a fixed length. Every problem raised gets one of six decisions, and each decision that creates work creates a tracked action with an owner and a date.
Purpose
Safety moment · manual handling
People
2 absent · cover agreed
Performance
OEE 82%
Scrap 1.4%
Problems
ISS-0847 seal check
ISS-0851 yield
Progress
CAPA-1180 verified
Action created from Problems — audit carrier · owner R. Deane · due Thu
Built for 21 CFR Part 11
ISO 27001 aligned
ALCOA+ data integrity
Electronic signatures
Tamper-evident audit trail
The shape
Five stages, same order every time.
The structure is the point. A huddle that starts wherever the loudest problem is will never reach Progress, which is the stage that makes the previous huddle worth having.
02
People
3 min
Who is here, who is absent, where cover has been agreed. Recorded, so a competency question later has an attendance record behind it.
03
Performance
5 min
The measures for this team, drawn from live operational data rather than a slide somebody prepared last night.
04
Problems
10 min
Open issues for this team, each one needing a decision before the huddle can move on.
05
Progress
5 min
What was committed last time, and whether it landed. The part most meetings skip.
The tiers
Four levels, so escalation has somewhere to go.
A problem the shift cannot resolve escalates to daily operations, then to weekly leadership. Escalation is a recorded decision with an urgency, not a conversation in a corridor.
T1
Shift Huddle · 15 min
The team on the floor, at the start of the shift.
T2
Daily Operations · 30 min
Supervisors and functions, once a day.
T3
Weekly Leadership · 60 min
Site leadership, weekly, on what the tiers below could not resolve.
T4
Monthly Strategic · 90 min
The monthly view — patterns, not incidents.
Purpose
Safety moment · manual handling
People
2 absent · cover agreed
Performance
OEE 82%
Scrap 1.4%
Problems
ISS-0847 seal check
ISS-0851 yield
Progress
CAPA-1180 verified
Action created from Problems — audit carrier · owner R. Deane · due Thu
Problems stage
Six decisions — and a count of what was not reviewed.
The session records how many issues were reviewed and how many were not, so a problem nobody got to is visible afterwards rather than quietly absent.
- Assign an owner
- Create an action
- Escalate to the tier above
- Close as resolved
- Close as rejected
- Carry forward, with a reason
Closing a huddle requires all five stages to have been visited, attendance recorded for every member, and the facilitator to sign the close declaration. Once closed it locks, so the record of what was decided cannot be tidied up afterwards.
LoggedISS-0847
Origin · check INS-4412
Raised automatically by the failed check
Assigned · in progressCAPA-1188
Owner · S. Ellis
Owned, with evidence attached
Pending approvalISS-0847
Verifier · J. Nash
Verification signature — not the owner
Closed—
Awaiting verification
Verification is a separate signature, by someone other than the owner
Briefings
Some things have to reach every shift, and be seen to have reached them.
A safety message, a quality alert, an upcoming audit, a visitor on site, the plan for the day. Briefings are attached to the huddles that should carry them, with an active window and, where it matters, a required acknowledgement — signed by each person, so "everyone was told" is evidence rather than an assumption.
Assured execution health
One number, five weighted dimensions.
A composite score per area of the site, built from the operational record rather than from a survey. The weights are set by you, and changing them needs approval — so the measure cannot be quietly tuned to flatter the result.
25%
Execution compliance
Whether scheduled work actually happened, on time, by someone qualified.
25%
Corrective response
How quickly and completely findings were answered.
20%
Severity protection
Whether the serious things were caught and handled ahead of the trivial ones.
15%
Time appropriateness
Whether work was done when it was meant to be, not batched up before an audit.
15%
Fix effectiveness
Whether closed problems stayed closed.