Free training deck
Updated · About 45 minutes
Daily management and tier meetings training presentation
Daily management is how a team finds out yesterday's problems and deals with them today: short meetings at set times from the team up to plant leadership, a board at each one that shows results against target, and a rule for passing up what a tier cannot fix. This free deck teaches it in about 45 minutes. Its 19 editable slides cover the parts of the system, the tiers, the team huddle and the area meeting, what a board shows, escalation, an illustrative example of a red travelling up, what to do when a measure is red, how leader standard work keeps it going, how to start small, the common mistakes, a 20-minute huddle exercise and four check questions with answers. Every slide has speaker notes.
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The title Daily management and tier meetings on a navy background with the LeanSuite logo.A look inside
What is in the 19 slides
For team leaders, supervisors, managers and plant leaders who run or attend daily meetings. Widescreen, in plain language, with speaker notes on every slide.
Slide 4: The parts of the system 
Slide 10: Example: a red on delivery travels up 
Slide 16: Try it: run a 15-minute huddle
- 1Daily management and tier meetingsCover
- 2AgendaWhat daily management is · The tiers · The board and the huddle · Escalation · Keeping it going · Run a huddle
- 3What daily management isA way to find out yesterday's problems and deal with them today.
- 4The parts of the systemMeasures, Meetings, Escalation, Routine
- 5Tiers, one cascadeNames and numbers vary by plant. The idea does not: each level fixes what it can and passes up what it cannot.
- 6Tier 1: the team huddleSame time, same place, at the team's own board, standing.
- 7Tier 2: the area meetingWhere escalations most often stall.
- 8What the board showsA board shows results against target, so a red is obvious from across the aisle.
- 9Escalation: the rulesA problem the tier cannot solve moves up on a time limit the plant sets.
- 10Example: a red on delivery travels upA packing line. Illustrative.
- 11A useful huddle and a poor oneThe same meeting can help or waste a team's time.
- 12When a measure is redA red is a trigger for action, not a line in a report.
- 13Leader standard work keeps it runningBoards and meetings fade when nobody checks them.
- 14Starting smallStart with one area, not the whole plant.
- 15Common mistakesLong huddles that turn into problem solving.
- 16Try it: run a 15-minute huddleA 20-minute team activity
- 17Check your understanding4 check questions
- 18AnswersThe answers, to discuss
- 19Key points and next stepsNext: start one board and one huddle in one area.
The 45-minute session, slide by slide
- Slides, about: 25 minutes
- Activity (slide 16): 20 minutes
Present · 15 slides
- 1Daily management and tier meetings
- 2Agenda
- 3What daily management is
- 4The parts of the system
- 5Tiers, one cascade
- 6Tier 1: the team huddle
- 7Tier 2: the area meeting
- 8What the board shows
- 9Escalation: the rules
- 10Example: a red on delivery travels up
- 11A useful huddle and a poor one
- 12When a measure is red
- 13Leader standard work keeps it running
- 14Starting small
- 15Common mistakes
Do the activity · 1 slide
- 16Try it: run a 15-minute huddle
Check and follow up · 3 slides
- 17Check your understanding
- 18Answers
- 19Key points and next steps
About 25 minutes of slides and 20 minutes of activity. Present: slides 1 to 15 (Daily management and tier meetings; Agenda; What daily management is; The parts of the system; Tiers, one cascade; Tier 1: the team huddle; Tier 2: the area meeting; What the board shows; Escalation: the rules; Example: a red on delivery travels up; A useful huddle and a poor one; When a measure is red; Leader standard work keeps it running; Starting small; Common mistakes). Do the activity: slide 16 (Try it: run a 15-minute huddle). Check and follow up: slides 17 to 19 (Check your understanding; Answers; Key points and next steps).
How to run it
Running the session
- 1
Prepare
Read the speaker notes once and swap the illustrative example for one from your own area if you have it. Print the PDF if people like a handout.
- 2
Present
The slides take about 25 minutes. Every slide has notes, so you can talk from them rather than read the slide.
- 3
Do the activity
Pick a team and a board, even a flipchart with four measures. The activity slide takes the team through it step by step; allow 20 minutes.
- 4
Check and follow up
Ask the check questions before showing the answers, then agree one next step with an owner and a date before people leave.
The check questions
- 1. What happens to a problem the team cannot fix?
- It is escalated to the next tier with a named owner and a time limit, and the answer comes back to the team.
- 2. Why should problems not be solved inside the huddle?
- Solving takes the people who know the work and more time. The huddle is for seeing and assigning, so it stays short.
- 3. A measure is red. What goes next to it?
- An action with one owner and one due date, checked at the next huddle.
- 4. Which tier takes the problems the team huddle could not solve?
- Tier 2, the area meeting. Numbers vary by plant, but each tier takes what the tier below cannot fix.
Templates and guides to go with it
- Daily huddle agendaA 15-minute start-of-shift stand-up in six timed blocks, with yesterday's SQCDP results, today's plan, actions and escalations.
- Tier 2 meeting agenda and escalation sheetA 15-minute tier 2 agenda in ten timed blocks, fixed roles and rules, escalation triggers with time limits, and a log that ages every escalation and sends the answer back down.
- Escalation matrix templateWho is called for each type of issue and after how long, with severity rules, contacts and an escalation log.
- Leader standard work templateA team leader's daily, weekly and monthly routine with a box per day, follow-ups and a weekly review.
- Topic: Lean leadership and employee engagementEvery guide we have on the subject, sorted.
Read more
Terms in this deck
FAQ
Daily management and tier meetings training presentation: common questions
A system of short meetings, visual boards and escalation rules that lets a team find yesterday's problems and deal with them today. The meetings run in tiers from the front-line team up to plant leadership, and a leader routine keeps them going.
A cascade of short stand-up meetings held at set times each day, from front-line teams (tier 1) to area leaders (tier 2) and plant leadership (tier 3 and above). Each tier reviews results against target and passes up what it cannot solve.
About 45 minutes: roughly 20 minutes of slides, a 20-minute huddle exercise and the check questions.
There is no fixed number. Some sites run two, a team huddle and a site meeting, and large plants run four or more. Start with one team huddle in one area, and add a tier when the one below it works and has escalations to hand up.
Yes. The PowerPoint file is fully editable, including the speaker notes. Many teams swap the illustrative example for a real escalation from their own area.
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