Define the purpose, membership and cadence for each tier from shift huddle to executive review.
Quality & Productivity
Tiered Daily Management Meetings Linking Shop Floor to Executive Reviews
Design a tiered meeting structure from shift huddle to executive review, cascade leading and lagging metrics between levels, set escalation criteria and standard agendas, and track action closure.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Many sites run a daily meeting at every level and still cannot explain why an issue seen on the shop floor took three weeks to reach the people who could fund a fix. A tiered daily management system solves that by design: each level, from a shift huddle to an executive review, has a fixed cadence, a standard agenda and a clear rule for when an issue moves up rather than staying parked. This course teaches defining each tier's purpose and membership, cascading a small set of leading and lagging metrics so a number means the same thing at every level, and setting escalation criteria specific enough that a chair does not have to guess when to pass an issue up. Sessions cover facilitating a meeting inside its time box, tracking action ownership on a system shared across tiers, and auditing meeting discipline before it drifts into a status report read aloud. The course closes on adapting the same architecture to remote and multi-site operations. Participants finish able to design and run a tiered system that actually moves decisions, not just information.
Expected Learning Outcomes
Select leading and lagging metrics that cascade consistently between shop floor and top-tier reviews.
Set specific escalation criteria that trigger a mandatory move to the next tier without guesswork.
Build a standard agenda and time box for each tier that keeps review proportionate to its level.
Facilitate a tiered meeting that stays within its time box and redirects misplaced discussion.
Track action ownership and closure rate across tiers on a system shared rather than duplicated.
Audit tiered meeting discipline to catch drift into status reporting and correct escalation failures.
Who Should Attend
Plant, site and operations managers responsible for a daily management meeting structure.
Production supervisors and team leaders chairing shift-level or department-level reviews.
Continuous improvement practitioners designing or resetting a tiered meeting system.
Executives and business unit leaders who sit at the top tier of a daily review structure.
Multi-site operations leaders standardising tiered meetings across several locations.
Programme managers introducing daily management as part of a wider operational change.
Course Modules
Select any module to see its sessions and points.
01Designing the Tiered Meeting Structure
2 sessions · 8 points
Session 1Defining Each Tier's Purpose, Membership and Cadence
- Define each tier's purpose, from a shift-level huddle through department, site and executive review levels.
- Set membership for each tier so only the roles able to decide or unblock an issue are required to attend.
- Fix a meeting cadence and start time for each tier that survives a busy production day without being cancelled.
- Name a single accountable chair for each tier who owns the meeting's discipline, not just its calendar slot.
Session 2Cascading Metrics From Shop Floor to Executive Review
- Select a small set of leading and lagging metrics that cascade consistently from shift level to executive review.
- Aggregate shift-level data into the department and site metrics reviewed at higher tiers without losing its meaning.
- Distinguish a metric a tier can influence directly from one that belongs to a level above it.
- Align metric definitions across tiers so a number reported at one level matches its source at the level below.
02Setting Escalation Rules and Standard Agendas
2 sessions · 8 points
Session 1Setting Escalation Criteria Between Adjacent Tiers
- Set a specific, measurable criterion, such as a missed target for a set number of days, that triggers escalation.
- Define what information must travel with an escalated issue so the receiving tier is not starting from zero.
- Assign a maximum time an issue may sit at one tier before escalation becomes mandatory rather than optional.
- Confirm the receiving tier has the authority and resource an escalated issue actually requires to be resolved.
Session 2Building a Standard Agenda and Time Box for Each Tier
- Build a standard agenda for each tier covering safety, performance against target, escalations and open actions.
- Set a strict time box for each tier's meeting so review stays proportionate to the level being informed.
- Sequence agenda items so escalations from the tier below are heard before new business is introduced.
- Adapt a standard agenda template to a tier's own priorities without letting every site invent a different format.
03Running Effective Meetings and Tracking Accountability
2 sessions · 8 points
Session 1Facilitating a Tiered Meeting Within Its Time Box
- Facilitate a tiered meeting to stay within its time box by parking detailed discussion for a smaller follow-up.
- Keep a meeting focused on exceptions and variance from target rather than a status report on everything.
- Redirect a discussion that belongs to a different tier back to the correct level rather than resolving it there.
- Close each meeting with a clear restatement of decisions, owners and the date the next review will check them.
Session 2Tracking Action Ownership and Closure Across Tiers
- Track action ownership on a single system visible across tiers, rather than separate lists per meeting.
- Report a stalled action at the next tier up when its owner cannot resolve it within the agreed time box.
- Measure the proportion of actions closed on time across tiers as an indicator of the system's own health.
- Hold a tier's chair accountable for unresolved actions ageing on their board, not only for meeting attendance.
04Sustaining and Improving the Tiered Management System
2 sessions · 8 points
Session 1Auditing Meeting Discipline and Correcting Drift
- Audit whether each tier's meeting is running to its standard agenda, time box and cadence several months in.
- Identify tiers where a meeting has drifted into a status report read aloud rather than a decision-making session.
- Investigate a rising rate of escalations reaching the top tier as a sign lower tiers may lack authority or skill.
- Retire or merge a tier whose meeting no longer adds a decision the levels above and below cannot make themselves.
Session 2Adapting Tiered Meetings for Remote and Multi-Site Operations
- Adapt tiered meeting formats for a multi-site organisation where a site tier reports into a shared executive review.
- Run a remote or hybrid tiered meeting with a shared digital board so a dispersed team sees the same data.
- Adjust escalation timing for a multi-site structure where a receiving tier is not available around the clock.
- Standardise a digital dashboard feeding every tier so remote sites are not disadvantaged by a physical board.
What the participant receives
4 course modules
A structured syllabus
8 training sessions
across 5 days
32 detailed points
Applied, detailed content
Accredited attendance certificate
On completing the programme
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