Shift Handover Meetings
Shift Handover Meeting
Review machine performance for the prior shift
Provide an account of what happened to cause that performance
Assign actions to address the top problems
Elevate problems that cannot be fixed immediately (within 48 hours)
1. Reviewing the Performance
Clear
target for Average
each Kick/Operating
area Hour
Performance,
by machine, by
shift
Green if above
goal, Red if
below goal
Just focus on the “red” machines from the prior shift
1. Reviewing Machine Performance
Come prepared to discuss the top 2-3 problems that held the
performance back
Come prepared with actions that we can take to resolve these
problems
Don’t forget about problems that cause the machines to run slow
Poor setup performance, and various minor stop issues, system
performance issues, and process failures. This is not a running
maintenance list.
2. Assign Actions to the Top Problems Specific actions
Listed by that address the
Area and top problems
Shift
Single-
person Due Dates
owner within 48
hours
Our aim is to generate at least one action for each area in the
red …and then complete them within 48 hours!
Assigning Actions
Actions must be specific/biggest problems
• Check to see if ink pump is clogged versus check ink pumps
• Spend 2 hours training Bob on feeder adjustments versus training
• Look for actions to improve the process
Actions must have a single owner
• This person must be present and will be responsible for ensuring that
the actins gets done
Actions must have a due date within 24 hours
3. Elevate Problems that Cannot be Fixed Immediately
Systematic,
Chronic and High
Complexity
problems can be
elevated to weekly
steering
Time and Agenda Problems for
Rules steering
If we can’t fix it in a few days, and it’s a valuable problem, then
elevate it to the Production Manager
Who needs to be there?
Must Attend:
• Superintendent (leader in morning and afternoon)
• Outgoing supervisors (conv & corr)
• Incoming supervisors (conv & corr)
• Maintenance supervisor / representative
Optional Attendees:
• Scheduler, Customer Service Rep, Plant Manager
When and Where
When:
• Soon after shift change
• Allow enough time for outgoing supervisors to update the board and
incoming supervisors to get machines started
• Last no longer than 15 minutes
Where:
• In a visible, public location (no sitting)
• Quiet enough to hear each other
• In front of the Shift Handover Board
Agenda
Review actions from previous day (2 min)
• Quick Done/Not Done responses from action owners
• Follow up actions can be brought up at this point.
Review performance of the shift (5 min)
• Congratulate greens, highlight very low reds.
Assign actions for “red” machines (5 min)
• Prioritize machines that need the most help
• Skip green machines and red machines that are “close”
Identify problems to elevate to steering (1 min)
• Chronic, high complexity problems
Shift Handover Communication (2 min)
• Outgoing supervisors pass on machine, order and crew-specific information to
incoming supervisors
Meeting Rules
Be on time
Be prepared
Keep updates brief and fact based
No problem solving in the meeting
• Just come up with actions
Be open minded
• Don’t dismiss problems that are tough to solve
Roles - Supervisors
Write up the performance of your machines on the board (in red and
green) before meeting
Arrive on time
Come up with proposed actions for your machines that were in the
“red”
Identify problems that you will need help to resolve (training issues,
long standing machine problems, chronic slow running etc.)
Keep positive improvement mindsets and use the green/yellow card to
help others see the mindsets of the group
Roles - Superintendent
Lead the meeting, keeping to the agenda and time limit
Stop idle discussion, problem solving and/or complaining that starts
up in the meeting
Question owners of previous actions:
• Did you complete this action?
• What were the results (data!)?
• Is the problem permanently solved?
Ensure that the proposed actions will drive real results
Use the improvement mindsets yellow/green card whenever warranted
Roles – Maintenance Attendee
Be aware of machine problems that have arisen during the shift
Provide update on completed maintenance actions
Propose actions that the maintenance department can take to improve
performance
Take new actions from this meeting to the maintenance department
Desired Outcome
Actions!
• That will help the performance of the machines in the next 24 hours.
Elevating tougher problems
• Get the to the Production Manager as soon as possibleecognition
Recognition
• Recognition should start with installation of the board
• Award performance publicly
• Recognize crews that meet their targets
