Daily Management 3-Stop Tiered Huddle Checklist

• Document No.

• Audit Title

• Client / Site

• Conducted on

  Date

• Prepared by

• Location
  Address

• Personnel

Stop 1

• Clear site and visible at a glance?

  Easy to access, accommodate team, hear, good physical layout

  Poor location, cannot accommodate team or hear, poor physical layout

• Proper pens are available, charts are clean, correct colors

  A place exists for black, blue, green, red dry-erase markers, and board cleaner

  Poor organization of markers and cleaner

• Good balance of leading metrics (activity focused vs. result focused

  Process-related metrics for stable or improved outcomes

  Only outcome-based metrics

• Attended by right people including associates & staff

  Good cross-section for escalation & follow-up in real-time

  Not able to hand-off/escalate/follow-up problems during huddle

• Dialog is timely, on topic, and no sidebar discussions

  Good focus on topics, gets things done

  Not focused on the vital few issues of the day

• All charts up-to- date

  Team members responsible for charts arrive early to update charts

  Charts are not valued or understood well for process improvement, no chart owner(s)

• Targets and actuals are correct - easy to distinguish

  BLUE = target, GREEN = actual favorable to target, RED = actual not favorable to target - easy to tell at-a-glance

  Target not current or actual not easy to distinguish favorable or unfavorable to target

• Focus where team didn't meet target

  RED metrics that show unfavorable trending or passed trigger level are given time for dialog,

  RED metrics that show unfavorable trending or passed trigger level are not recognized or discussed

• Recognitition for team where team succeeded

  Leadership reinforces processes that are working well

  Success is not recognized, too much focus on negative performance

• Details of the misses (Why-Why) with corrective actions

  Teams have performed basic GO SEE IT and documented 5W1H with minimum containment; if occurred on prior shift there is documented 5W1H and containment underway

  Los understanding of the occurrence(s)

• A method is used to prioritize and/or escalate problems

  Triggers and/or selection criteria used to determine reaction plan or escalation dialog

  Triggers or criteria are not used for reaction plans or excalation dialog

• Documented good countermeasures of the priority problems

  Team members or support staff take responsibility for priority reaction plans and document it on the huddle action register and followed up by leadership

  Priority reaction plans are not documented on the huddle action register or followed up by leadership

• Action Register with name and due date for corrective actions

  A short-term action register is used properly for accountability and follow-up

  A action register is not used for follow-up or accountability

• Follow-up tracking to check corrective actions/countermeasures

  Open short-term action register items are assigned to proper functional member, dated for completion, and reviewed when appropriate

  Open short-term actions are not ensured to be properly assigned to correct functional member and not reviewed when appropriate

• 'Go See It' to resolve open problems/misses vs. guessing during dialog

  Leadership determines an area and/or team to GO SEE IT and uses the time for coaching or development

  No one uses the opportunity to GO SEE IT

• Coaching style versus direct Q&A

  The leader allows reports through indirect Q&A to 'discover' the right choices on their own as much as possible, as well as learning from every opportunity

  Direct Q&A occurs during huddles demonstrating preconceived understanding of problems and actions to be taken

Stop 2

• Clear site and visible at a glance?

  Easy to access, accommodate team, hear, good physical layout

  Poor location, cannot accommodate team or hear, poor physical layout

• Proper pens are available, charts are clean, correct colors

  A place exists for black, blue, green, red dry-erase markers, and board cleaner

  Poor organization of markers and cleaner

• Good balance of leading metrics (activity focused vs. result focused

  Process-related metrics for stable or improved outcomes

  Only outcome-based metrics

• Attended by right people including associates & staff

  Good cross-section for escalation & follow-up in real-time

  Not able to hand-off/escalate/follow-up problems during huddle

• Dialog is timely, on topic, and no sidebar discussions

  Good focus on topics, gets things done

  Not focused on the vital few issues of the day

• All charts up-to- date

  Team members responsible for charts arrive early to update charts

  Charts are not valued or understood well for process improvement, no chart owner(s)

• Targets and actuals are correct - easy to distinguish

  BLUE = target, GREEN = actual favorable to target, RED = actual not favorable to target - easy to tell at-a-glance

  Target not current or actual not easy to distinguish favorable or unfavorable to target

• Focus where team didn't meet target

  RED metrics that show unfavorable trending or passed trigger level are given time for dialog,

  RED metrics that show unfavorable trending or passed trigger level are not recognized or discussed

• Recognitition for team where team succeeded

  Leadership reinforces processes that are working well

  Success is not recognized, too much focus on negative performance

• Details of the misses (Why-Why) with corrective actions

  Teams have performed basic GO SEE IT and documented 5W1H with minimum containment; if occurred on prior shift there is documented 5W1H and containment underway

  Los understanding of the occurrence(s)

• A method is used to prioritize and/or escalate problems

  Triggers and/or selection criteria used to determine reaction plan or escalation dialog

  Triggers or criteria are not used for reaction plans or excalation dialog

• Documented good countermeasures of the priority problems

  Team members or support staff take responsibility for priority reaction plans and document it on the huddle action register and followed up by leadership

  Priority reaction plans are not documented on the huddle action register or followed up by leadership

• Action Register with name and due date for corrective actions

  A short-term action register is used properly for accountability and follow-up

  A action register is not used for follow-up or accountability

• Follow-up tracking to check corrective actions/countermeasures

  Open short-term action register items are assigned to proper functional member, dated for completion, and reviewed when appropriate

  Open short-term actions are not ensured to be properly assigned to correct functional member and not reviewed when appropriate

• 'Go See It' to resolve open problems/misses vs. guessing during dialog

  Leadership determines an area and/or team to GO SEE IT and uses the time for coaching or development

  No one uses the opportunity to GO SEE IT

• Coaching style versus direct Q&A

  The leader allows reports through indirect Q&A to 'discover' the right choices on their own as much as possible, as well as learning from every opportunity

  Direct Q&A occurs during huddles demonstrating preconceived understanding of problems and actions to be taken

Stop 3

• Clear site and visible at a glance?

  Easy to access, accommodate team, hear, good physical layout

  Poor location, cannot accommodate team or hear, poor physical layout

• Proper pens are available, charts are clean, correct colors

  A place exists for black, blue, green, red dry-erase markers, and board cleaner

  Poor organization of markers and cleaner

• Good balance of leading metrics (activity focused vs. result focused

  Process-related metrics for stable or improved outcomes

  Only outcome-based metrics

• Attended by right people including associates & staff

  Good cross-section for escalation & follow-up in real-time

  Not able to hand-off/escalate/follow-up problems during huddle

• Dialog is timely, on topic, and no sidebar discussions

  Good focus on topics, gets things done

  Not focused on the vital few issues of the day

• All charts up-to- date

  Team members responsible for charts arrive early to update charts

  Charts are not valued or understood well for process improvement, no chart owner(s)

• Targets and actuals are correct - easy to distinguish

  BLUE = target, GREEN = actual favorable to target, RED = actual not favorable to target - easy to tell at-a-glance

  Target not current or actual not easy to distinguish favorable or unfavorable to target

• Focus where team didn't meet target

  RED metrics that show unfavorable trending or passed trigger level are given time for dialog,

  RED metrics that show unfavorable trending or passed trigger level are not recognized or discussed

• Recognitition for team where team succeeded

  Leadership reinforces processes that are working well

  Success is not recognized, too much focus on negative performance

• Details of the misses (Why-Why) with corrective actions

  Teams have performed basic GO SEE IT and documented 5W1H with minimum containment; if occurred on prior shift there is documented 5W1H and containment underway

  Los understanding of the occurrence(s)

• A method is used to prioritize and/or escalate problems

  Triggers and/or selection criteria used to determine reaction plan or escalation dialog

  Triggers or criteria are not used for reaction plans or excalation dialog

• Documented good countermeasures of the priority problems

  Team members or support staff take responsibility for priority reaction plans and document it on the huddle action register and followed up by leadership

  Priority reaction plans are not documented on the huddle action register or followed up by leadership

• Action Register with name and due date for corrective actions

  A short-term action register is used properly for accountability and follow-up

  A action register is not used for follow-up or accountability

• Follow-up tracking to check corrective actions/countermeasures

  Open short-term action register items are assigned to proper functional member, dated for completion, and reviewed when appropriate

  Open short-term actions are not ensured to be properly assigned to correct functional member and not reviewed when appropriate

• 'Go See It' to resolve open problems/misses vs. guessing during dialog

  Leadership determines an area and/or team to GO SEE IT and uses the time for coaching or development

  No one uses the opportunity to GO SEE IT

• Coaching style versus direct Q&A

  The leader allows reports through indirect Q&A to 'discover' the right choices on their own as much as possible, as well as learning from every opportunity

  Direct Q&A occurs during huddles demonstrating preconceived understanding of problems and actions to be taken