Run the team’s weekly briefing
Lead the team’s weekly meeting step by step: how its goals are doing, what comes first and what each one commits to.
The task in figures
- Gives you back
- 5.1 h a monthper team; today it takes 5.1 to 9.8 h a month
- Elmira today
- Does it
- Frequency
- Weekly
- Who does it today
- Analyst, Engineer
- Version
- Elmira Junior
What hurts today.
The meeting goes on looking for data instead of deciding.
The agreements stay in a notebook, and the action plan does not change.
Without the engineer, the meeting does not happen or loses its method.
The briefing is the short meeting where a team looks at its goals and its actions, and agrees on the week. Done well, each goal is reviewed with its data, each action with its owner, and the agreements are written down. The continuous improvement engineer usually prepares it, facilitates it and writes the minutes, until the team leader runs it alone.
Done today with
- Expert
- In-person meeting
- Paper and whiteboard
- Spreadsheet
- Email and chat
- Slides
Each step, today and with Elmira.
Elmira runs the briefing on WhatsApp as the app’s guide does: she brings the data, notes what each one proposes and, at the close, applies the agreements and keeps the minutes.
| Step | Today | With Elmira |
|---|---|---|
| Call the team together | Email and chat5 min – 10 min | Automatic |
| Prepare what was last agreed and the data of each goal | Slides, Expert15 min – 30 min | |
| Lead the review of each goal with its indicator and its actions | In-person meeting, Expert15 min – 25 min | |
| Get the team to agree on up to three priorities and its capacity | In-person meeting5 min – 10 min | |
| Note what each one proposes: done, reopened, another date or new | Paper and whiteboard5 min – 10 min | |
| Apply the agreements to the action plan, once the team leader approves | Spreadsheet, Expert10 min – 20 min | Automatic |
| Write and share the minutes | Expert, Email and chat15 min – 30 min | Automatic |
The conversation
The briefing of Maintenance is open. Shall we start? Answer me and we go through it step by step.
- Diego, team leader
Let’s go
The last debriefing decided to put the air leaks of line 3 first. Goal by goal: “Plant availability” is red, 91.2 against 94. It has two open actions, and “Replace the compressor 2 seals” is due on Thursday. How is it going?
- Diego, team leader
The seals are done. And add one for Pablo: review the lubrication plan, by the 20th
Noted, Diego. On to the next goal.
I did this:
Noted in the briefing of Maintenance: “Replace the compressor 2 seals”, done.
Noted in the briefing of Maintenance: the new action “Review the lubrication plan”, due on October 20, 2026.
If something is not right, press “Undo” within 24 hours.
That is all for today. Shall we close it? Here is what the close would apply.
Close the briefing of Maintenance and apply what was proposed:
Done: “Replace the compressor 2 seals”
New actions: “Review the lubrication plan”
Its minutes stay in the minutes of the team.
- Diego, team leader
Approve
Done: I closed the briefing of Maintenance. Changes applied: 2.
Does this happen to your team?
Book a demo and we will show you Elmira doing this task.
More cases of routines and daily management
- Run the start-of-shift daily huddleThe board shows data from days ago, and nobody trusts it.
- Run the team’s weekly debriefingThe week closes without looking back, and the same problems come back.
- Escalate a problem to the level that can solve itIt is escalated out loud, and the problem gets lost on the way.