Five ways to engage your team with flash meetings
Flash meeting. A word synonymous with valuing staff, improving productivity and product quality. Explained in five points.
The flash meeting
also called a “minute meeting” or “stand-up meeting”
A 10-to-15-minute meeting, held standing up, always in the same place and at a set time. The team discusses results, the good and bad moves, and the best solutions to put forward. Its brevity is its strength: it keeps everyone focused on the topics at hand.
In Laval, Dynamic Sécurité Internationale, a company of about a hundred employees specialized in manufacturing safety equipment, introduced the flash meeting routine six months ago, held during shift changes.
“It’s a meeting that lasts between 10 and 15 minutes where we discuss results together, the good or bad moves, and what the best solutions would be,” explains Michel Tremblay, vice-president of operations. During this moment, everyone stands, on equal footing. “Communication is open, authentic, with no hierarchy.”
No airing of dirty laundry that breeds negativity. The goal is clear: the discussion aims at the progress of the production unit.
Empowerment
During the flash meeting, employees spontaneously put forward an idea, a project or a proposal that, for instance, shortens product delivery times. “More than 80% of the solutions proposed come from people who work on the factory floor.” One example? Workstations used to all be at the same height. An employee suggested adapting them to each worker: an inexpensive change that solved the back pain and fatigue of several people. These suggestions create a powerful lever akin to empowerment.
Recognition
At the same time, staff cultivate an autonomy that translates into new initiatives. “Salary is one thing,” says Mr. Tremblay, “but there’s no price on gratitude. Several people brought forward suggestions that were put into practice.” One example? Following a worker’s comment, the company realized he had to walk 40 feet to apply labels. This made it possible to centralize the equipment by positioning it at the required workstations. The result? Workers no longer have to move around. Savings in time, energy and money. Within the work unit, a climate of recognition then sets in, giving wings to whoever suggested doing things differently.
Surpassing oneself
At every meeting, a new idea fuels the drive of the troops, who see it as a source of motivation. Mr. Tremblay compares this to the Olympic Games, where our Canadian teams in competition developed a desire to succeed. “It’s the same for our group, which wants to surpass itself and reach the objectives set out. They want to deliver the best performances.” Where does this ambition come from? Simply from transparency and communication with the workers, who become partners. “Before, we didn’t necessarily disclose all the numbers. It was more hidden. Today, we have everything to gain by sharing this information,” adds Mr. Tremblay. Sometimes the leader must say no to a project that seems exciting on the surface. “We clearly explain the reasons for our position. Above all, we try not to kill the spirit of initiative.”
Belonging
In the space of six months, the vice-president of operations has observed many improvements in manufacturing processes and measures to avoid waste. This has a direct impact on rising productivity and the company’s growth. This commitment from workers fosters a sense of belonging to the company. “Our employees play a crucial role. They don’t just come to do a job. Everyone gets involved, creating improvement opportunities we wouldn’t have seen before.”
Cohesion
Daily flash meetings make it possible to reach shyer people who might not have taken part spontaneously in this consultation exercise. These more reserved individuals sometimes have excellent solutions in mind. “We discovered hidden talents, even real treasures inside our factory,” Mr. Tremblay confides. This communication contributes to teamwork. One example? Four employees and a member of management took on the responsibility of writing a manual on health and safety rules together. What’s more, the hiring policy fosters this cohesion. “Here, instead of going outside, we prefer to hire internally. Our people appreciate being given a chance to earn a promotion,” concludes Mr. Tremblay.
“In teams that practice the flash meeting, we see greater cohesion, a real team spirit, an almost complete disappearance of resistance to change, and improved performance.” Michel Tremblay, vice-president of operations, Dynamic Sécurité Internationale
The flash meeting: where, when, how?
Also called a minute meeting or stand-up meeting, it is held standing up, always in the same place, at a set time. The team discusses activities tied to problem-solving, improvement actions and experiments underway. The maximum length of 15 minutes keeps everyone focused on the topics at hand. The flash meeting can address both minor and major problems.
A fine example of retention
At a time of labour scarcity, Dynamic Sécurité Internationale keeps a low turnover rate. The company retains employees by granting a bonus proportional to the profits earned over the past 12 months.
The hundred or so workers are entitled to a range of benefits, including a dental insurance plan and care in physiotherapy, occupational therapy, acupuncture and psychology.
The owner, Claude Roberge, wants to encourage his staff to save for retirement. If they wish, employees can contribute $500, $1,000 or $2,000 to a pension fund; in return, management contributes the same amount as the worker.