The Daily Cadence Scorecard

Shift leaders hand off to each other in person, at a set time, every shift.

Open items are written down and carried forward, not remembered.

Nothing gets discovered at the start of a shift that was already known at the end of the last one.

The incoming leader knows the top risk for the shift before it starts.

Every shift starts with a short team meeting, at the same time.

The team hears the plan, the risks and who can help, in under ten minutes.

People raise problems in the huddle rather than an hour later.

The huddle happens on busy days too, not only when things are calm.

Leaders are on the floor daily at a predictable time, not only when something breaks.

Somebody asks operators what is getting in their way, and writes the answer down.

At least one barrier gets removed each week because of what was heard on a walk.

Operators believe that raising something will actually lead to a change.

The leadership team meets daily, after start-up, to review and decide.

Every problem raised leaves that meeting with an owner and a date.

Decisions made by leadership reach every shift the same day.

The oldest open item gets discussed first, not last.

Leaders check yesterday's commitments before taking on anything new.

Behavior that is off standard gets addressed the same day.

Good work gets recognized specifically, by name, more often than work gets corrected.

Leaders end the day asking what they removed and what they avoided.