4.4 Leadership Communication Protocols

Management is not about holding meetings; it is about signal integrity. In a manufacturing environment, information latency causes inventory pile-ups, line stoppages, and missed delivery windows. A manager’s primary function is to act as a low-impedance filter—removing noise and amplifying critical signals for decision-making. This chapter defines the non-negotiable communication architecture required to maintain synchronization between the shop floor and executive leadership.

The "No Surprises" Mandate

The fundamental rule of Dannie.cc leadership is: Bad news must travel faster than good news.

Concealing a delay, a yield drop, or a personnel risk to "fix it before the boss sees" is a dereliction of duty. When data is hidden, the system cannot allocate resources to solve the problem.

The Weekly Asynchronous Update (WLR-OT Model)

Do not use synchronous meeting time to read status reports. Status must be written, asynchronous, and digested prior to meetings. Every manager must submit a "Weekly Note" to their direct supervisor by Friday 14:00.

We utilize the WLR-OT (Wins, Losses, Risks, Opportunities, Tasks) format. This structure forces objective reflection on performance rather than just listing activities.

The WLR-OT Template

1. Wins (Outcomes Delivered):

Strictly completed items only. No "In Progress" here.

Shipped Batch #X with 99.5% First Pass Yield.
Signed contract with Supplier Y (Cost saving: 5%).

2. Losses (Misses & Failures):

Where did we fail against the plan? Honest reporting required.

Missed SMT daily output target on Tuesday (Reason: Feeder jam).
Failed to close Senior SMT Engineer hire (Candidate rejected offer).

3. Risks (Headwinds):

Future threats that need visibility.

Solder Paste inventory is low; potential stock-out in Week 42 if delivery delays continue.
Client X has signaled a potential "Stop Ship" pending firmware review.

4. Opportunities (System Improvements):

Actionable ideas to improve speed or cost.

If we switch to Batching for Component Z, we can reduce setup time by 15%.

5. Tasks (Next Sprint Priorities):

Top 3 absolute priorities for next week.

Complete root cause analysis on Reflow Oven 3.
Finalize Q4 Shift Roster.
Renew ISO certification.

Pro-Tip: If your "Losses" section is empty for three weeks in a row, you are likely not looking hard enough or you are setting your goals too low. A healthy operation always has friction.

The 1:1 Meeting Structure

The 1:1 meeting is the primary mechanism for alignment, coaching, and unblocking. It is not for status updates (see above).

Frequency: Minimum bi-weekly (Weekly recommended for new hires or high-velocity projects).

Duration: 30 – 45 minutes.

Ownership: The direct report owns the agenda.

Standard Agenda:

Wellness/Energy Check: Brief human check-in.
Blocker Removal: What prevents the employee from hitting targets?
Course Correction: Feedback on behaviors observed during the week.
Development: Progress on quarterly goals/skills.

Manager’s Duty:

Listen: 80% listening, 20% talking.
Clarify: Ensure the report understands the "Why" behind executive decisions.
Document: Record action items shared in the meeting.

Communicating Uncertainty and Risk

When communicating delays, defects, or supply chain volatility to leadership or stakeholders, adhere to the Facts → Impact → Solution protocol. Vagueness destroys trust.

Scenario A: Production Delay

Bad: "We are having some trouble with the line, might be late."
Good: "Pick-and-Place Machine 2 is down due to a Z-axis motor failure. Impact: Daily output reduced by 40% (200 units). Recovery: Spare part ordered (ETA 24h). We will recover volume by running a Saturday shift."

Scenario B: Quality Escape

Bad: "We found a bug."
Good: "QA detected cold solder joints on U4 in Lot #88. Scope: 500 units affected. Action: Quarantine initiated. 100% X-Ray inspection required. Result: Shipment delayed 48 hours."

Scenario C: Customer Requirement Change

IF a customer requests a change that affects cost or timeline, THEN do not accept verbally. Acknowledge receipt, assess impact (BOM cost + Labor), and reply with a formal Change Order request.

Feedback Rules

Feedback must be continuous, not reserved for annual reviews. Use the SBI Model (Situation, Behavior, Impact) to ensure feedback is objective and actionable.

Situation: "During the Tuesday production meeting..."
Behavior: "...you interrupted the Quality Manager three times while she was presenting data..."
Impact: "...which prevented the team from hearing the root cause analysis and signaled that data is not a priority."

Rules of Engagement:

Praise Publicly: Reinforce desired behaviors in team channels.
Critique Privately: Never dress down a manager in front of their reports.
Speed: Deliver feedback within 24 hours of the event.

Final Checklist

Component	Standard / Requirement
Weekly Note	WLR-OT Format. Delivered by Friday 14:00.
Status Reporting	Outcome-based (what finished), not Activity-based (what was done).
1:1 Focus	Blockers, Alignment, and Growth. No Status Updates.
Bad News	Must include Quantified Impact and Recovery Plan.
Surprises	Zero tolerance. Flag variances immediately.
Feedback	Delivered within 24 hours. SBI Format.
Change Requests	Always documented with cost/time impact analysis.