3.2 The Daily/Weekly Cadence

SynchronousEstablishing gatheringsa representclear, disciplined communication rhythm is mandatory for operational efficiency. A predictable cadence reduces the singlecognitive mostload expensiveof resourcescheduling consumptionand mode withinprotects the operationalcontiguous environment.blocks Withoutof rigoroustime containmentrequired protocols,for meetingsfocused degradetechnical intowork unstructured("Deep discussionsWork"). thatThe depleteorganization engineeringoperates bandwidthon a tiered meeting structure — Daily, Weekly, and introduceQuarterly decision— latency.each Thiswith chaptera establishesdistinct strictpurpose governanceand formandatory synchronousstandard collaboration, transforming meetings from administrative overhead into high-velocity decision gates.agenda.

1.9.1The "NoStandard Agenda,Agenda No Meeting" ProtocolMandate

ToRecurring preventmeetings resourcemust wastage,not require a unique agenda for every occurrence. Instead, they must operate on a Standing Agenda — a fixed, repetitive structure that ensures consistency and reduces preparation time.

• The Mandate: Every recurring meeting series must have a defined Standing Agenda pinned in the invite and the documentation notes.
• Deviation: If there are no items for a specific section of the Standing Agenda, that section is skipped. If there are no items at all, the meeting is canceled.

The Meeting Taxonomy

The operational rhythm is defined by six specific interaction types.

The Daily Standup (Tactical)

• Frequency: Daily (Start of day or shift overlap).
• Duration: Strict 15-minute cap.
• Format: Standing (physically or virtually).
• Agenda:
  1. What was completed yesterday?
  2. What is committed for today?
  3. Are there any Blockers? (Critical Path).
• Mandate: Problem-solving is prohibited during the Standup. Issues raised are taken "offline" to a focused sidebar immediately after. Status must reference the "NoProject Agenda,Tool, Nonot Meeting"memory.

The Sprint Planning and Review (Operational)

• Frequency: ruleWeekly isor absolute.Biweekly A(depending calendaron invitationteam constitutesvelocity).
• Duration: a60 request– 90 minutes.
• Agenda:
  1. Review: Demo or confirmation of output from the previous cycle (Output vs. Plan).
  2. Plan: Commit to specific tasks for the allocationnext ofcycle high-valuebased humanon capital; if the requester fails to define the utilization parameters, the request is invalid.

     The Auto-Decline Mandate

     • Rejection Criteria: Any calendar invitation received without a written agenda in the description field must be automatically declined.
     • Agenda Minimum Viable Product (MVP): A valid agenda must explicitly state:
       1. Objective: The specific decision to be made or problem to be solved (not just "catch up").capacity.
       3. Input:Capacity Check: LinksVerify toresource required reading materials.
       3. Output: The intended deliverableavailability (e.g.,holidays, "Go/No-Go decision on Tooling PO")maintenance).

     1.9.2

     The "SilentRetrospective Start"

     (Continuous

     Improvement)

     • Frequency:Standard presentationBiweekly formatsor Monthly (Post-Sprint or Post-Milestone).
     • Focus: Process improvement, not status.
     • Agenda:
       1. What went well? (Sustain).
       2. What went wrong? (Correct).
       3. Action Plan: Assign owners to fix the systemic issues identified (linked to CAPA or Kaizen tickets).

     Department Syncs (Alignment)

     • Frequency: Weekly.
     • Focus: Cross-functional alignment between leads (e.g., slideEngineering decks)Lead favor+ charismaticManufacturing speakersLead).
     • Agenda: Resource de-confliction, timeline risks, and NPI readiness checks.

     The Townhall (Strategic)

     • Frequency: Monthly.
     • Focus: Organizational transparency and "One Dannie" alignment.
     • Agenda: Financial health check, major milestone updates, strategic shifts, and open Q&A.

     Performance and Strategy (Quarterly)

     • Quarterly KPI Review: Deep dive into business metrics (CoPQ, RTY, Margin) with leadership. Focus is on data trends and strategic course correction.
     • 1-on-1s: Mandatory quarterly career development sync (separate from weekly tactical syncs). Focus on career growth, feedback, and wellbeing.

     Protecting Deep Work

     To support the "Precision over logicalSpeed" rigorvalue, andthe disadvantage remote or non-native language participants. To ensure data-driven discourse, complex engineering and strategy reviewsschedule must utilizeaccommodate the Silentneed Startfor protocol.

     uninterrupted

     Execution Procedureconcentration.

     • TheDeep NarrativeWork Memo:Blocks: The meeting ownerPersonnel must prepareschedule aand writtenprotect briefingblocks documentof time (1-6minimum pages)2 detailed– enough4 hours) for design, analysis, coding, or documentation.
     • Interruption Protocol: During Deep Work blocks, interruptions are restricted to standTier alone1 without(Critical verbalStop) voice-over.alerts only.
     • TheCommunication Silent Period:Stagger: TheDaily firstStandups should be staggered 10away tofrom 15prime minutesDeep Work hours (e.g., schedule standups at the very start or very end of the meeting are dedicatedday) to silentavoid reading of this document by all attendees.
     • Discussion Gate: Verbal discussion commences only afterfragmenting the readingproductive period concludes. This ensures all participants possess equal context and questions are based on specific text rather than general assumptions.window.

     1.9.3 Minutes & Action Items

     Operational memory relies on persistent documentation. Verbal agreements that are not serialized into written records are classified as non-existent.

     The "Written Record" Rule

     • Definition: "If it isn't written in the minutes, it did not happen." Decisions not logged in the official meeting notes are void and cannot be cited as justification for future actions.
     • The Rotating Scribe: To prevent administrative burden from falling on a single individual or specific demographic, the role of "Scribe" must rotate alphabetically or round-robin among attendees for every recurring meeting.
     • Action Item Syntax: Minutes must conclude with a table of Action Items (AIs). Each AI must have a Single Owner (never "The Team") and a specific Due Date.

     Final Checklist

     Meeting DomainMandate	OperationalCriteria	Verification MandateAction
     Standup Discipline	Daily standups limited to 15 minutes; focus on Blockers.	Management audit ensures no complex problem-solving occurs during the standup.
     Agenda ValidationStandardization	InvitesAll withoutrecurring meetings utilize a writtenStanding Agenda.	Calendar invites contain the fixed agenda andstructure objectivein arethe declined immediately.description.
     ContextDeep LoadingWork Protection	Complex4-hour reviewsuninterrupted beginblocks withare avisible 10-15on minuteEngineering/Design "Silentcalendars.	Audit Start"confirms tosynchronous readmeetings theare narrativenot memo.scheduled over Deep Work blocks.
     RecordReview KeepingRhythm	RetrospectivesA "Scribe"occur mustbiweekly/monthly bewith assigneddocumented beforeAction Items.	Process improvement tasks in the meetingProject starts;Tool rotationlink isback mandatory.to Retrospective notes.
     DocumentationStrategic Alignment	Quarterly KPIVerbal decisionsand 1-on-1 sessions are invalid;completed onlyand written minutes constitute the official record.logged.
     Action Items	Every task must have a single specific ownerHR and aOperations defineddashboards deadline.confirm completion rates.