Meetings are a necessary part of running any business. They can align teams, solve problems, and move projects forward. But in many organizations, meetings have quietly grown out of control. What once served a clear purpose has, over time, turned into a standing calendar block that exists simply because it always has. The result is lost productivity, frustrated employees, and hours spent talking instead of doing.
In manufacturing environments like truss plants, wall panel facilities, and component operations, time is especially valuable. Designers, estimators, production managers, and sales teams already work under tight schedules. Pulling several people into a one- or two-hour meeting “just in case” something comes up often creates more disruption than benefit. Many of these meetings could be handled with a short phone call, a quick Zoom check-in, or a well-written memo.
A common issue is attendance by default. People are invited because they have always been invited, not because they are needed for the topic at hand. Designers are asked to report that there are no issues. Production staff are pulled away from schedules just to confirm things are running as planned. These updates could be requested with a simple question, “Do you need help?” followed by a call if the answer is yes.
Another problem is over-allocated meeting time. Meetings are often scheduled for an hour or two when the actual scope may only require 15 or 30 minutes. Once the agenda is finished, the leftover time frequently turns into side conversations, personal updates, or unproductive discussion. Meanwhile, calendars remain blocked, preventing people from returning to focused work. In truss operations, that can mean delayed designs, slower releases, and lost production momentum.
Managers should also reconsider the purpose of recurring meetings. Daily, weekly, and monthly meetings tend to accumulate over time, even as their original value fades. Is the meeting solving problems, or simply reporting information? If the goal is information sharing, an email summary may be more effective. If discussion is needed, attendance should be limited to those directly involved.
When was the last time you asked if certain meetings were necessary? Asking employees which meetings help them and which do not can be eye-opening. In many cases, people attend meetings that add little value to their role, simply because attendance is expected.
This issue is not limited to manufacturing. An accounting executive recently identified several standing meetings that existed only because “that’s how it’s always been done.” By shortening some meetings, making others optional, and eliminating a few altogether, her team reclaimed hundreds of productive hours each year.
For truss industry leaders, the question is worth asking. Are meetings supporting production, design accuracy, and customer service, or are they getting in the way? Rethinking how, why, and when meetings are held may be one of the simplest ways to improve efficiency, morale, and results without adding staff or cost.
Sometimes, the most productive meeting is the one you do not hold.