Definition
A monthly business review personally chaired by the top leader, with a fixed agenda of priority review, core metric analysis, problem-solving reports from each department, and action plan updates; it discusses only gaps and countermeasures, and is not run as a reporting meeting. From a publicly published work, not textbook measurement definition.
In detail
The Monthly Operating Review connects Daily Management, problem solving, and Policy Deployment at the monthly level: metrics that have missed on the Bowling Chart for consecutive periods must be brought to the meeting with problem-solving progress, and after the meeting every action has an owner and a date. The book recommends completing the meeting by the 10th of each month, and flags two common failure modes: not holding the meeting at all and relying only on written correspondence, or turning the meeting into a tea party or a blame-and-report session with no conclusions and no Action Plan.
Example in practice
On the 8th of each month, the general manager chairs a one-hour check meeting: first review last month's three priorities, then look at the bowling chart for core metrics; if delivery has been red for two consecutive months, the value stream leader reports root causes and countermeasure progress; finally, register new actions under owners' names and agree on the next review date.