When trucks are stacked up at 2 a.m. and dollars are burning in the dark, it is too late to ask for honesty.
That is the failure mode. The bad decision was usually made hours earlier, under uncertainty, when over-ordering felt safer than admitting doubt. Criticizing the plan sounded like criticizing the superintendent’s judgment. So people stayed quiet until the waste was visible.
The better structure is severability and reversibility. Before the shift starts, break the plan into pieces that can be changed without humiliation. Name the first reversal point. Make one part of the plan easy to unwind if reality moves. Then run the review on that piece, not on the person.
Set the plan in short intervals. State what can be reversed by the next check. When reviewing variance, ask what do we unwind first, not who missed.
Do not use this where safety or true one-way doors are involved. Then you should decide slower. But in uncertain operations, if criticism is expensive, honesty arrives after the loss.