We wouldn't have time for daily huddles like Noii mentions. We barely come clean in the morning and not always. A lot of times there is backstock left over that we just couldn't get to. With barebones scheduling and call-ins, it's a struggle. Knowing the team I work with, nearly all of the information in a huddle like that would fall on deaf ears (especially because we have huddles just before our first break, when people just want to get to break). We take breaks as a team and using break time for a huddle would not be alright with just about anyone on the team. Then again, we are on 10 hour shifts for overnight, so it's a bit different. We have a daily print out sheet hanging in the TSC if anyone wants to look at the daily sales/comps/etc and a board in the unload area to look at the numbers for push/backstock/etc.
Having a receptive ETL is key. One of my ETLs is completely closed off to suggestions from anyone but a TL or other ETL (or higher). He won't even consider a suggestion from a TM, no matter the content. Then again he's stated to others that he just doesn't "get" logistics (makes sense we got stuck with him on overnights, right?). I have zero respect for him because he a) thinks he's 'above' it all and b) doesn't lead by example. Anyway, that's getting off topic.
My main point is hopefully you have a receptive ETL/TL. I think having a weekly "vent" session could do wonders, but make sure the team understands the leaders are looking for ways to make things BETTER, not just complaining about the way things ARE. I also think these should not be held on break time...but on the company's time, since it is directly work related.