Another tip for this is to have separate meetings. It sounds like something I encountered, where the status meetings became a defacto, semi-buttocks problem solving meetings. Our operations managers were trying to problem solve while the meeting was supposed to be a status update. I don't blame them, we had everyone that was needed for a cross-functional problem solving meeting right there. But it was impossible to go into sufficient depth to get a good solution, and we'd never make it through the whole list at any given time.
For example:
Me: NCR-1234, customer reported 2 parts with missing clips.
FF1 Manager: We got containment yesterday. [To engineering] can we put a sensor in the feed to cut off when a clip doesn't feed.
Engineering: No, there's no place to attach. We could...
...and at this point, I've lost control of the meeting.
Keep meetings as short as possible to cover what you're going to cover. Be specific with what the meeting will be covering. Set expectations accordingly. If this is a status update, expect just a status update. Offer to schedule problem solving sessions at another time if needed.