Keeping track of impediments and/or improvement opportunities is a good idea, but it's also a long-term solution.
At your standup, one of the priorities should be to identify blocked or impeded work and, as a team, make plans on how to get it unblocked and done. Using flow metrics, primarily looking at your SLEs or expected cycle time for work against the work item age is one way to find blocked work. Sometimes, the people on the team doing the work may find they are running into problems and can raise them. Since standups should be short, it's good to avoid ranting or trying to figure out long-term solutions.
I have found that having an improvement backlog is useful, and one thing on this improvement backlog can be impediments. Whenever something impedes work, add it to the list or mark that an impediment has occurred again. Use this list at your retrospectives or schedule frequently occurring impediments for root cause analysis. Decompose those impediments and consider other ideas for improvements and schedule time for the team to understand and make changes to their way of working to address them.
I do think it's important to separate things that are "just go do it" from work that needs to be understood and scheduled. The immediate steps to get blocked work done is "just go do it" work - there's no need to put it on a backlog or impediment list or anything else. But longer term improvements may need consideration to understand their impact or will require work from one or more people on the team to design and implement, so you'll want to plan those with all of the other work being done by the team.
If you don't act on finding and preventing root causes of impediments or considering and enacting improvements, then any impediment or improvement backlog is just waste.