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level of detail—the Job Breakdown Sheet. Figure 5.2 shows a different Toyota job: removing a plastic-injection molded bumper from a mold. Demolding takes a fair amount of skill. On this sheet, each step that would go on a standardized worksheet with its associated time is broken down into further steps with key points that relate to safety, quality, technique, or cost. The reason for the key points is also provided, the why. In many cases, even for a 60-second job, each step on a standardized worksheet is broken down into about three to five substeps, each with key points. There are often photos that illustrate how to perform the steps. For example, each work element, as in Figure 5.1, would have an additional page breaking down the step. JOB BREAKDOWN SHEET Steve Morgan Pete Desoto DATE: _8/24/20 | Team Leader | Supervisor AREA: Bumper molding _JOB: Rear bumper molding operator — de-mold WRITTEN BY: D. Willard YPOINT I MAJOR SAFETY: Injury avglsancg ergcsmomics. danger points IQUALITY: Defect avoidance, check points, standards REASONS FOR KEYPOINTS STEPS TECHNIQUE: Efficient movement, special method ICOST: Proper use of materials |Step #1 | 1. Grasp at top and back 2. Pull out 2to S inches De-mold right side of bumper 3. Pull down after pulling out 1. Easy to get hand hold 2. Less will fail, more will cause crease 3. Releases side from the mold Step #2 | 1. Push down with left hand in the middle 1. Release the center of bumper 2. Keep right arm extended 2. Pulling right side to center can De-mold center of bumper cause crease Step #3 | . Use left thumb to push along edge of bumper] 1. Peeling to release bumper 2. Place pressure in the crease of thumb 2. Pressure on tip will cause injury De-mold left side of bumper 3. Push towards left side away from mold 3. Releases left side of bumper 4. Grasp top edge when bumper is released . To hold correctly preventing defects Step #4 1. Keep arms spread 1. Arms together will crease bumper 2. Make sure gate is not folded under 2. Gate will distort causing scrap 3. Trim nest must be free of debris 3. Any debris will cause a dent and scrap Place in trimming fixture Figure 5.2 Job Breakdown Sheet for rear bumper demolding. Source: Jeffrey Liker and David Meier, Toyota Talent (New York: McGraw-Hill, 2007). You will not see these voluminous documents on a usual tour of a Toyota plant. They will be in notebooks hung by the process or stored in a cabinet where the group leader sits. They are pulled out for training purposes, then put away.* Standardized work, and some degree of stability, is necessary before you can train someone new to do the job. Job instruction training that comes from TWI is a very specific training method that consists of starting with a piece of the job; demonstrating that piece for the worker; letting the worker do it; then explaining key points while demonstrating a second time; letting the worker demonstrate and explain; then explaining key points and reasons while demonstrating a third time; and then having the worker imitate. This process is repeated as many times as necessary until the worker has mastered one piece; then the process begins again with the next piece. In a Toyota plant with one- minute-cycle jobs, it can take two weeks of this repeated teaching before the worker is left alone, more training than many people get in some professional roles. But when you have developed standardized work and it is being reasonably fol- lowed, the magic really begins—at that point, standardized work becomes the basis for continuous improvement. One powerful tool for this is the work-balance chart (see Figure 5.3). With the work broken down into pieces, and some stability in the time it takes to do each piece, you can line up various jobs and compare them with the takt. In Figure 5.3, we show the “planned cycle time” (PCT), which is a bit faster than the takt and the current target. As long as there is variation in the process, for example, because of equipment downtime and quality issues, the team member needs to work faster than the takt in order to consistently stay within takt. The goal is for each job to match, but not exceed, the planned cycle time. In the current state, process C is overburdened with work and cannot meet the PCT, while the other processes are light. After kaizen, the work has been balanced. In Toyota, you may see large versions of these charts with magnets for each work step so the work group can visualize the current state and then try moving some work ele- ments around, and reducing the time for others, to balance the work. Eliminating waste from individual jobs that add to the PCT can lead the group to rebalancing and eliminating a process—a cause for celebration if you trust that none of the members of the team will lose their job. The key word here is “trust.” Trust must be built up and maintained through consistently positive behavior.