Page 188 - The Toyota Way Fieldbook

164 THE TOYOTA WAY FIELDBOOK

that eats the rat, and the bulge proceeds down the length of its body).
As is often the case, the company had attempted to address the out-
lying issues (where the “problem” was realized), creating elaborate
schemes to shift labor to the bulge, but the problem originated at the
core. Intuitively, they understood this, but believed it was impossible
to change because every item produced was different and the size of
each order and the mix of components (cabinets, doors, drawers) varied
significantly. They assumed that customers dictated the schedule and
there was nothing they could do to level the workload.
The first step was to stop looking at the product as “part specific” or
“job specific” and to look at it based on the work content and the
effect that content had on the processes within the value stream. If
you step back a bit, you can see commonalities either in the product
itself or in the processing. In this case, we first identified that most “jobs”
or orders had some common elements that affected the workload.
The primary components were: cabinets, drawers, shelves, doors,
miscellaneous parts, and trim. We also determined that there were a
few characteristics common to all products that had an effect on the
workload, primarily the type of finish. The finishes were in two cate-
gories: stains and solid colors. Further discussion revealed that within
the two finish categories each had two additional separations. The
stain colors had a burnished and unburnished option, and the solid
colors were light and dark.
A review of the value stream revealed that the finishing line where
product is stained or colored was the “pacesetter.” All products
converged at the finish loading area and from that operation flowed
on as a complete order. Leveling the workload at the pacesetter would
serve to create a smooth workload to subsequent operations (including
the finish operation) and provide leveled signals to all upstream feeder
operations.
Again the question surfaced: How do you level the workload when
the product is always different? By standing on the circle the answer
was clear. The finish type, and the surface area to be finished, affected
the workload. Workers confirmed that burnished stain jobs required
much more effort than unburnished ones, and that dark-colored
solid jobs were much harder than light ones because the solid colors
had a “polished” finish. We also saw that parts with larger surface area
required more time, as did many small parts with less surface area. It
was becoming clear that creating a sequenced pattern with leveled
mix would be the answer. But, again the question: How do you do
this when every job is different?
This group, and especially the supervisor who had struggled with
the issue for years, was not easy to convince. What we needed was
a variable standard; that is, we would develop a standard with an