JI — Session 2.6

Breakdown of Job Demonstration by Member

~ Trainer’s Hints ~

This section is about coaching the member who put on the demonstration earlier in the session how they could make a job breakdown for their instruction. Have them to set up the training materials again so they can walk through the steps of the job as they tell you about the job. Have the members follow along and write a job breakdown sheet with you. Writing it down improves the learning of the participants. The Job Breakdown must be the demonstrator’s own effort, and the final result must be the result of their own selection, not agreement with your selection. It is not a demonstration of your skill in extracting Key Points.

Your job at this point is to be the coach to ask leading questions to help them identify the content needed for the board work. After you have the information on the part and operation, ask them to start the job and stop after they have completed the first Important Step.

Ask them, “Was the job advanced?”, if so, have them tell you what they did. Let them define the steps. You can help them simplify the phrases, but be sure to just guide them, not tell them what to say. Have them continue Important Step by Important Step until the job is complete. Continue until all Important Steps are listed (limit to ~8 steps). If they had a longer job, help them by selecting only a portion of the job as a reasonable training unit.

Question the group — do they agree with the list of Important Steps? Are any missing or are any of them not Important Steps? Respond, but keep discussion short.

  • Sample Important Step Questions: Is it the next logical portion? Does it substantially advance the job? Is it a convenient place to pause to let the instruction sink in? Is it an amount that could be absorbed easily by this learner? What will you call it? — start with an action word. (Use ACTION+OBJECT or NOUN+VERB.
  • You need to push the trainer to think in terms of customizing the training to an individual level. Because success is achieved one individual at a time.

Once you have listed the Important Steps, it is time to review for Key Points. As you coach them through finding key points (make sure they understand they don’t always have a Key Point for every Important Step or can have multiple key points.

Use the Key Point Questions to prompt the demonstrator. If they are overlooking an obvious Key Point which was presented earlier, draw attention to it by a question like “Would it make any difference if…” If there is no response to this do not press the point. It is the demonstrator’s Breakdown.

  • Sample Key Point Questions: Anything in this step which will make or break the work? Make the difference between success and failure? Anything else which will make or scrap the work? Anything which will affect quality? Anything else which will affect quality? Anything in this step to injure the employee? Or anyone else? Anything else, in this step to injure the employee? Or anyone else? Anything in this step to make the job easier to do? Any knacks? Tricks of the trade? Tips from your own experience? Timing? Special information? Anything else to make it easier to do?

After listing the Key Points it is time to have the instructor define the Reason Why for each Key Point. Each Key Point must have a Reason Why.

Never argue about the wording of the Breakdown. When the demonstrator has described an Important Step or Key Point, turn immediately to the blackboard and write what has been said in abbreviated form. This is to coach brevity on job breakdowns. Some training points which may be illustrated are: starting with an action word, brevity, layout of Key Points, subdividing an Important Step which has too many Key Points, using Important Step and Key Point questions, etc.

Do you have any suggestions to help other trainers with this lesson? Contact me so I can add your insights. — Mark.Tesla2@gmail.com

~ Trainer’s Content to Deliver ~


  • Allow 20 minutes for this segment

Breakdowns are made by performing the job.

We are going to make a job breakdown of the job used for the Job Instruction demonstration ( name ) gave.

I will coach the instructor on how to make a job breakdown.

As we develop the breakdown, the instructor will write it on their blank job breakdown sheet; each member of the group will write it on their blank job breakdown sheet; and I will put it on the board.

  • Have member who put on the Job Instruction demonstration return to the workbench.
  • Help them identify the Part and Operation.
  • Have them write it on their job breakdown sheet.
  • Have members write it on their job breakdown sheets.
  • Write it on the board.
  • Have them start doing the job.
  • When the job has been advanced — the first important step — have them tell you what was done.
  • Help them simplify the wording, but do not over refine wording. It’s their breakdown.
  • Have them write the first important step on their job breakdown sheet.
  • Have members write the first important step on their job breakdown sheets.
  • Put it on the board.
  • Continue the same procedure until all important steps are listed.
  • Have them do the first important step again to determine the key points.
  • Have them ask themselves aloud the three key point questions:
  • Is there anything in this important step that will:
  • Injure the employee?
  • Make or break the job?
  • Make the job easier to do?
  • Help them spot anything that might cause:
  • Accidents
  • Rejects
  • Damage to equipment
  • Lost production

If they seem to be missing main key points or their reasons, help them by asking such questions as:

  • What difference does it make if ______?
  • What would happen if _____________?
  • Why did you ____________________?

Have them list the key points and reasons on their job breakdown sheet.

  • Put them on the board.
  • Continue same procedure until all the Key Points and Reasons are listed for all the important steps.
  • Have member clear the workbench and take their place with the group.
  • 1 hour and 15 minutes to here (approximate time into session)

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