days of work, allowing the film to proceed. Many of the creative staff at Pixar were not happy with how the sequel was turning out. Upon returning from the European promotion of A Bug's Life, Lasseter watched the development reels and agreed that it was not working. Pixar met with Disney, telling them that the film would have to be redone. Disney disagreed, and noted that Pixar did not have enough time to remake the film before its established release date. Pixar decided that they simply could not allow the film to be released in its existing state, and asked Lasseter to take over the production. Lasseter agreed, and recruited the first film's creative team to redevelop the story. To meet Disney's deadline, Pixar had to complete the entire film in nine months. Unkrich, concerned with the dwindling amount of time remaining, asked Jobs whether the release date could be pushed back. Jobs explained that there was no choice, presumably in reference to the film's licensees and marketing partners, who were getting toys and promotions ready. Brannon focused on development, story and animation, Lasseter was in charge of art, modeling and lighting, and Unkrich oversaw editorial and layout. Since they met daily to discuss their progress with each other (they wanted to ensure they were all progressing in the same direction), the boundaries of their responsibilities overlapped. As was common with Pixar features, the production became difficult as delivery dates loomed and hours inevitably became longer. Still, Toy Story 2, with its highly compressed production schedule, was especially trying. While hard work and long hours were common to the team by that point (especially so to Lasseter), running flat-out on Toy Story 2 for month after month began to take a toll. The overwork spun out into carpal tunnel syndrome for some animators, and repetitive strain injuries for others. Catmull would later disclose that "a full third of the staff" ended up with some form of RSI by the time the film was finished. Pixar did not encourage long hours, and, in fact, set limits on how many hours employees could work by approving or disapproving overtime. Employees' self-imposed compulsions to excel often trumped any other constraints, and were especially common to younger employees. In one instance, an animator had forgotten to drop his child off at daycare one morning and, in a mental haze, forgot the baby in the