Toyota’s JIT production is a method to adapt to changes due to disturbances and changes in demand by making all the necessary processes to produce goods at the time it takes the required amount. The first requirement for JIT production is to make all the process of knowing the exact timing and amount needed.

In the usual system of production control, the above requirements be met by issuing a variety of production schedules on all the process: The process of manufacturing spare parts and also on the line of rafts. This process produces spare parts spare parts in accordance with the schedule, using a push system, meaning the former to supply spare parts to the next process. However, this method will make it difficult adjustment quickly to changes caused by disturbances arising in some process or due to fluctuations in demand. With ordinary systems, to adapt to various changes during the month, the company must modify the production schedules for each process simultaneously; the approaches makes it difficult schedule changes many times. As a result, companies need to hoard stocks among all the processes to solve problems and change requests. Thus, such systems often creates an imbalance of dosage between processes, which often results in dead stock, surplus equipment and surplus workers when the model changes occur.

In contrast, the Toyota Production System is revolutionary in the sense that the next process will take spare parts from the previous process; method is known as a pull system. Because only the final line of rafts that can know the exact timing is required and the number of parts required, the final line of the raft to go to the previous process to obtain the necessary spare parts in the required amount at the time required for vehicle assembly. Then the former producing parts taken by the next process. Furthermore, each process producing spare parts to take parts or materials required from the previous process again.

Thus, for a month is not necessary to issue a production schedule for all processes simultaneously. In contrast, just end that line of rafts need to be informed about changes in production schedules when assembling each vehicle one by one. To inform all the processes regarding the required timing and amount of production of spare parts, Toyota uses a Kanban.