The way the plant had functioned previously—with flows being pushed forward without any concern for the assembly unit’s actual needs—had understandably kept the employees from feeling at home in the plant.
… in the Toyota system … the people of a certain process go to the preceding process to withdraw the necessary units in the necessary quantities at the necessary time. The preceding process produces only enough units to replace those that have been withdrawn. This method is called the pull system.
Kanban and kanban systems are nothing more than a means and their essence lies in the thorough going improvement of production systems.
—Shingo (1989, p. 188)