This concept was made applicable again by the Japanese firms, placing an order for the material, the same day of the production of the product. This is also one of the main reason why the companies (which are opted for JIT) invest in preventive maintenance when a part/equipment breaks down, the entire production process stops.

Just In Time method prevents a company from using excessive inventory and smoothens production operations if a specific task takes longer than expected or a defective part is discovered in the system. The prime objective of JIT is to increase the inventory turnover and reduce the holding and all connected cost. It shows the hidden problems of inventory. The main focus of JIT is to identify and correct the obstacles in the production process. Toyota realised the Just In Time approach would only be successful if every person within the Toyota was committed and involved in it, and if plant and processes were properly arranged for maximum efficiency and output, and if the quality of the goods produced and production programs were scheduled to meet demands exactly. Toyota met the increasing challenges for survival through a management approach that was entirely focused on people, systems and plants. Taiichi Ohno of Japan is referred to as the father of Just In Time.

It was first developed and applied in the Toyota manufacturing plants in order to meet consumer demands with minimum delays. JIT is a manufacturing management process.

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