Kanbans at Toyota

Reynald Debaut-Henocque explains the use of Kanbans at TMMF


Kanbans are used in production systems based on pull flows: Demand from the downstream process triggers the production of upstream processes. They prevent the emergence of problems related to high level of stocks. They can be applied in two areas: to manage the flows between a factory and its external suppliers and the flows within the factory, between workshops and machines. Kanban loops needs to be revised (size, number of cards) continuously depending on the course of production volumes. Ex-vice-president of manufacturing at Toyota Motor Manufacturing (TMMF), Reynald reckons production control with kanbans is no longer a source of difficulty in Toyota factories. Indeed, as they had been invented for the first pull systems at the very beginning of the Lean movement, their application has become today systematic, mecanical.




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Reynald presents the use of Kanban by Toyota in the video.


Kanban is a tool that enables the pulling of production between the downstream and upstream processes.

All Toyota factories have been using Kanban since the implementation of "just-in-time."


Toyota uses Kanban to secure the supply of parts from external suppliers as well as between internal suppliers and internal customers.


Three points are considered within the Kanban loop:


1) Evolution of the production plan

2) Production of service parts

3) Scrap declaration


At Toyota, there is a good standardization of the use of Kanban.







About Reynald Debaut-Henocque


From 1981 to 1999, he forged a career as a Quality Director for automotive equipment manufacturers, thus accompanying the revolution of quality procedures for original equipment manufacturers. His experience spans both Europe and North America. In 1993, he implemented the European continuous improvement system of the BTR group.

In 1999, he joined the Toyota group as a Quality Director and succeeded in obtaining the 1st Warranty Award during the launch of the Toyota Yaris "made in France." He broadened his horizons by taking on the roles of Production Director and then Supply Chain Director. He was thus a key player in the success of an industrial site that rose to the challenge of producing profitable B segment vehicles (small cars) in France; more than 3 million cars in 20 years. As Vice President of Production, he prepared the ramp-up of the French factory to produce 3 million vehicles over the next 10 years.



Marris Consulting, expert in Theory of Constraints & Critical Chain Project Management


Marris Consulting is an expert in the Theory of Constraints (ToC) and Critical Chain Project Management (CCPM). As industry consultants, we are focused on helping process and manufacturing industries reach their highest levels of performance by using Constraints Management  combined with Lean and Six Sigma. We also use Critical Chain Project Management which we sometimes combine with Lean engineering to improve project performance. If you are unsure about the actions which need to be implemented to improve operational efficiency, our industrial management consultants can also conduct a performance audit. Furthermore, our experts host numerous Theory of Constraints (ToC), lean and project management training sessions throughout the year.

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About Marris Consulting

Marris Consulting is an industry consulting and training company specialized in the Theory of Constraints (ToC) and Critical Chain Project Management. We focus on improving the performance of manufacturing and process industries by using Constraints Management combined with Lean and Six Sigma. To boost project performance, we also use Critical Chain Project Management (CCPM), which we sometimes combine with Lean Engineering. Our 2-day performance audits, our performance consulting services and our project management, Lean, ToC & CCPM training by our industry consultants offer a wide range of solutions to help our clients around the world reach the highest possible levels of performance.

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