The large number of variations forced the facility to produce cars to customer order. This production strategy fit well with Nissan’s corporate strategy of providing customer satisfaction, short delivery times, and high functionality. In fact, fast delivery was considered so important that the production strategy was called by a name that translated to “deliver the car with the paint still wet.” In 1990, a car ordered from a Japanese dealer and produced in the Zama plant could be delivered to the customer within 2 weeks. Because in Tokyo it required at least a week to get the certificate of space required to enable a car to be purchased, the effective wait for a new Nissan was negligible. This short delivery time despite high product diversity was achieved via aggressive use of just-in-time production.