In most manufacturing, you have a prototype hall or floor where you have somewhat more general purpose/flexible machines with a lot of manual intervention to make small quantities of prototypes, and factories with automated machines set up to make the exact parts you need for your full production.
This was always my experience in electronics - you, as the development engineer, set up small-scale production (going from prototypes to EV or engineering validation articles, which are basically the final product produced by these manual/slow methods), and then manufacturing engineers work with you to transfer your processes to an automated assembly line making who knows how many units a minute.
It's not unusual to produce a special prototype in the small/experimental floor; I mean, Apple probably goes through hundreds (or whatever) of prototypes and test articles before releasing their next phone, and they are certainly not stopping their million-per-day manufacturing plants to make them. However, it does show impressive commitment to the customer on the part of Fujitsu.
Also, electronics is more cyclical than cars (3-year-old model may be completely different and useless compared to the current one), so it is common to produce everything in batches rather than "the Toyota way" with just-in-time. In other words, if a laptop model is sold for 2 years, the whole run may have been made in 6 months, and then you have that manufacturing equipment sitting idle while the next prototype is worked on, so you may have equipment and engineers to spare. Only a few of the highest-volume factories (e.g. Apple again, I assume) run at full capacity all the time.
A method where a process signals its predecessor that more material is needed. The pull system produces only the required material after the subsequent operation signals a need for it. This process is necessary to reduce overproduction.
I too have heard of Kanban and JIT from my fellow arrogant valley douches. I would like to understand the specific manufacturing processes that make one-off products of production quality viable.
I suggest to read Gemba Kaizen books. Yes, it is hard to understand first, but then you realize that Toyota Way is like 3D printer — add only what is needed right now, do it fast, be precise.
So yes, you are right — Toyota Way is not viable for mass production, but it perfect for areas where human labor is still plays major role in manufacturing, e.g. programming.
It was probably more like having some engineers and guys in shop/factory work weekend to meet the demand, on top of what they were already supposed to do.
In order to create a prototype with a port in a different location, they would need, at the very least, to produce a one-off motherboard PCB, and a one-off injection molded case. That they could justify doing so to produce near production quality results for a small order either indicates impressive manufacturing flexibility, or an inefficient manufacturing process.
Your assumptions that they would need to redesign and tool up for brand new complex motherboard and housing parts are incorrect. This is a foolish way to accommodate a request to physically move a connector.
Their process is implemented for flexibility first, then for mass production. Look at Toyota fabric [1]. Do you see lot of advanced robots to reprogram for each new model?
So how is/was Fujitsu's laptop manufacturing tailored toward flexibility? I want the details. If all you can do is passive aggressively repeat vague ideas that were printed in mainstream management and manufacturing texts decades ago, don't respond at all. Nobody cares about or wants your input.
And you think that someone from Fujitsu (where it's 8 in the evening, BTW) is going to jump in here and explain their factory layout to you, because you've put your foot down? The best general answer you are going to get is "They made it using whatever process they used to make prototypes. Probably". You want names, ranks, and serial numbers - try writing to Fujitsu. Preferably while being more polite.
Or... that it was an option for port placement they'd already considered, and they pulled an existing prototype out of the library, which seems more likely to me.
This was always my experience in electronics - you, as the development engineer, set up small-scale production (going from prototypes to EV or engineering validation articles, which are basically the final product produced by these manual/slow methods), and then manufacturing engineers work with you to transfer your processes to an automated assembly line making who knows how many units a minute.
It's not unusual to produce a special prototype in the small/experimental floor; I mean, Apple probably goes through hundreds (or whatever) of prototypes and test articles before releasing their next phone, and they are certainly not stopping their million-per-day manufacturing plants to make them. However, it does show impressive commitment to the customer on the part of Fujitsu.
Also, electronics is more cyclical than cars (3-year-old model may be completely different and useless compared to the current one), so it is common to produce everything in batches rather than "the Toyota way" with just-in-time. In other words, if a laptop model is sold for 2 years, the whole run may have been made in 6 months, and then you have that manufacturing equipment sitting idle while the next prototype is worked on, so you may have equipment and engineers to spare. Only a few of the highest-volume factories (e.g. Apple again, I assume) run at full capacity all the time.