Summary This contribution recounts the experience of a large Indian firm which has pursued a programme of organizational reform based upon Japanese experience. This programme followed from a visit made by its chief executive to Japan in the early 1980s. As a consequence the firm has introduced a corporate‐wide programme of education and training and a more open management structure. At the same time changes have been made to layout and production scheduling in most of its plants. These detailed changes are discussed in the case of one large plant, and evidence is provided of its impact upon operating corporate profitability.