Lean Production, Izzat and Industrial Conflict in the Indian Auto Sector: A Case Study

The Toyota plant in Bangalore had a turbulent industrial relations record from 2000 to 2007. Central to understanding the disputation is the unique Indian concept of Izzat (translated as respect and honour). We demonstrate the three faces of Izzat: the individual, the family and the community. From initial enthusiasm in 1998 for the new Toyota plant, industrial and community relations for Toyota deteriorated in response to the perceived attacks on Izzat associated with the imposition of lean production systems and aggressive management behaviour. Isolated incidents led to local protest, and retaliatory management responses soon embroiled the local community and resulted in mass protest. The article, using interviews, documents and field notes, sets out the train of events associated with the 8-year escalation of industrial disputation. The resolution of the dispute involved corporate recognition of the importance of Izzat to the Indian workforce and community.