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Mumbai dabbawala management

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Principles of management course presentation of bits pilani hyderabad campus by Jatin Chuglani , Ankit sinha , Vinayak Garkoti and Darshan Kishore

Principles of management course presentation of bits pilani hyderabad campus by Jatin Chuglani , Ankit sinha , Vinayak Garkoti and Darshan Kishore

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  • 1. Principles of ManagementMumbai DabbawalasA case study
    By
    VinayakGarkoti 2009A4PS355H
    AnkitSinha 2009A5PS905H
    Jatin Chuglani 2009A7PS003H
    DarshanKishore 2009A7PS011H
    05-03-2011
    1
  • 2. Mumbai
    Dabbawaalas
    05-03-2011
    2
  • 3. Introduction
    Who are dabbawalas ?
    “Dabba” (or box or tiffin) wala
    Meaning the carriers of the tiffin
    box
    Job is to carry home made food to the office workers
    Mission : “To serve their costumers on time.”
    05-03-2011
    3
  • 4. Introduction
    Why dabbawalas ?
    In most metros, the only food choices for an office worker are the restaurants or fast food joints.
    In India , We love home food and love our home cook lunch.
    Dabbawalas come to rescue in the situation !
    05-03-2011
    4
  • 5. ORGANISATION :
    The Nutan Mumbai Tiffin Box Suppliers Trust(NMTBST)
    PAST :
    Started in 1880.
    Mahadeo Havaji Bachche started with about 100 men.
    Unified the Dabbawalas.
    Started for the British people.
    05-03-2011
    5
  • 6. ORGANISATION :
    PRESENT:
    • Employees / Partners : 5000
    • 7. Number of Tiffin boxes per day : 2,00,000
    • 8. Number of transactions : 4,00,000
    • 9. Time : 180 Minutes
    • 10. Six Sigma performances : 99.999999
    • 11. Cost of service : 200 INR (@ 5 $ a month)
    • 12. Total turnover : 500000000 INR
    • 13. Industrial growth 5-10% each year.
    05-03-2011
    6
  • 14. Tiffin Box Suppliers Association
    Organizational structure
    The Code
    Operations
    War Against time
    05-03-2011
    7
    Executive Committee
    (5 Members)
    Team of 20-25 headed by group leader
    Individual dabbawalla workload:
    Collect from home -35 Tiffins Delivery at Office -35 Tiffins
    Return empty tiffins to home
  • 15. Organizational Structure
    13 members
    05-03-2011
    8
    President
    Vice President
    General Secretary
    Treasurers
    Directors (9)
    Mukaddam
    Members (5000)
  • 16. Coding System
    VLP : Vile Parle(Mumbai)
    9EX12 : Code for Dabbawalas
    at destinations.
    EX : Express Towers
    (building name)
    12 : Floor No.
    E : Code for Dabbawalas
    at residential station.
    3 : Code for destination
    station eg. churchgate
    05-03-2011
    9
  • 17. 05-03-2011
    10
  • 18. Flow Logic
    Zones for destination
    Collection from home
    Distribution to offices
    05-03-2011
    11
    Point of aggregation and sorting
    Grant Road
    (12)
    1
    2
    E
    A
    3
    Churchgate
    (1-10)
    D
    B
    4
    C
    5
    Lower Parel
    (14)
    6
  • 19. DABBAWALA SCHEDULE
    05-03-2011
    12
  • 20. Journey time(10.30AM-11.30AM)
    The dabbawalas load the wooden crates filled with
    tiffinsonto the luggage or goods compartment in
    the train.
    05-03-2011
    13
    • 12 coach train
    • 21. 4,000 commuters
    • 22. 8,000 disputes
    But no excuses,
    Duty first
  • 23. Destination Station (11.30AM-12.10PM)
    Unloading takes place at the
    destination station
    Re-arrangement of tiffins takes
    place as per the destination area
    and destination building
    05-03-2011
    14
  • 24. RETURN JOURNEY:
    1:15 – 2:00 pm ( At All Destination Stations)
    Begins the collection process where the dabbawalas pick up the tiffins from the offices.
    2:00 – 2:30 pm (At Destination Station)
    The dabbawallas meet for the segregation at
    the destination suburb.
    05-03-2011
    15
  • 25. Final Sorting and Dispatch
    Return journey by train after
    dispatching and collecting from
    various destination offices.
    The group meets up at origin
    station and they finally sort
    out the tiffins as per the origin
    area.
    05-03-2011
    16
  • 26. Management lessons from the Dabbawalas
    Keep operational costs to a minimum:
    • Use cycles, hand carts, local trains – all low cost.
    • 27. No big office to maintain.
    • 28. No I-T budget and no miscellaneous costs.
    • 29. No ad budget – word of mouth publicity!
    • 30. Very nominal monthly service cost – Rs.200/-
    05-03-2011
    17
  • 31. Keep capital investment bare minimum :
    • Hard work, honesty, promptness and time management are the only investments.
    • 32. Low cost offices.
    • 33. Cheap hand carts.
    • 34. Cycles – easy to maintain.
    • 35. Use of public space for sorting.
    05-03-2011
    18
  • 36. Just serve your customer – nothing else!!
    • Always deliver food on time – even during heavy rains.
    • 37. Always on time – even without using a watch!!
    • 38. Don’t try to impress or bother customers with unsolicited offers.
    • 39. Bothering customers with offers may force them to discontinue even existing services.
    05-03-2011
    19
  • 40. Never deviate from your core competency :
    • Only business of delivering home made food to clients.
    • 41. Efforts to sell other products through dabbawala system failed.
    • 42. Be “Master of one trade rather than jack of all.”
    • 43. Develop products and services around core competency, if required.
    05-03-2011
    20
  • 44. Commitment matters – qualification
    doesn't!!
    • 85% of dabbawalas are illiterate.
    • 45. Max. level of literacy – 8th standard failed.
    • 46. Still able to offer world class service, as they are committed to offer food to customer on time.
    • 47. “If commitment is there, qualification can be built.”
    05-03-2011
    21
  • 48. Know the implications of failure:
    • If food is not delivered on time, it angers customers and work will suffer.
    • 49. May cause problems between customer and his wife.
    • 50. A vegetarian gets a non-veg dabba – BIG Problem!!
    • 51. “Knowing the implications of failure makes you more responsible and serious towards your work.”
    05-03-2011
    22
  • 52. Build your services around existing
    infrastructure:
    • Use reliable, fast, efficient and cheap local train services.
    • 53. Many food companies in Mumbai use their own infrastructure – tough to maintain and costly as well.
    • 54. “Building new infrastructure increases the cost of service.”
    05-03-2011
    23
  • 55. Abandon bad customers:
    • When dabbawala knocks the door, the dabba should be ready.
    • 56. If its not for three consecutive days, then the service is stopped as it affects the services to other customers.
    • 57. “Bad customers affect the operation and profitability from existing customers.”
    05-03-2011
    24
  • 58. Penalize employees for non compliance:
    • Dabbawalasare penalized for not wearing Gandhi Topi, not pre-informing about leave and misbehaving with customers.
    • 59. After a few warnings, if dabbawala doesn’t improve, he is expelled from the system.
    • 60. Discipline is the main reason for their success.
    • 61. “Rules are meant to be followed, not broken!!”
    05-03-2011
    25
  • 62. Do not transfer your employees too often:
    • Most of the Employees have experience of more than 30 years.
    • 63. They fully understand the needs of their customers.
    • 64. Thus customers trust them.
    05-03-2011
    26
  • 65. SWOT Analysis
    Strengths:
    Simplicity with innovative service
    Coordination ,team spirit and time management.
    Low operation cost.
    Customer satisfaction.
    Weaknesses :
    High Dependability on local trains.
    Low funds for the association
    Limited access to education.
    Caste-based.
    05-03-2011
    27
  • 66. SWOT Analysis
    Opportunities :
    Wide scale publicity.
    Low Operational cost.
    Catering.
    Threats :
    Direct competition from other caterers.
    Indirect competition from fast food joints and hotels.
    Company canteens
    05-03-2011
    28
  • 67. Some Achievements
    World record in best time management.
    Name in “GUINESS BOOK of World Records”.
    Registered with Ripley's “ believe it or not”.
    Six Sigma rating by Forbes.
    05-03-2011
    29
  • 68. Awards and Felicitation
    Invitations for conferences from
    IIML,
    IIMA,
    Dr. Reddy’s Lab Foundation Hyderabad,
    SCMHRD Nasik,
    BITS- Pilani
    Also, Included in a subject in Graduate School of Journalism University of California, Berkeley.
    05-03-2011
    30
  • 69. Documentaries
    Television
    BBC ,
    MTV,
    ZEE TV,
    AAJ TAK,
    TV TODAY,
    SAHARA SAMAY,
    STAR TV,
    CNBC TV 18,
    CNN,
    TV TOKYO,
    NDTV.
    05-03-2011
    31
    Radio
    German radio network
    Radio mirchi
    Radio mid day
    Fm-gold
    BBC radio
  • 70. VIP visits
    • England King Prince Charles met dabbawalas on 4th Nov, 2003.
    • 71. Was told to come to church gate station to meet dabbawalas, so that the delivery of dabbas to clients is not affected.
    • 72. Virgin group chairman, Richard Branson, travelled with dabbawalas and delivered dabba to his own employee.
    05-03-2011
    32
  • 73. 05-03-2011
    33
    Letter from Prince Charles Richard Branson with Mumbai Dabbbawalas
  • 74. Conclusion
    The concept of dabbawalas comes in one of the biggest and busiest cities of the world.
    Dabbawalas are a great example of efficient service.
    great at time management even during floods (A practice seldom seen in Indian context)
    05-03-2011
    34
  • 75. Conclusion
    Shown that illiterate and semiliterate people can also provide efficient services.
    Hard work and sincerity are the main factors in their success according to them.
    05-03-2011
    35
  • 76. Interesting Facts
    Error data varies from source to source , but roughly, 1 in 6 million transactions.
    No C.A to manage finances and other functions.
    All dabbawalas are shareholders in company.
    No strike ever.
    05-03-2011
    36
  • 77. “We don’t understand Six Sigma. We are a bunch of illiterates. But we do know our prime responsibility – customer satisfaction. And to achieve that, we can put in hard work like no one else,”
    President NMTBSA RaghunathMedge
    05-03-2011
    37
  • 78. Bibliography
    www.wikipedia.org
    www.google.com
    www.mydabbawala.com
    www.blogspot.com
    The Hindu newspaper archives
    05-03-2011
    38
  • 79. THANK YOU