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    Dabbawalas Dabbawalas Presentation Transcript

    • CONTENTS  10 things about the Mumbai Dabbawalas  Discipline and code of conduct  Achievements  Marking on dabbas  Supply chain management  Management lessons from Dabbawalas  Conclusion
    • THINGS
    • 1) Nutan Mumbai Tiffin Box Suppliers Association (NMTBSA) Started in 1890 & Registered in 1956 as a Charitable trust 2) Dabbawalas are not employees they all are entrepreneurs, Standard price for all (Weight, Distance, Space) each have 35 to 40 clients 3) Each one earns near about 4000 to 5000 per month
    • 4) Member Strength is 5000 & they cover 60 Kms to 70 Kms around the Mumbai 5) Number of Tiffin's are 2,00,000 i.e. 4,00,000 transactions takes Place every day 6) Total Turnover around 50 Crore Indian Rupees
    • 7) They don’t use any modern technology 8) No strike record as each one a share holder 9) Great at time management average time taken 3 hours 10) Six Sigma Performance (1 error occurs in 6 Million transaction)
    • DISCIPLINE & CODE OF CONDUCT  No Alcohol Drinking during business hours  Wearing White Cap during business hours  Carry Identity Cards  Rs 500 - Drinking on duty & Rs 100 - Smoking on duty  Rs 25- Not wearing white cap  Rs 25- Not carrying ID card  Rs 1000- Leave without intimation, sacked if repeated in 2-3 instances
    • ACHIEVEMENTS ISO 9001:2000
    • CUSTOMER PROFILE 11% students 15% businessmen 36% government sector 38% private sector employee
    • SUPPLY CHAIN MANAGEMENT 10:30 -11:15 am at Andheri Stn. The Dabbawalas load the wooden crates filled with tiffins onto the luggage or goods compartment in the train.
    • 11:15 – 12:15 pm at Church Gate Stn. unloading takes place at the destination station & Re-arrangement of tiffins takes place as per the destination area and destination building  High volume areas like Nariman Point, Fort , CST have dedicated crates  Each crate 150 dabbas  Pushed by 3-4 Dabbawalas
    • 1:15 – 2:00 pm at destination stn. Here on begins the collection process where the Dabbawalas have to pick up the tiffins from the offices where they had delivered almost an hour ago. 2:00 – 2:30 pm at destination stn. The Dabbawalas meet for the segregation as per the destination suburb.
    • 2:48 – 3:30 pm The return journey by train where the finally meets up after the day’s routine of dispatching & collecting from various destination offices 3:30 – 4:00 pm at the Origin Stn. This is the stage where the final sorting and dispatch takes place. The group meets up at origin station and they finally sort out the tiffins as per the origin area.
    • KEEP OPERATIONAL COST TO MINIMUM  Use cycles, Hand carts, Local trains  No big office to maintain  No IT Budget and No Miscellaneous cost  No Add budget – word of mouth publicity!  Use of public space for sorting
    • JUST SERVE COSTUMER – NOTHING ELSE !!  Always deliver food on time – even during heavy rains  Always on time – even without using a watch  Bothering Costumers with offer may force them to discontinue even existing services
    • NEVER DEVIATE FROM YOUR CORE COMPETENCY  Only business of delivering home made food to clients  Efforts to sell other products through Dabbawalas system failed  Be “Master of one trade rather than Jack of all”  Develop products and services around core competency, if required
    • COMMITMENT MATTERS – QUALIFICATION DOESN’T !!  85% of Dabbawalas are illiterate  Max. level of literacy – 8th standard failed  Still able to offer world class service, as they are committed to offer food to costumer on time
    • KNOW THE IMPLICATIONS OF FAILURE  If food is not delivered on time, it angers customers and work will suffer  May cause problem between customer and his wife  A vegetarian gets a non-veg dabba – BIG Problem !!  “Knowing the implications of failure makes you more responsible and serious towards your work”
    • ABANDON BAD CUSTOMERS  When dabbawala knocks door, the dabba, should be ready  If its not for 3 consecutive days, then the service is stopped as it affects the service to other customers  “Bad customers affect operation and profitability from existing customers”