PREPARED BY:- Mr Igo kamduk Mba/14/06
North eastern regional institute of
science and technology.
who deliver meals prepared in
customers’ homes to their
offices and then
return the empty dabbas
(metal lunchboxes) the same day.
• The Mumbai dabbawala service is legendary for
its reliability. Since it was founded, in 1890.
• The 5,000 or so dabbawalas in the city have an
astounding service record. Every working day
they transport more than 130,000 lunchboxes
throughout Mumbai, the world’s fourth-most-
populous city. That entails conducting upwards of
260,000 transactions in six hours each day, six
days a week, 52 weeks a year (minus holidays),
but mistakes are extremely rare.
It has attracted worldwide attention and visits by
Prince Charles, Richard Branson, and employees
of Federal Express, a company renowned for its
own mastery of logistics.
The dabbawalas have an overall system whose
They are perfectly aligned and mutually
Management: A Self-Organized
• The dabbawalas essentially manage
themselves with respect to hiring, logistics,
customer acquisition and retention, and
• Each dabbawala is an entrepreneur who is
responsible for negotiating prices with his
• When someone wants to join a local
• Workers with more than 10 years of
experience serve as supervisors, or
Process: Simplicity, Flexibility, and
• For the dabbawalas, having the right process
in place means more than simply
implementing efficient work flows.
• It also incudes' the way information is
managed, the use of built-in buffers, and a
strict adherence to standards.
• Each group has two or three extra workers
who fill in wherever they are needed, and
• all members are cross-trained in different
activities: collecting, sorting, transporting,
finance, and customer relations. to stay on
Rigorous adherence to processes and
The dabbawalas strictly observe certain rules:-
• they don’t eat until they have completed all their
• Workers are fined or fired for repeated mistakes
• Customers are also expected to abide by the
• Those who are repeatedly late in having their
dabbas ready for pickup and don’t respond to
warnings are dropped. The system empowers
frontline workers to take action.
• The dabbawalas show that with the right
system, an organization doesn’t need
extraordinary talent to achieve extraordinary
• The dabbawalas, too, are facing challenges as
their market undergoes a transformation. But
with judicious adjustments to their four
pillars, they may continue to achieve amazing