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Case study on_mumbai_dabbawalas_by_group-5


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Case study on_mumbai_dabbawalas_by_group-5

  1. 1. Case Study on Mumbai Dabbawala<br />Submitted by:<br />Avanika Babel<br /> Kriti Pareek<br />Keshav Kumar<br />OmPrakash Gupta<br />
  2. 2. What is NMTBSA?<br />(Nutan Mumbai Tiffin Box Suppliers Association)<br />History : Started in 1880<br />Charitable trust : Registered in 1956<br />Avg. Literacy Rate : 8th Grade Schooling<br />Total area coverage : 60 Kms<br />Employee Strength : 5000<br />Number of Tiffin's : 2,00,000 Tiffin Boxes <br /> ( i.e 4,00,000 transactions every day)<br />Time taken : 3hrs<br />
  3. 3. Error Rate : 1 in 16 million<br />transactions<br />Six Sigma performance (99.999999)<br />Technological Backup : Nil.<br />Cost of service - Rs. 200/month ($ 4.00/month)<br />Standard price for all (Weight, Distance, Space)<br />Rs. 50 Cr. Turnover approx. <br /> [200,000*200=400,000,00 p.m. i.e 48 crore p.a.]<br />“No strike” record as each one a share holder <br />Earnings - 5000 to 6000 p.m.<br />
  4. 4. DABBAWALLAS IN TRAIN COMPARTMENT<br />The word "Dabbawala" can be translated as "box-carrier" or "lunchpail-man". <br />
  5. 5. Case Study : TBSATiffin Box Suppliers Association<br />Executive Committee(5 members)<br />How do they do it…?<br />Organizational structure<br />Teams of 20-25 headed by a group leader<br /><ul><li>War against Time </li></ul> (10.30 – 1.00)<br /><ul><li>The Code</li></ul>Individual Dabbawallaworkload = 30 tiffins<br />
  6. 6. Coding<br />VLP: Vile Parle <br />(Suburb in Mumbai)<br />9E12 : Code <br />for Dabbawallas at <br />Destination <br />E: Express Towers<br />(Bldg. Name)<br />12: Floor No.<br />E: Code for <br />Dabbawallas at<br /> Residential station.<br />3 : Code for Destination station (E.g.. Nariman Point)<br />VLP<br />9E12<br />E<br />3<br />
  8. 8. M<br />BO<br />2GPO<br />4CB10<br />6<br />3<br />D<br />G<br />Let us now look at an example of these codes on the tiffins to better understand the system and what it all denotes:<br />GH<br />VP<br />13<br />2 P 9<br />D<br />3 <br />9 VS 12<br />E<br />
  9. 9. Household<br />Collection split by means of Bicycle-70%<br />Foot- 30%<br />Collection<br />Sorting<br />Bicycle – 20%<br />Train – 80% <br />Transportation<br />Distribution<br />Entirely by cart & Bicycle<br />Destination<br />
  10. 10. 10:34-11:20 am<br />This time period is actually the journey time. The dabbawalas load the wooden crates filled with tiffins onto the luggage or goods compartment in the train. Generally, they choose to occupy the last compartment of the train. <br />
  11. 11. 11:20 – 12:30 pm<br />At this stage, the unloading takes place at the destination station<br />Re-arrangement of tiffins takes place as per the destination area and destination building <br />
  12. 12. In particular areas with high density of customers, a special crate is dedicated to the area. This crate carries 150 tiffins and is driven by 3-4 dabbawalas! <br />
  13. 13. 1:15 – 2:00pm<br />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. <br />
  14. 14. RETURN JOURNEY:<br />2:00 – 2:30 pm<br />The group members meet for the segregation as per the destination suburb.<br />
  15. 15. 2:48 – 3:30 pm<br />The return journey by train where the group finally meets up after the day’s routine of dispatching and collecting from various destination offices <br />Usually, since it is more of a pleasant journey compared to the earlier part of the day, the dabbawalas lighten up the moment with merry making, joking around and singing.<br />
  16. 16. 3:30 – 4:00 pm<br />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 <br />
  17. 17. SWOT Analysis<br />Strengths:<br /> Simplicity in organization with Innovative service <br /> Coordination, team spirit, & time management<br /> Low operation cost<br /> Customer satisfaction<br /> Low Attrition Rate<br />Weaknesses:<br />High dependability on<br /> local trains<br /> Funds for the association<br /> Limited Access to Education<br />
  18. 18. Opportunities<br />Wide range publicity <br /> Operational cost is low <br /> Catering<br />Threats<br />Indirect competition is being faced from caterers like maharaja community <br /> Indirect threats from fast foods and hotels<br /> Change in timings<br /> Company transport<br />Office canteen<br />
  19. 19. Thank You<br />