Case Study of Mumbai Dabbawala system-On time delivery Every Time

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Case Study of Mumbai Dabbawala system-On time delivery Every Time which also include the Six Sigma.

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Case Study of Mumbai Dabbawala system-On time delivery Every Time

  1. 1. The name Maharashtra means The Great state or GreatNation. The name is said to be have being originated probablyfrom Rathi which means chariot driver referring to drivers andbuilders of chariot who were known as Maharathi’s or fightingforce. This was the place where the dabbawala system startedin way back in 1890.
  2. 2. DABBAWALA ???? Dabbawala ,sometimes spelled tiffinwalla is a person in the indian city of mumbai whose job is to carry and deliver freshly made food in lunch boxes to office workers. This system began around the year 1885, where a banker in mumbai hired a man to pick up a packed lunch from his home,have it delivered to his office and when the real meal was finished,return the empty box to his residence so it could be readied for delivery the following day. NMTBSA: Nutan Mumbai tiffin box supplier association.The dabbawalas history started in 1954, charitable trust registered in 1956 and it was being headed by president, Raghunath Medge,who was assisted by a general secretary, a treasurer and a director. Almost they covered 60 -70 kms.Total strength of employees 5000, number of dabbas 2,00,000 i.e ( 4,00,000 transaction a day) Time taken 3 hours.
  3. 3. APPROACHDISCIPLINE :No Alcohol Drinking during business hoursWearing White Cap during business hoursCarry Identity CardsLATEST MARKETING STRATEGY:Marketing message in the “dabba”
  4. 4. Case Study : TBSATiffin Box Suppliers Association Executive Committee How do they do it…? (5 members)  Organizational structure Teams of 20-25 headed by a group leader • Operations• War against Time (10.30 – 1.00) Individual Dabbawalla workload = 30 tiffins• The Code
  5. 5. ORGANISATIONAL STRUCTUREThe service is uninterrupted even on the days of extreme weather, such asMumbais characteristic monsoons. The local dabbawalas at the receivingand the sending ends are known to the customers personally, so that there isno question of lack of trust. Also, they are well accustomed to the localareas they cater to, which allows them to access any destination with ease.Occasionally, people communicate between home and work by puttingmessages inside the boxes. However, this was usually before theaccessibility of telecommunications
  6. 6. SIX SIGMA Six Sigma is a Business management method. Seeks to improve process quality through minimizing variability and the identification and removal of error causes . Among its methods is the systematic use of statistics. Using a set of process assumptions , a six sigma quality level is usually defined as 3.4 defective parts (errors) per million opportunities
  7. 7. Operational Committee Charitable Trust Nutan Mumbai Tiffin Box Mumbai Dabbe Suppliers Association Vahantuk Mandal Raghunath Medge-Sopan Mare-President President General Secretary General Secretary Treasurer Treasurer Director Director Members 5,000 including 635 Supervisor
  8. 8. Meet Mr. DadabhauAge: 65 yearsDabbawala since 1977Area of operation: Kurla (East)Typical number of dabbas collectedfromKurla (East): 28Typical number of dabbas delivered inBallard Estate and surrounding areas: 25Residence: Mulund (a suburb on theCentralRailway line in North Mumbai,approximately 15 kms (9 miles) awayfrom Kurla)
  9. 9.  Mr. Dadabhau’s Normal Day8.30-9.00 amReport for work at Kurla (station of origin).9.00-10.00 amPick-up dabbas from homes.10.00-10.30 amBoth groups congregate at Kurla with dabbas and sort based on destinationstation.10.30 - 10.45 amBoard trains with dabbas either in wooden crates or in hand.10.45-11.30 amTravel by trains to Chhatrapati Shivaji Terminus (CST; erstwhile VictoriaTerminus) station11.30-12.00 pmthis stage, the unloading takes place at the destination station Rearrangementof tiffins takes place as per the destination area and destination building.
  10. 10. 12.00-1.00 pm Delivery to offices at and around Ballard Estate.! 1.00-1.30 pmLunch time for the dabbawalas. 1.30-2.30 pm 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. RETURN JOURNEY 2.40-3.30 pm Train ride back to station of origin (Kurla). 3.30-4:00 pm Sort the dabbas at the station of origin (Kurla). 4.00-5.00 pm Return the dabbas to homes
  11. 11. SWOT ANALYSIS• STRENGTH: • OPPORTNITIES:• Team work,discipline and honesty. • Tie up with caterers to serve variety• Time management, ownership and of meals i.e diet food, chinese, pride in the work, continental food, food for fasting.• Customer satisfaction, low • Expanding network in other cities. operation cost.• Process consistency, service • THREAT: commitment • Flexi timing work from home culture .• WEAKNESS: • During high alerts in the city they• Highly dependent upon mumbai have to face a lot of problems in local train service. getting their self and all the lunch• Limited access to education limits boxes checked so this creates diversification of members to other problem and also the time is being business jobs wasted
  12. 12. THE ROYAL VISIT: Recently, the dabbawala’s had royal company at Churchgate station. The Prince of Wales himself had visited them when he came down to Mumbai. He took keen interest in their way of functioning, expressed surprise at their efficiency and was struck with awe when he was told that they didn’t employ any technology. The prince was presented a small memento, accompanied with a garland, a Gandhi topi and a trophy by the dabbawalas.
  13. 13. AWARDS AND FELICITATIONShri.Varkari Prabhodhan Mahasmati Dindi (palkhi) sohala – 4th march – 2001. Invitation from CII for conference held in Bangalore.Documentaries made by BBC ,UTV, MTV, and ZEE TVDabbawalla services are popular with the Indian IT developer community inSilicon Valley, California, USA.World record in best time managementName in “GUINESS BOOK of World Records”.Registered with Ripleys “ believe it or not”.
  14. 14. CONCLUSION• Sense of deep commitment.• Sense of work ethics.• Best time management. THANK YOU!!• Sandeep Patel, Tamanna Sethi, Aishwarya Pateriya, Renu Saini, Nida Zainab , Amir Naqvi……. (Section Ist :Group 5)Refrence:- Case Study:Harvard Business School(Stepfan Thomke, Mona Sinha) REV. APRIL4, 2011, wikipedia.

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