The document discusses the Dabbawala system of Mumbai, which delivers home-cooked lunches to office workers. [1] It describes how the system started in 1890 and is now run by the Nutan Mumbai Tiffin Box Suppliers Association, employing over 5,000 dabbawalas. [2] The dabbawalas use a complex coding system and efficient processes to deliver over 200,000 tiffin boxes across Mumbai with an extremely low error rate, earning them recognition including Six Sigma certification.
This standard provides guidelines for conducting risk management. It defines key terms like risk and outlines the risk management process. The process involves risk assessment, which includes risk identification, analysis, and evaluation. Risks can stem from external or internal factors and impact an organization's strategic objectives. Conducting risk management helps organizations achieve goals, improve decision making, and enhance resilience by understanding uncertainties. The standard aims to promote best practices for managing opportunities and threats.
Mobile internet and social media are driving massive changes in content discovery and consumption behaviors. Authors and creators have fragmented online presences across many sites and platforms, making their work difficult to comprehensively discover. As devices like smartphones and tablets proliferate, ebooks and digital content are growing substantially while physical retail declines. Publishers are adapting to these trends by embracing new formats and business models, but face challenges keeping up with the pace of change and complexity of rights management in the digital environment.
This 8-page document contains a list of identification numbers on each page. The IDs range from 401 to 1308 and appear to be part of an exam or test related to time management skills. No other context or information is provided beyond the list of IDs spanning 8 pages.
The document provides information about user IDs, passwords, and connecting to the Marist z/OS system. Instructor user IDs start with KC02 while student IDs start with KC03. The instructor can reset student user IDs and view student datasets, while students cannot view instructor datasets. The document describes how to connect using emulation software, sign on to TSO, edit keyboard settings, purge output, log off, and look up ABEND codes.
The document is illegible and contains no discernible information beyond random characters and symbols. It provides no meaningful or coherent summary points in 3 sentences or less.
1) The document provides examples of simple Perl scripts to demonstrate basic programming concepts like variables, arrays, conditional and loop statements, comments, and input/output.
2) The scripts include examples that add numbers in a range using a while and for loop, print array elements, make decisions based on user input, and get input from the user.
3) Comments are explained as a way to annotate code for the programmer and are denoted with # in Perl. Large blocks of code can be commented out using =comment and =cut.
The document is illegible and contains no discernible information beyond random characters and symbols. It provides no essential details that could be summarized in 3 sentences or less.
This standard provides guidelines for conducting risk management. It defines key terms like risk and outlines the risk management process. The process involves risk assessment, which includes risk identification, analysis, and evaluation. Risks can stem from external or internal factors and impact an organization's strategic objectives. Conducting risk management helps organizations achieve goals, improve decision making, and enhance resilience by understanding uncertainties. The standard aims to promote best practices for managing opportunities and threats.
Mobile internet and social media are driving massive changes in content discovery and consumption behaviors. Authors and creators have fragmented online presences across many sites and platforms, making their work difficult to comprehensively discover. As devices like smartphones and tablets proliferate, ebooks and digital content are growing substantially while physical retail declines. Publishers are adapting to these trends by embracing new formats and business models, but face challenges keeping up with the pace of change and complexity of rights management in the digital environment.
This 8-page document contains a list of identification numbers on each page. The IDs range from 401 to 1308 and appear to be part of an exam or test related to time management skills. No other context or information is provided beyond the list of IDs spanning 8 pages.
The document provides information about user IDs, passwords, and connecting to the Marist z/OS system. Instructor user IDs start with KC02 while student IDs start with KC03. The instructor can reset student user IDs and view student datasets, while students cannot view instructor datasets. The document describes how to connect using emulation software, sign on to TSO, edit keyboard settings, purge output, log off, and look up ABEND codes.
The document is illegible and contains no discernible information beyond random characters and symbols. It provides no meaningful or coherent summary points in 3 sentences or less.
1) The document provides examples of simple Perl scripts to demonstrate basic programming concepts like variables, arrays, conditional and loop statements, comments, and input/output.
2) The scripts include examples that add numbers in a range using a while and for loop, print array elements, make decisions based on user input, and get input from the user.
3) Comments are explained as a way to annotate code for the programmer and are denoted with # in Perl. Large blocks of code can be commented out using =comment and =cut.
The document is illegible and contains no discernible information beyond random characters and symbols. It provides no essential details that could be summarized in 3 sentences or less.
The document summarizes the operations of the Dabbawala system in Mumbai, India. It describes how the Dabbawala system started in 1890 to deliver home-cooked meals to workers. It details the highly efficient operations process used by the 5000 Dabbawalas to collect, transport, and deliver over 200,000 home-cooked meals with an extremely low error rate of 1 in 16 million deliveries. The Dabbawalas have received international recognition for their logistical efficiency and customer satisfaction without using modern technology.
- The document describes the history and operations of the Mumbai Dabbawala system, which began in 1890 to deliver home-cooked meals to workers.
- Over time it has grown to include over 5000 dabbawalas who use an efficient system involving sorting, train delivery and bicycles to deliver over 200,000 tiffin carriers serving meals to customers across Mumbai each day, with an extremely low error rate.
- The dabbawalas have developed codes and processes to efficiently collect, transport and deliver meals on time despite relying only on local infrastructure with no modern technology, fuel or vehicles.
The document provides information about the Mumbai Dabbawala network. It discusses their organizational structure, operations, and logistical process. The Dabbawalas have over 5000 employees who efficiently deliver over 200,000 tiffin boxes per day across Mumbai, with an error rate of just 1 in 16 million deliveries. Their supply chain achieves a Six Sigma level of performance without using modern technology.
Final --_study_ondabbawalabydelhimba_student_rahulchoudharyartipradhan
The document provides information about the Mumbai Dabbawala service. Some key details:
- The service started in 1890 and delivers over 200,000 tiffin boxes daily using a complex coding system and network.
- It is managed by the Nutan Mumbai Tiffin Box Suppliers Charity Trust and employs over 5,000 dabbawalas.
- The system relies on teamwork, timing and minimal technology or infrastructure to achieve nearly error-free delivery with high customer satisfaction.
Ludowici is a global manufacturing and engineering company that has served mining and mineral processing industries for over 150 years. It supplies a range of materials handling equipment, mineral processing products, engineered designs, consumables, spare parts, and maintenance services. Ludowici has an annual turnover of approximately $250 million and employs 820 people globally across locations in Australia, Latin America, China, India, South Africa, and the USA. It provides a variety of products such as sampling systems, cyclones, magnetic separators, screens, liners, and other equipment to major mining customers.
The Mumbai Dabbawalas are a unique lunch delivery service that has achieved world record time management. With over 5000 employees, they collect homemade lunches from homes in Mumbai and deliver them to offices within a 3 hour time period each day, with an accuracy rate of less than 6 defects per million opportunities. Despite low literacy rates and minimal resources or technology, they achieve high customer satisfaction through their commitment to timeliness and quality.
Poudre Valley Hospital’s Best Practices for Emergency NotificationEverbridge, Inc.
Poudre Valley Hospital uses the Everbridge emergency notification system to communicate important information to staff quickly and efficiently. They load all employee contact data nightly using an API that interfaces with their HR systems. This allows them to send notifications to large groups segmented by department or specialty. They use the system for emergencies, drills, testing, regulatory surveys, and daily staffing needs. The API and ability to segment groups has improved their notification process and allowed them to contact hundreds of staff in a fraction of the previous time.
The document provides information about the Dabbawala system in Mumbai and discusses plans to start a similar service in Delhi. It summarizes that Dabbawalas in Mumbai have delivered home-cooked lunches to office workers for over a century using a color-coding system. They achieve nearly perfect on-time delivery rates despite low literacy rates. There are now plans to start a Dabbawala service in Delhi given the large population, but it will need to address challenges from Delhi's greater size, diversity, and local food options.
Three cases are discussed. They include the much-talked about Dabbawallas example who operate at a six sigma performance of 99.9999. Then there is a newspaper case study that highlights speed as a distribution objective and fresh flower case study that represents cargo quality as a principle objective of distribution.
The document discusses the Mumbai dabbawala system of delivering home-cooked lunches to office workers. It provides background on the origins of the dabbawala network in 1890. It describes the current operation which involves over 5,000 dabbawalas who use an efficient coding system to collect, transport, and deliver over 200,000 tiffin boxes with an almost zero error rate. The organizational structure and management processes around planning, coordination, staffing, control and time management that allow the system to function smoothly are also summarized.
The document summarizes the history and operations of the Dabbawallah lunch delivery service in Mumbai, India. It discusses that the service began in 1890 with 20 delivery people and now has over 5,000 serving over 175,000 customers daily. The Dabbawallahs use an intricate coding system and work in teams to collect homemade lunches from homes in the morning, transport them to offices on trains, and deliver them in under 3 hours without using modern technology. Their highly efficient system has earned them recognition worldwide for logistics and customer service.
Quadra Alea Residences luxury condominiums and penthouses are located in downtown Playa del Carmen, within walking distance of Mamitas Beach, shops, restaurants and nightlife. The gated community features a gym, pools, landscaping and security. Unit floor plans range from 1-3 bedrooms and 1,130-4,112 square feet, with prices starting at $249,000-$547,906 USD. The brochure provides details on location, amenities, floor plans and purchase prices to interest buyers in the waterfront development.
The above slides present a few Case Studies in Distribution. Case studies of Dabawallas, Newspaper and Fresh Flower are analyzed in detail. The objectives of these three case studies are highlighted. The presentation is compiled by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/DistMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Bill Buchan presented on worst practices in wireless internet service provision to underline best practices. Some examples included: a wireless site container that tipped over during a storm due to incorrect wind loading calculations; overloading an inverter powering multiple radios and cameras; a cable that was damaged by rust allowing water ingress; an antenna mounted upside down allowing water to fill it; fiber cables being chewed by mice; and safety issues like working at heights without harnesses or falling tools. The presentation emphasized planning, maintenance, equipment siting and securing cables and gear to avoid outages and hazards.
This document outlines Mayor Randy Holland's recommendations for handling disaster in the immediate aftermath and moving forward based on lessons learned from the Mayflower tornado. It recommends setting up a command post with designated leadership to coordinate response. In the first hours and days, priorities include clearing roads, assessing infrastructure damage, setting up shelters for displaced residents, and coordinating volunteer groups and media contacts. Six months later, the city has made progress in cleanup efforts but still faces challenges like revenue loss and rebuilding. The mayor proposes initiatives to update emergency plans and build more resilient infrastructure going forward, including a new town center concept plan.
This document provides an overview and description of amenities and facilities available at The M-Club, a family club located at Manas Sarovar hill station. The club offers various indoor and outdoor recreational activities for all ages, including horse riding, swimming, sports, adventure activities, and wellness facilities like spa, yoga and massage. Accommodation and banquet facilities like the auditorium and conference hall are also highlighted. The scenic location and wide range of activities make it a perfect weekend getaway for families.
This document provides an overview of the Mumbai Dabbawala system through a presentation. It defines a Dabbawala as a person who collects, delivers, and returns lunch boxes for workers in Mumbai. It details that over 5000 Dabbawalas deliver over 200,000 lunch boxes daily across 70 km using bicycles and trains. The system has very low error rates and the Dabbawalas have operated for over 124 years with no strikes or legal issues, demonstrating it is one of the most efficient supply chain systems in the world.
Distance is a numerical description of how far apart objects are. In mathematics, a distance function or metric describes distance in a generalized way and must satisfy specific rules. There are various ways to define and calculate distance between points, objects, and sets depending on the context, such as Euclidean distance, taxicab distance, or Hausdorff distance. Distance is an important concept in fields like physics, geometry, and graph theory.
The State Bank of India has classified Kingfisher Airlines as a non-performing asset and in default because they have failed to repay loans of Rs. 1,457.78 crore to SBI. SBI, as the largest creditor in a consortium of banks that have lent over Rs. 6,000 crore to Kingfisher, has given the airline 90 days to repay Rs. 500 crore to upgrade its status, but Kingfisher remains in deep financial trouble and is facing regulatory action from aviation authorities for safety issues. The banks will find it difficult to provide more funds unless Kingfisher pays Rs. 100 crore to restore an invoked bank guarantee or makes good on other defaults.
Complan was launched in 1954 by Glaxo in the UK and India. In 1988, the UK brand was sold to Boots while the Indian brand remained with Glaxo until 1994. Complan targeted growing children and active people needing extra nourishment through sports sponsorships and promotional schemes. Glaxo was acquired by Heinz in 1995, which has operations in 200 countries and $9.2 billion in annual revenue.
Complan was launched in 1954 by Glaxo in the UK and India. In 1988, the UK brand was sold to Boots while the Indian brand remained with Glaxo until 1994. Complan targeted growing children and active people needing extra nourishment through sports sponsorships and promotional schemes. Glaxo was acquired by Heinz in 1995, which has operations in 200 countries and $9.2 billion in annual revenue.
The document contains a list of 29 shop names, their contact details, call and delivery statuses, and reasons for not reordering. It includes the shop name, route, call status to reorder, delivery status, and when they will reorder. For shops not reordering, it lists the reason such as having stock, out of station, or not interested.
The document summarizes the operations of the Dabbawala system in Mumbai, India. It describes how the Dabbawala system started in 1890 to deliver home-cooked meals to workers. It details the highly efficient operations process used by the 5000 Dabbawalas to collect, transport, and deliver over 200,000 home-cooked meals with an extremely low error rate of 1 in 16 million deliveries. The Dabbawalas have received international recognition for their logistical efficiency and customer satisfaction without using modern technology.
- The document describes the history and operations of the Mumbai Dabbawala system, which began in 1890 to deliver home-cooked meals to workers.
- Over time it has grown to include over 5000 dabbawalas who use an efficient system involving sorting, train delivery and bicycles to deliver over 200,000 tiffin carriers serving meals to customers across Mumbai each day, with an extremely low error rate.
- The dabbawalas have developed codes and processes to efficiently collect, transport and deliver meals on time despite relying only on local infrastructure with no modern technology, fuel or vehicles.
The document provides information about the Mumbai Dabbawala network. It discusses their organizational structure, operations, and logistical process. The Dabbawalas have over 5000 employees who efficiently deliver over 200,000 tiffin boxes per day across Mumbai, with an error rate of just 1 in 16 million deliveries. Their supply chain achieves a Six Sigma level of performance without using modern technology.
Final --_study_ondabbawalabydelhimba_student_rahulchoudharyartipradhan
The document provides information about the Mumbai Dabbawala service. Some key details:
- The service started in 1890 and delivers over 200,000 tiffin boxes daily using a complex coding system and network.
- It is managed by the Nutan Mumbai Tiffin Box Suppliers Charity Trust and employs over 5,000 dabbawalas.
- The system relies on teamwork, timing and minimal technology or infrastructure to achieve nearly error-free delivery with high customer satisfaction.
Ludowici is a global manufacturing and engineering company that has served mining and mineral processing industries for over 150 years. It supplies a range of materials handling equipment, mineral processing products, engineered designs, consumables, spare parts, and maintenance services. Ludowici has an annual turnover of approximately $250 million and employs 820 people globally across locations in Australia, Latin America, China, India, South Africa, and the USA. It provides a variety of products such as sampling systems, cyclones, magnetic separators, screens, liners, and other equipment to major mining customers.
The Mumbai Dabbawalas are a unique lunch delivery service that has achieved world record time management. With over 5000 employees, they collect homemade lunches from homes in Mumbai and deliver them to offices within a 3 hour time period each day, with an accuracy rate of less than 6 defects per million opportunities. Despite low literacy rates and minimal resources or technology, they achieve high customer satisfaction through their commitment to timeliness and quality.
Poudre Valley Hospital’s Best Practices for Emergency NotificationEverbridge, Inc.
Poudre Valley Hospital uses the Everbridge emergency notification system to communicate important information to staff quickly and efficiently. They load all employee contact data nightly using an API that interfaces with their HR systems. This allows them to send notifications to large groups segmented by department or specialty. They use the system for emergencies, drills, testing, regulatory surveys, and daily staffing needs. The API and ability to segment groups has improved their notification process and allowed them to contact hundreds of staff in a fraction of the previous time.
The document provides information about the Dabbawala system in Mumbai and discusses plans to start a similar service in Delhi. It summarizes that Dabbawalas in Mumbai have delivered home-cooked lunches to office workers for over a century using a color-coding system. They achieve nearly perfect on-time delivery rates despite low literacy rates. There are now plans to start a Dabbawala service in Delhi given the large population, but it will need to address challenges from Delhi's greater size, diversity, and local food options.
Three cases are discussed. They include the much-talked about Dabbawallas example who operate at a six sigma performance of 99.9999. Then there is a newspaper case study that highlights speed as a distribution objective and fresh flower case study that represents cargo quality as a principle objective of distribution.
The document discusses the Mumbai dabbawala system of delivering home-cooked lunches to office workers. It provides background on the origins of the dabbawala network in 1890. It describes the current operation which involves over 5,000 dabbawalas who use an efficient coding system to collect, transport, and deliver over 200,000 tiffin boxes with an almost zero error rate. The organizational structure and management processes around planning, coordination, staffing, control and time management that allow the system to function smoothly are also summarized.
The document summarizes the history and operations of the Dabbawallah lunch delivery service in Mumbai, India. It discusses that the service began in 1890 with 20 delivery people and now has over 5,000 serving over 175,000 customers daily. The Dabbawallahs use an intricate coding system and work in teams to collect homemade lunches from homes in the morning, transport them to offices on trains, and deliver them in under 3 hours without using modern technology. Their highly efficient system has earned them recognition worldwide for logistics and customer service.
Quadra Alea Residences luxury condominiums and penthouses are located in downtown Playa del Carmen, within walking distance of Mamitas Beach, shops, restaurants and nightlife. The gated community features a gym, pools, landscaping and security. Unit floor plans range from 1-3 bedrooms and 1,130-4,112 square feet, with prices starting at $249,000-$547,906 USD. The brochure provides details on location, amenities, floor plans and purchase prices to interest buyers in the waterfront development.
The above slides present a few Case Studies in Distribution. Case studies of Dabawallas, Newspaper and Fresh Flower are analyzed in detail. The objectives of these three case studies are highlighted. The presentation is compiled by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/DistMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Bill Buchan presented on worst practices in wireless internet service provision to underline best practices. Some examples included: a wireless site container that tipped over during a storm due to incorrect wind loading calculations; overloading an inverter powering multiple radios and cameras; a cable that was damaged by rust allowing water ingress; an antenna mounted upside down allowing water to fill it; fiber cables being chewed by mice; and safety issues like working at heights without harnesses or falling tools. The presentation emphasized planning, maintenance, equipment siting and securing cables and gear to avoid outages and hazards.
This document outlines Mayor Randy Holland's recommendations for handling disaster in the immediate aftermath and moving forward based on lessons learned from the Mayflower tornado. It recommends setting up a command post with designated leadership to coordinate response. In the first hours and days, priorities include clearing roads, assessing infrastructure damage, setting up shelters for displaced residents, and coordinating volunteer groups and media contacts. Six months later, the city has made progress in cleanup efforts but still faces challenges like revenue loss and rebuilding. The mayor proposes initiatives to update emergency plans and build more resilient infrastructure going forward, including a new town center concept plan.
This document provides an overview and description of amenities and facilities available at The M-Club, a family club located at Manas Sarovar hill station. The club offers various indoor and outdoor recreational activities for all ages, including horse riding, swimming, sports, adventure activities, and wellness facilities like spa, yoga and massage. Accommodation and banquet facilities like the auditorium and conference hall are also highlighted. The scenic location and wide range of activities make it a perfect weekend getaway for families.
This document provides an overview of the Mumbai Dabbawala system through a presentation. It defines a Dabbawala as a person who collects, delivers, and returns lunch boxes for workers in Mumbai. It details that over 5000 Dabbawalas deliver over 200,000 lunch boxes daily across 70 km using bicycles and trains. The system has very low error rates and the Dabbawalas have operated for over 124 years with no strikes or legal issues, demonstrating it is one of the most efficient supply chain systems in the world.
Distance is a numerical description of how far apart objects are. In mathematics, a distance function or metric describes distance in a generalized way and must satisfy specific rules. There are various ways to define and calculate distance between points, objects, and sets depending on the context, such as Euclidean distance, taxicab distance, or Hausdorff distance. Distance is an important concept in fields like physics, geometry, and graph theory.
The State Bank of India has classified Kingfisher Airlines as a non-performing asset and in default because they have failed to repay loans of Rs. 1,457.78 crore to SBI. SBI, as the largest creditor in a consortium of banks that have lent over Rs. 6,000 crore to Kingfisher, has given the airline 90 days to repay Rs. 500 crore to upgrade its status, but Kingfisher remains in deep financial trouble and is facing regulatory action from aviation authorities for safety issues. The banks will find it difficult to provide more funds unless Kingfisher pays Rs. 100 crore to restore an invoked bank guarantee or makes good on other defaults.
Complan was launched in 1954 by Glaxo in the UK and India. In 1988, the UK brand was sold to Boots while the Indian brand remained with Glaxo until 1994. Complan targeted growing children and active people needing extra nourishment through sports sponsorships and promotional schemes. Glaxo was acquired by Heinz in 1995, which has operations in 200 countries and $9.2 billion in annual revenue.
Complan was launched in 1954 by Glaxo in the UK and India. In 1988, the UK brand was sold to Boots while the Indian brand remained with Glaxo until 1994. Complan targeted growing children and active people needing extra nourishment through sports sponsorships and promotional schemes. Glaxo was acquired by Heinz in 1995, which has operations in 200 countries and $9.2 billion in annual revenue.
The document contains a list of 29 shop names, their contact details, call and delivery statuses, and reasons for not reordering. It includes the shop name, route, call status to reorder, delivery status, and when they will reorder. For shops not reordering, it lists the reason such as having stock, out of station, or not interested.
Compensation of employees (CE) refers to the total gross wages and remuneration paid by employers to employees in return for work performed. CE includes cash wages, benefits, and some social insurance payments. It aims to represent the total labor costs to employers and contribution of labor to economic output, though it may obscure some costs to employees and real wages received. Critics argue CE can make wages appear higher than they are and does not separately itemize components like social insurance contributions.
Compensation of employees (CE) refers to the total gross wages and benefits paid by employers to employees in return for work performed. CE includes cash wages as well as in-kind payments like meals, housing, and transportation benefits. It also includes employers' social insurance contributions. CE is measured on an accrual basis according to the work performed in an accounting period, regardless of when payment is made. CE is a component of value added and national income, representing the contribution of labor to economic output. However, CE does not equal actual take-home pay for workers since it includes some imputed and deferred compensation.
This very short document does not contain any discernible words, sentences or meaningful information to summarize. It appears to be random characters without any substance to extract a multi-sentence summary from.
This document does not contain any meaningful information to summarize in 3 sentences or less. It consists only of unintelligible characters without any context or substance.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Duba...mayaclinic18
Whatsapp (+971581248768) Buy Abortion Pills In Dubai/ Qatar/Kuwait/Doha/Abu Dhabi/Alain/RAK City/Satwa/Al Ain/Abortion Pills For Sale In Qatar, Doha. Abu az Zuluf. Abu Thaylah. Ad Dawhah al Jadidah. Al Arish, Al Bida ash Sharqiyah, Al Ghanim, Al Ghuwariyah, Qatari, Abu Dhabi, Dubai.. WHATSAPP +971)581248768 Abortion Pills / Cytotec Tablets Available in Dubai, Sharjah, Abudhabi, Ajman, Alain, Fujeira, Ras Al Khaima, Umm Al Quwain., UAE, buy cytotec in Dubai– Where I can buy abortion pills in Dubai,+971582071918where I can buy abortion pills in Abudhabi +971)581248768 , where I can buy abortion pills in Sharjah,+97158207191 8where I can buy abortion pills in Ajman, +971)581248768 where I can buy abortion pills in Umm al Quwain +971)581248768 , where I can buy abortion pills in Fujairah +971)581248768 , where I can buy abortion pills in Ras al Khaimah +971)581248768 , where I can buy abortion pills in Alain+971)581248768 , where I can buy abortion pills in UAE +971)581248768 we are providing cytotec 200mg abortion pill in dubai, uae.Medication abortion offers an alternative to Surgical Abortion for women in the early weeks of pregnancy. Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
3. WHO IS DA BBA WA L A ?
• 5000 D abbawala • N o strike for 1 1 6 years
• 2,00,000 D abbas • Prince C harles Friend
• Six Sigm a C ertified • Ind ia’s Top Brand
• ISO 2000 C ertified • Prid e O f M arathas
• M ost are Illiterate • Icon O f H ard Work
• L ecture M BA’s • A m anagem ent Guru
4. H O W TH E D ABBAWAL A SYSTEM STARTED ?
• It was the tim e when English were ruling the
Ind ia
• N ew Governm ent offices, Post O ffices,
Brid ges etc. were being C onstructed .
• N o M c’D onald or Pizza H ut
• A Parsi Banker em ployed a person to bring
hom e m ad e food to site of work
• H is C olleagues too liked this id ea and Started
availing this service.
• Slowly this evolved into the present 5000
strong D abbawala System .
5. FO U N D ER O F D ABBAWAL A SYSTEM
H on. M ahad u H avaji Bacche H on. D hond iba M ed ge
• Ed ucated only up to C lass 2 • Ed ucated only up to class 4
• Started the D abbawala System • Fram ed the Rules and Regulations
with a hand ful of 35 D abbawala of D abbawala
in 1 890
6. BEL IEVES O F D ABBAWAL A
• Work is Worship.
• Serving People is serving god .
• Annad an is M ahad aan.
• The D eced ents of the
D abbawalas were the warriors
in arm y of C hatrapati Shivaji
M ahraj.
• Tim e is m oney.
• U nity is Power.
7. WH AT IS N U TAN M U M BAI TIFFIN BO X SU PPL IERS ASSO C IATIO N ?
• H istory- Started in 1 890
• C haritable Trust- Registered in 1 956
• Ed ucation:- 85% Illiterate
• Total area C overage:- 60K m s/ 70 K m s
• Em ployee Strength:- 5000
• M ukhad ham s:- 635
• N o. of D abbas:- 2,00,000 D abbas i.e.
4,00,000 transactions every d ay.
• Tim e Taken:- 3 H rs.
8. Q FAC TO R O F D ABBAWAL A
• Error Rate:- 1 in 1 6 m illion transaction
• Six sigm a Perform ance (99.9999)
• Technological Backup:- N il
• C ost O f service:- Rs. 250- 300 per M onth
• Stand ard price for all (Weight; D istance;
Space)
• Rs. 30 C rore approxim ately Annual
Turnover.
• “ N o Strike” record s as reach one a share
hold er
• Earnings:- 4000 To 5000 P.m
9. M AJO R FEATU RES O F SU PPL Y C H AIN
• 0% Fuel
• 0% M od ern Technology
• 0% Investm ent
• 0% D isputes
• 99.9999 Perform ance
• 1 00% C ustom er satisfaction
• Food is taken from hom e or m ess
& is d elivered at office
10. D ISC IPL IN E
• Wearing White C ap D uring
business H rs.
• Reporting To D uty on tim e
• Behave Properly & respect the
custom ers
• C arry Id entity card s.
11. O rganizational Flowchart O f D abbawala
Presid ent
Vice presid ent
1 3 M em bers
General Secretary
Treasure
D irector (9)
M ukad aam
M em ber (500)
12. C O D IN G SYSTEM
• Initial C od ing System used colored
thread s to m ark 7 Island s
• Then U tilized thrown away cotton waste
from tailors.
• N ow using colour m arkers.
E:: C od e for D abbawala Street at resid ential
station
VL P:: Resid ential Station Ville Parle
3:: C od e for D estination station.
E.G :- C hurch gate
9:: C od e for D abbawala at D estination.
Ex: Express towers ( Build ing nam e)
1 2:: Floor no. in the build ing.
15. PIC K U P D ABBA FRO M RESID EN C E & BRIN G IT TO AN D H ERI STATIO N .
9:30 A .M- 10:30 A .M
• This tim e period is U tilized for collecting
D abbas from D ifferent places around
And heri
• D abbas are collected from d ifferent
resources such as hom es, hotels, m esses
etc. by D abbawalas & brought to And heri
Station.
• Red L ight, N o entry etc. is crossed .
• N ow these collected D abbas are sorted
accord ing to D estination.
• Wherever there is D abba- There is
D abbawala.
16. JO U RN EY IN TH E L O C AL TRAIN
• 1 0:34- 1 1 :20 A.M ( And heri Station)
• This tim e period is actually the journey tim e.
The D abbawalas load the wood en C rates filled
with Tiffin on t the luggage or good s
com partm ent in the train.
• Generally, they C hoose to O ccupy the last
com partm ent of the train.
• 1 2 coach Train
• 4,000 C om m uters
• 8,000 D isputes
• But no excuses D uty First.
17. U N L O AD IN G & SO RTIN G AT D ESTIN ATIO N STATIO N
• 1 1 :20- 1 2:30 P:M ( C hurch gate
Station)
• At this stage; the unload ing takes
place at the d estination station
• Re- arrangem ent at Tiffin's takes
place as per the D estination Areas &
d estination build ings
• D abbas are D elivered by cycle; hand
card or even walk.
18. AN N AD ATAS H AVIN G TH EIR FO O D
• 1 2:30P.M - 1 :00P.M (L U N C H TIM E)
• D abbawalas carry their Food
with them
• Areas wise sit together & have
their lunch
• The fam ily that eats together
stays together.
19. C O L L EC TIO N O F EM PTY D ABBA & SO RTIN G AT D ESTIN ATIO N S STATIO N
• 1 :1 5- 2:30 P.M ( At all
d estination stations)
• H ere on begins the collection
process where the D abbawalas
have to pick up the D abbas
from the offices where they
had d elivered alm ost an hour
ago
• The Return journey by train
where the group finally m eets
up after the day’s routine of
d ispatching & collecting from
various d estination offices.
• The D abbawalas m eet for the
segregation as per the
d estination suburb.
20. RETU RN JO U RN EY
• 2:48- 3:30P:M
• U sually since it is m ore of a
pleasant journey com pared to the
earlier part of the d ay; the
D abbawalas lighten up the
m om ent with m erry m aking;
joking around singing.
• There is no cause of tension or
worry as custom er has eaten the
lunch.
• Even if the Return journey is
d elayed little bit there is no
problem .
21. SO RTIN G & D EL IVERY O F EM PTY D ABBA
• 3:30- 4:40 P.M ( At all O rigin Stations.)
• This is the stage where the final sorting &
d ispatch takes place. The group m eets up at
origin station & they finally sort out the
Tiffin's as per the origin area & the em pty
D abba is d elivered at the Respected
Resid ence.
• The actual ad d ress of the resid ence is not
m entioned on the D abba. It is rem em bered
by the D abbawalas.
22. SIX SIGM A C ERTIFIC ATIO N BY FO RBES GRO U P
• D abbawalas got six sigm a
• D abbawalas were invited to collect the six
sigm a certificate they d id not know what it is
m ad e of Gold or Bronze.
• The certificate is lying in cupboard eating
d ust.
• D abbawalas got ISO 9001 - 2000 for
Excellence in service
• The only think that a “ Error is H orror”
• D abbawalas work with Great efficiency
without caring for any certificates.