The document provides information about the NMTBSA (Navi Mumbai Tiffin Box Suppliers Association) organization, also known as the Mumbai dabbawalas. It discusses that the dabbawalas have been delivering home-cooked lunches to office workers in Mumbai since 1890 using a unique color-coded system. Over 5,000 dabbawalas make over 200,000 deliveries per day with an error rate of just 1 in 16 million transactions. The dabbawalas rely on the Mumbai local train system and bicycles/handcarts for transportation and have a six sigma level of performance despite technological limitations.
Mumbai Dabbawala is tiffin courier services to transfer cooked food from customer's home or caterer to customer's location/ office. This presentation is based on the process of transmission tiffin and reasons for their growth and implementation of technology to help themselves.
Mumbai Dabbawala - Masters of Supply Chain ManagementChandresh Dedhia
Definition (Wikipedia)
Who are Dabbawala’s?
History
Organization Structure
Process
Coding System
Relay & Hurdle Race
Setbacks
Certifications
Celebrity & PR
Case Studies & Documentaries
Records
Marketing Ideas
Management Principle
Conclusion
This presentation explains how the dabbawala system works in Mumbai. It also contains certain statistical data and the achievements of the said system.
Mumbai Dabbawala is tiffin courier services to transfer cooked food from customer's home or caterer to customer's location/ office. This presentation is based on the process of transmission tiffin and reasons for their growth and implementation of technology to help themselves.
Mumbai Dabbawala - Masters of Supply Chain ManagementChandresh Dedhia
Definition (Wikipedia)
Who are Dabbawala’s?
History
Organization Structure
Process
Coding System
Relay & Hurdle Race
Setbacks
Certifications
Celebrity & PR
Case Studies & Documentaries
Records
Marketing Ideas
Management Principle
Conclusion
This presentation explains how the dabbawala system works in Mumbai. It also contains certain statistical data and the achievements of the said system.
1- Introduction
A dabbawala (one who carries the lunch box) is a person in the Indian city of Mumbai whose job is to carry and deliver freshly made food from home in lunch boxes to office workers.
The dabbawala originated when India was under British rule: many Indian people who worked in British companies disliked the British food served by the companies, so a service was set up to bring lunch to them in their workplace straight from their home
In 1890, Mahadeo Bhavaji Bachche started a lunch delivery service with about a hundred men. In 1930, he informally attempted to unionize the Dabbawallas. Later, a charitable trust was registered in 1956 under the name of Nutan Mumbai Tiffin Box Suppliers Trust (NMTBST)
2-JOURNEY OF DABBAWALA
3-Rules and Regulations
DISCIPLINE :
No Alcohol Drinking during the business hours
Wearing White Cap during business hours
Carry Identity Cards
Code of conduct:
• 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 an indication, sacked if repeated in 2-3 instances
4-Mumbai Dabbawallas & Six Sigma
Six sigma is represent a statistical measure and a management philosophy to calculate how many mistake company commits while accomplishing task.
Only 1 error was happened in 16 million transitions, so the Six Sigma performance rate of Mumbai Dabbawallas is 99.999999
0% fuel, 0% Investment, 0% Modern Technology, 0% disputes and 100%Customer satisfaction led the Mumbai Dabbawallas 99.99999 Six Sigma rating.
5-Coding of Mumbai Dabbawallas
6-SWOT Analysis
7-Achievements
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2. About the Organization
• Name: NMTBSA
• Started in 1890
• Around 5,000 dabbawalas
• > 200,000 lunchboxes >400,000 transactions/day
• Total Area Coverage : 60 Kms to 70 Kms
• 6 days a week, 52 weeks a year (- holidays)
• Time Taken : 6 Hours
• Average Literacy Rate : 8th Grade Schooling
2
3. Cont…
• Technological backup : Nil.
• Cost of service : Rs. 500/- to 600/- per month
• Earnings : Rs. 10000/- to 12000/- per month.
• Diwali bonus : One month’s extra payment
• “No Strike” record since 1890.
• “No Police Case / Court Case” since 1890
• Error rate : 1 in 16 million transactions
• Six Sigma performance 3
5. ORGANISATIONAL STRUCTURE
MEMBERS ( 5000 )
MUKADAMS (800)
DIRECTORS ( 9 )
TREASURER
GENERAL
SECRETARY
Vice President
President
15 Members
5
6. Why Mumbai Dabbawalas???
• Carrying dabbas difficult in crowded trains
• Expense of out-side food
• Preference for home-cooked food
• Poor quality of office cafeterias
• Lunches prepared at home and delivered by the dabbawalas after the morning rush
hour
6
7. 4 Reasonsthe DabbawalaSC Succeeds While Corporate
Giants Struggle
• No over-reliance on technology
• Create an integrated performance chain: As a whole
• Acute visibility: Understand exactly is happening
and when. All know what to do
• Keep it simple. Real simple: Give customers what
they want, don’t try anything else
7
8. Supply Chain
• Key: Mumbai Suburban Railway (Mumbai local trains)
• Bicycles and handcarts to travel short distances
Workers have 40
seconds to load
the crates of
dabbas onto a
train at major
stations and just
20 seconds at
interim stops.
8
10. 1. SCM
• Dabbawalas use cycles or go by foot to household: waiting time 2 minutes
• Dabbawalas has to assemble at reported collection point at sharp 9. 30 am: nearest
railway station
• The next mode of transport is the trains
• From Destination station the dabbas are carried to the destination zones
• Then the lunch boxes are carried to the offices: Lunchtime
• From here the reverse process starts
• No slack at any point of time 10
11. 2. Coding System
• BVI: Borivali, a suburb in Mumbai. This denotes the residential station
• 9 RC 14: Code for Dabbawalas at destination. This user code is different for each
customer
• RC: Raheja Chambers, name of a building or office
• 14: Floor Number
• E: Code for Dabbawala at Destination station. For example, E is a code for Nariman
Point, Churchgate
• Jain: Name/Surname of the customer
11
12. 3. Employees
• Work is Worship
• Customer is GOD
• No Alternate to Hardwork
• Importance of Human Values
No Alcohol Drinking / Smoking
during business hours
Wearing White Cap during
business hours
Carry Identity Card
No Leave without Prior Notice
Traffic Jams, pedestrians, delays in train and
signals do not stop the functioning. The
trademark white cap wore by these
Dabbawalas are known to everyone
including the police who don’t interfere in
their process
12
13. Key Features
• Organization Turnover is about Fourty Crores annually
• Uninterrupted and on time service delivered
• Dabbawalas are well used to the local areas
• No error
• During the working hours, they do not take a break
• 0% Fuel reliant
• Do not use any modern technology
• There are no disputes; no presence of any union
• Unique organization with Six Sigma designation and 99.99% rate of performance
• Cost of Service per lunch box = Rs. 450 per month and is standard price for all
• Customer Satisfaction accounts 100% with utmost trust
13
14. Economic Analysis
• Each dabbawala, regardless of role, is paid about eight thousand rupees per month.
• One month’s Diwali bonus from customers.
• The New York Times reported in 2012 that the 125-year-old dabbawala industry
continues to grow at a rate of 5–10% per year.
• Zero % fuel, zero % investment, zero % modern technology, zero % disputes,
99.9999% performance & 100 % customer satisfaction
14
15. • Teamwork, discipline, honesty
• Customer satisfaction
• Service delivery of six sigma
• Service commitment
• Satisfaction of team member
• Delivery model through colour coding
• Financial independence.
• Just in time approach
• Highly dependent on Mumbai local trains
• Limited fund flow of the association
limits the governing body to implement
welfare schemes
• Limited Access to Education, limit
diversification of members to other
business jobs
• Threats from fast food joints & small
restaurants
• Natural Calamities
• Food courts at mall mega structures
• Catering services offering tiffin services
• Paper food vouchers & smart cards i.e.
food plus by HDFC
• Tie up with caterers to serve variety of
meals i.e. diet food, Chinese/continental
food, food for fasting
• Opportunity on the expansion of
services on the routes of Mumbai metro
& BRTS
• Generating revenue by promotion of
other brands
• Expanding networks in other cities
15
SWOT
16. • COMPETITORS:
• The major competitors of Mumbai dabbawala are Magic-o-meal, Food plus by HDFC,
Fast Food chains, restaurants, road-side vendors, Udipi chain, food box etc.
Competition is different here no manufacturing, only distribution.
But, Home food – The USP
of Dabbawala nullifies the
threat.
16
17. Achievements
• Documentaries made by BBC ,UTV, MTV, ZEE TV, AAJ TAK, TV TODAY, SAHARA SAMAY,
STAR TV, CNBC TV 18, CNN, SONY TV, TV TOKYO, NDTV.
• Included in a subject in Graduate School of Journalism University of California,
Berkeley.
• Invited for the Terra Madre World meeting of food communities in Italy between
October 20-23, 2004.
• Invited to marriage of Hon. Price Charles of England on 9, April 2005.
• Invitation from CII for conference held in Bangalore, IIML, IIMA, CII Cochin, CII Delhi,
Dr. Reddy’s Lab.,
• Foundation Hyderabad, SCMHRD Pune, SCMHRD Nasik, Sadahana Pune.
• Name in “GUINESS BOOK of World Records”.
• Part of the “Community of Cooked Food distributors from Mumbai”.
• Radio – German Radio Network, Radio Mirchi, Radio Mid-day, FM –Gold, BBC Radio.
• Registered with Ripley's “believe it or not”.
• World record in best time management.
17
No over-reliance on technology. Sure, the dabbawalas are now using Web technology and SMS for orders, but for the most part this is a fairly low-tech operation. It relies on trains and barefoot men. No computer chips. No social networks. Just guys busting their humps and a reliable train service. The lesson for organizations? Don’t expect technology to solve your issues — usually the issue has more to do with process, execution and expectations than it does bits and bytes.
Create an integrated performance chain. In other words, the dabbawala system keeps its eye on the sum — not the individual parts. When you boil it down to simple terms, a performance chain is really just a system of moving pieces. Focus too much on those individual pieces and you get hung up in the details and, as a result, are less efficient. Concentrate on the entire system and flow of products and information and you have a much better chance of success.
Acute visibility. The beauty of the dabbawala-based system is that all of the dabbawalas understand exactly what is happening and when — to the minute. If certain deadlines and hand-offs are missed, people don’t eat. It’s as simple as that. Make sure everyone within your chain understands what he or she needs to do, where they need to be and what needs to happen for the chain to be successful.
Keep it simple. Real simple. One of the key lessons any organization can learn from the dabbawalas is the simplicity with which this system works. The dabbawalas are intimately aware of what their customers value (food delivered on time, every day). And, just as importantly, they don’t try to do anything other than that. They don’t overcomplicate things. They don’t add extraneous value. They simply understand what their customers want, and they focus 100 percent of their time and energy on meeting that need.