The Dabbawala system has been operating in Mumbai for over 120 years, delivering home-cooked meals to office workers. It uses a low-tech coding system and relies on local trains for transportation. Dabbawalas have achieved extremely high performance levels with almost zero errors, while keeping operational costs very low through strategies like minimizing capital investment, using existing infrastructure, and avoiding dependence on technology. Their success is attributed to strong principles like commitment to customers, cooperation within groups, and maintaining a flat organizational structure that allows for fast decision-making.

1. Dabbawala : On Time – Every TimeDabbawala : On Time – Every Time
Vitthal Sant Dnyaneshwar
W l T D bb l F d ti M b iWelcome To Dabbawala Foundation, Mumbai
Official Website: www.dabbawala.in
Official E- Mail : info@dabbawala.in

2. How The Dabbawala System Started?y
•It was the time when English were ruling the
India.
•New government offices , post offices ,
bridges etc were being constructed.
N M D ld Pi H t•No MacDonald or Pizza Hut.
•A Parsi banker employed a person to bring
home made food to site of workhome made food to site of work.
•His colleagues too liked this idea and
started availing this service.g
•Slowly this evolved into the present strong
Dabbawala system.

3. Believes of DabbawalasBelieves of Dabbawalas
•Work is worship.
Ser ing people is ser ing God•Serving people is serving God.
•Annadan is Mahadan.
•Marathas of Varkari sect from the remote•Marathas of Varkari sect from the remote
villages round Mumbai.
•The decedents of the Dabbawalas were
the warriors in the army of Shivaji
Maharaj.
Ti i•Time is money.
•Unity is Power.

4. W ki f D bb lWorking of Dabbawala
•Error Rate : 1 in 16 million transactions
• Education : 85% are illiterate & 15 %
educated up to class 10 only.
T h l i l B k Nil•Technological Backup : Nil.
•Cost of service - Rs. 350 - 500/month ($ 7 -
10/month)10/month)
•Standard price (Weight, Distance, Space)
•“No strike” record as each one a share holder.
•Earnings – average 8000 p.m. per
Dabbawala.
•Diwali bonus: one month’s salary.

5. Major Features Of Supply ChainMajor Features Of Supply Chain
•Zero % fuel
Z % d h l•Zero % modern technology
•Zero % investment
•99 9999% performance•99.9999% performance
•100 % Customer Satisfaction
•Green Organization•Green Organization
•Food is taken from home or mess and is
delivered at office.
•Those who eat late keep 2 Dabbas.

6. Case StudyCase Study
How do they do it …
Organi ational Str ct re
Executive Committee
( b ) •Organizational Structure
•Code
•Operations
(7 Members)
•Operations
•War against Time
(9:00 am – 12:30 pm)
Teams of 5-10-20 headed by
a group leader Mukadam
(9:00 am 12:30 pm)
Individual Dabbawala’ s workload:
Collect from home – 40 tiffins
Delivery at office – 40 tiffins
Return empty tiffins to home 40Return empty tiffins to home – 40
tiffins

7. Organizational StructureOrganizational Structure
•Dabbawalas operate in group of 25 –
30 headed by a group leader Mukadam
PRESIDENT
30 headed by a group leader Mukadam
•In one segment there are more than one
group.
VICE PRESIDENT
g p
•A flat organization.
•Instant decisions are taken on the spot.
GENERAL SECRETARY
TREASURER
•Everyone is a share holder.
•Even the president and other high ups
l k
TREASURER
MEMBERS
also work.
•Mini government meets every month
to help guide and sort difference
MUKADAM
to help , guide and sort difference.
DABBAWALA

8. Different Types of service in DabbawalasDifferent Types of service in Dabbawalas
•Individual Dabbawala: Who collect &
deliver the Dabba at his owndeliver the Dabba at his own.
•Group Dabbawala: Who works in groupGroup Dabbawala: Who works in group
with help of each other.
School Dabbawala.
Community Kitchen Dabbawala.
Masjid, Jain Mandir, Parasi etc
Shopkeepers / Businessmen.
Office Dabbawala.
l /Hotel / Mess etc.

9. Coding System The Main Reason Of Error free DeliveryCoding System – The Main Reason Of Error free Delivery
• Initial Coding system used colored
threads to mark 7 islandsthreads to mark 7 islands.
• Sate teen gown ki Mumbai: Girgawn• Sate teen gown ki Mumbai: Girgawn,
Mazgawn, Naigawn, Gavdevi
• Then utilized thrown away cotton
waste from tailors.
• With increase in customer they stared
with Lines Stars Circle Squarewith Lines, Stars, Circle, Square

10. Coding System – The Main Reason Of Error free Deliveryg y y
• Now using colour markers.
A :: Code for Dabbawala/Street at residential
station.
DO :: Residential station DombivaliDO :: Residential station Dombivali.
7 :: Code for destination Station
e.g. Dadar
3 :: Code for Dabbawalas at Destination3 Code o bb w s es o
HT :: Hirnandani Towers (building name)
06 :: Floor no in the building.

11. The Flow Logic of Distributiong
Dombivali
(12) 2
1
(12)
Th
2
3 Distribution
By Carriers
Point of
Aggregation
Thane
(1-10)
4
5
By Carriers
at lunchtime
To offices
And Sorting
A E
Dadar
(14) 7
6
C DB
A E
(14) 7C
Collection from home

12. Value Added Services By DabbawalasValue Added Services By Dabbawalas
•Dabbawala use to provide various value
added services some of them are notadded services some of them are not
known to him
Transport Specs / Goggles
Transport cash on salary
Feeding to School children with biscuits,
sandwich etc in case their parent failed to
give tiffingive tiffin.
Relation Building

13. Management Learning's From DabbawalaManagement Learning s From Dabbawala
Legal Disclaimer: The management skills used in Dabbawala system are unique to it. DoLegal Disclaimer: The management skills used in Dabbawala system are unique to it. Do
not try to duplicate them in your organization without fully knowing its consequences.
Dabbawalas are not responsible for any losses due to it
Website: www.dabbawala.inWebsite: www.dabbawala.in
E- Mail : info@dabbawala.in

14. Keep Capital Investment Bare MinimumKeep Capital Investment Bare Minimum.
• Only investment is the hard work ,
honesty, promptness and time management.y, p p g
• Low cost offices.
Very cheap hand cart.
•Easy to maintain cycles – Fuel is free air -
(God given fuel).
• Use public space for sorting.
•No IT or HR department.

15. Keep operational costs as low as possibleKeep operational costs as low as possible.
• Dabbawalas use cycle , hand cart , local
t i ll l ttrains – all low cost.
•No big offices to maintain•No big offices to maintain.
•No IT budget No miscellaneous expensesNo IT budget. No miscellaneous expenses.
•No Ad budget – word of mouth publicity.g p y
•Average monthly service cost Rs. 250/- (
USD $ 5 ).

16. Just Serve Your Customer – Nothing ElseJust Serve Your Customer Nothing Else.
•Dabbawalas always deliver food on time -
even during heavy rains.g y
•On time without wearing a watch.
•They do not try to impress or bother
customers with unsolicited offers.
B th i t ith li it d•Bothering customers with unsolicited
offers forces them to discontinue even
existing services.g

17. Customer is Not The Raja – But MaharajaCustomer is Not The Raja But Maharaja.
• England king Prince Charles requested to
met Dabbawalas on 4-Nov-2003.et abbawa as o Nov 003.
• He was told to come to Church Gate station
and meet Dabbawalas.
•So that the delivery of Dabbas to clients is not
ff t daffected.
• He spent around 20 minutes with
DabbawalasDabbawalas.
• Virgin group chairman, Richards Branson ,g g p , ,
traveled with Dabbawalas and delivered Dabba
to his own employees.

18. Complexity Opposes ComplianceComplexity Opposes Compliance.
•Initial Coding system used coloured
threads to mark 7 islands.
•Then utilized thrown away cotton waste
from tailors.
•Now using colour markers. No buzz
words. Every thing is simple.
•Keep procedures simple.
•Employees do not follow rules that are
impractical.

19. Never Deviate From Your Core CompetencyNever Deviate From Your Core Competency.
• Dabbawalas are only in the business of
delivering home made food to officedelivering home made food to office.
•Efforts to sell FMCG and other productsEfforts to sell FMCG and other products
through Dabbawala system failed.
•Be – “Master of one trade rather than jack
of all”.
•If required, develop product & services
around core competencyaround core competency.

20. Do Not Be Over Dependent On TechnologyDo Not Be Over Dependent On Technology.
• For 120 years , Dabbawalas did not touch
technology - yet got six sigma and ISOtechnology - yet got six sigma and ISO.
•Today mobile phones are used toToday mobile phones are used to
communicate .
•Website used to get in touch with
customers & give information.
•But logistics is still manual.

21. Flat Organization – Fast Decision MakingFlat Organization Fast Decision Making.
•Dabbawalas operate in group of 25 – 30
, headed by a group leader., y g p
•Everyone is a share holder.
•No fear of boss.
•Instant decisions are taken on the spot
ith t f litiwithout any formalities.
•Mini government to guide help and sort•Mini government to guide ,help and sort
differences.

22. Co-operation Inside – Competition OutsideCo operation Inside Competition Outside.
•There are 2-3 Dabbawala groups in each
segment.g
•Dabba collection is group- wise but
transportation is shared with other groups.
Competition is only up to collection.
• Profit is shared equally within each group
after deducting expenses.after deducting expenses.
•World’s most democratic organization?g

23. Keep Extras For Fault ToleranceKeep Extras For Fault Tolerance.
•For every 20 Dabbawala there is one
extra Dabbawala – like cricket team.
•Extras still do the work and take more
jobs when someone is absent.
•Extras also get paid equally among the
group.
•Without extras, services will affect in
case of exigencies -maligning reputation.g g g p

24. Commitment Matters – Qualification Doesn’tCommitment Matters Qualification Doesn t.
• About 85% of Dabbawalas are
illiterate - “Thumps Up”illiterate - Thumps Up .
•15% are class 8 failed.15% are class 8 failed.
•Still they are able to offer world classy
services as they are committed to offer
food to customer on time.
•If commitment is there , then
qualification can be builtqualification can be built.

25. Know The Implication Of FailureKnow The Implication Of Failure.
•If food is not delivered on time then
customer will be angry and work willg y
suffer.
• Problem with boss & wife.
•If vegetarian gets non-veg Dabba , then
big problem.
•Knowing the implication of failure
makes you more responsible and seriousy p
towards your work.

26. Build Your Services Around Existing InfrastructureBuild Your Services Around Existing Infrastructure.
•Dabbawalas use reliable , fast , efficient and
cheap existing local trains for transportation.p g p
•Many food companies in Mumbai use their
own Infrastructure which is tough to maintain
and costly as well.
•3 sigma's , out of 6 sigma's that Dabbawalas
got should be given to local trains system.got should be given to local trains system.
•Building new infrastructure increases cost tog
serve.

27. Abandon Bad CustomersAbandon Bad Customers.
•When Dabbawala knocks the door , the
Dabba should be ready.y
• If not – then for 2 -3 days, the time is given
to adjust. After that , the services are stopped
as it affects the services to other customers
during war timeduring war time.
•Wives fear Dabbawala more than theirWives fear Dabbawala more than their
husbands.
•Bad customers affect your operations and
profitability from existing customers.

28. Strike Means Suicide - Labor Means LifeStrike Means Suicide Labor Means Life.
•Dabbawalas have never gone on strike since
inception – for 116 years!p y
•Even if the customers do not give yearly
bonus , they still serve them right. A world
record for no strike?
•In Mumbai , hundreds of mills were closed
due to political interference and strikes.due to political interference and strikes.
Everyone got ruined due to closure of mills –
workers as well as mill owners.
•Always sort out differences amicably.

29. Penalize Employees For Non CompliancePenalize Employees For Non Compliance.
•Dabbawalas are penalized for Not wearing
Gandhi Topi , not pre-informing leave andp , p g
Misbehaving with customers.
•After giving a few warnings , if Dabbawala
does not change then he is expelled from the
systemsystem.
•Discipline is one of the main reasons ofDiscipline is one of the main reasons of
Dabbawala success.
•If Not penalized for non compliance -then
what are the rules for?

30. Keep Your Employees Emotionally UnitedKeep Your Employees Emotionally United.
•Dabbawalas are Marathas from Varkari
sect & are from remote villages aroundg
Mumbai.
•Meet every month to sort out issues and
differences. Take their lunch & sing
togethertogether
•Same language - same traditions – sameSame language same traditions same
social status.
•If employees are emotionally united then
they will support the company in case of
tough days.

31. High Salary Alone Can Not Retain EmployeesHigh Salary Alone Can Not Retain Employees.
•The average monthly salary of a Dabbawala
is only Rs. 8000/- ( About USD $100).y ( )
• Still employee attrition is very less , well
almost 0 %.
•Most of the Dabbawalas are third
generation decedents.
•Some work up to 85 years of age!
•Retained because of respect , healthy
relations ,ownership & no fear of boss.

32. Be Humble And Do Not Boast Your SuccessBe Humble And Do Not Boast Your Success.
• Dabbawalas never boast about their
achievementsachievements..
•Attribute their success to customers.Attribute their success to customers.
•Humbly seek support from society - Mediay pp y
Savvy.
•So never come under the bad eyes of
customers or media.

33. Multiskill – Multitask – MultiprofitMultiskill Multitask Multiprofit
•Dabbawala Handles activity like collection,
sorting, transportation, Finance, Customerg, p , ,
care Etc .
•Train employee to handle multiple task /
activity
•Good documentation will help,
•This will ensure smooth operation in case of
absence of employeep y

34. Accept bad before it getting worseAccept bad before it getting worse.
•Most of the customer do not pay bonus yet
we do not force them for bonus and still serve
them
•We need to foresee the worse and accept the
bad
•Otherwise we will loose even what we have
•Protect what you have and then try to get
more.

35. Do not employ over qualified StaffDo not employ over qualified Staff
•Dabbawalas are not as qualified as the job
demands.
•Employ the staff with exactly same
qualification as required , If possible employ
staff with less qualification in same domain
•Overqualified staff will have superiority
complex and will be less motivated. if youcomplex and will be less motivated. if you
employ over qualified staff he will always go
on to naukri.com & surf for new job instead
f t ti t j bof concentrating on current job
•Under qualification is motivation.

36. People above processPeople above process.
•There is no written process in Dabbawala
system to code, collect, sort, transport andy , , , p
deliver the Dabba.
•Still the Dabbas are delivered at right time
and to the right person
•It impossible to make full proof process.
•Its people who run the organization not
processp

37. The power of persistenceThe power of persistence.
•Dabbawala creates a magic today because of
doing the same excellent job for past moreg j p
than 120 years.
•If you consistently follow and pursue just
one single job you will be successful in long
runrun
•Think about Sachin Tendulkar, LataThink about Sachin Tendulkar, Lata
Mangeshkar, Amitabh Bacchan
•Ek Sadhe sab Sadhey.

38. Make your employee shareholderMake your employee shareholder.
•Dabbawalas do their work with full
dedication, commitment and hard work even,
without being monitored since everyone is
shareholder.
•Make all your employee share holder in your
companycompany
•At least key employees should be shareAt least key employees should be share
holders.
•If not possible then salary should be linked
to performance of company.

39. Smile on the face of customer is the biggest certificateSmile on the face of customer is the biggest certificate.
•Dabbawalas are well for their service of
excellent
•Get to know the problems faced by the
customers and provide them solution.
•If you focus on customer satisfaction then
the certificates will automatically comes to
you.you.

40. Value Added ServicesValue Added Services
•Provide value added services without
disturbing your main business.g y
•Dabbawala transfer cash
•Dabbawala transfer specs, goggle, pen etc
•Relation building mornings angry man now
h t f i ti k thungry man transfer movie tickets

41. Work Force Just In TimeWork Force Just In Time
•There is always one or two extra in each group of
Dabbawala.
•Who works in in absence of anyone.
•Instead of Assigning everyone a single job ,
assign some people no jobassign some people no job.
•So they flexible to deploy as & when needed.

42. Work Force Just In TimeWork Force Just In Time
• Dabbawala Handles all activity like collection,
sorting, transportation, Finance, Customer care etcg, p , ,
•Train employee for multi tasking.
•One workforce should train on the skill of
another workforceanother workforce.
•With small amount of training & guidance
prepared workforce to work on different function
based on changing demands.

43. Work Force Just In TimeWork Force Just In Time
•Dabbawalas are flexible & ready to work any
part of organization.p g
•Who works in different area in case of failure,
babsence .
•Worker in any part of organization may moveWorker in any part of organization may move
into other part of organization.
•So they flexible to deploy as & when needed.

44. Work Force Just In TimeWork Force Just In Time
•Dabbawalas has divided there work within group
i.e. one Dabbawala use to collect Dabba, one used,
to transfer & another used to deliver the same etc.
H b i illi l h bl hi•Hence being illiterate also they able to achieve
such a success, since they got small target for
individual .
•Big & challenging job break into smaller &
discrete project workdiscrete project work.
•So organization should not required highlyg q g y
qualified staff to perform life-size project.

45. Work Force Just In TimeWork Force Just In Time
•Dabbawalas works in group of 10-20 people if
one group is overloaded then workload used tog p
share by another group.
All k i ll l•All group work in parallel manner.
•Workforce in one organization can be loaned toWorkforce in one organization can be loaned to
another organization.
•So organization should run eternally.

46. Various Wings of Dabbawala in Mumbaig
Dabbawala Foundation.
Mumbai Jevan Dabbe Vahtuk Mandal.
Nutan Mumbai Tiffin Box Suppliers Charitable
trust.
Ghatkopar Jevan Dabbe Vahtuk Mandal.
Vithhal Rakhumai Jevan Dabbe Vahtuk Mandal.
S t D h J D bb V ht k M d lSant Dnyaneshwar Jevan Dabbe Vahtuk Mandal.

47. Activity Undertaking by
Dabbawala Foundation

48. Activity Undertaking by
Dabbawala Foundation

49. Activity Undertaking by
Dabbawala Foundation

50. Activity Undertaking by
Dabbawala Foundation

51. Activity Undertaking by
Dabbawala Foundation

52. Activity Undertaking by
Dabbawala Foundation

53. Abhishek Dinkar Ekal
Vice President
Dabbawala Foundation – Mumbai , INDIA
Official Website: www.dabbawala.in
Official E- Mail : info@dabbawala.in
© Copyright 2012 – Dabbawala Foundation: No part of the presentation can be used without prior written permission.