Dabbawalas of mumbai
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The dabbawalas of Mumbai are a large supply chain service that delivers home-cooked meals to office workers. They operate a complex distribution network involving sorting, coding, and relaying of tiffin carriers ("dabbas") through Mumbai's suburban railway system. Key aspects of their operations include a decentralized three-tier structure, a coding system that relies on minimal literacy, and a culture of reliability, equality, and customer referrals rather than a traditional business model. While facing challenges from changing lifestyles and workforce demographics, the dabbawalas have continued to successfully deliver over 350,000 meals per day with an extremely low error rate through their robust yet low-tech distribution system.
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Dabbawalas of mumbai (1)
The document summarizes key details about the Dabbawalas of Mumbai, including their large supply chain operation, structure, distribution network, success factors, and future outlook. Some key points:
- They deliver 350,000 meals daily across Mumbai using a coding system and network of local groups, with an extremely low failure rate of once in 15 million deliveries.
- Their three-tier structure includes an executive committee, group leaders (mukadams), and dabbawalas, with a culture of perceived equality and flat pay structure.
- Future concerns include a shrinking customer base as work patterns change, but lifestyle changes have not damaged business significantly so far. Maintaining the next generation's
Dabbawalas of mumbai
The document provides information about the Dabbawalas of Mumbai. It discusses that the Dabbawalas started in the 19th century to deliver homemade lunches to British officers and continues to this day. It describes the intricate system used to collect, transport by train, and deliver over 200,000 lunches per day with very few errors. Key aspects that have led to the Dabbawalas' success include teamwork, time management, personal involvement, strong relationships with customers, and effective communication despite most members having only an 8th grade education.
Presentation on case study on mumbai dabbawalas
The document provides details about the dabbawala system in Mumbai, India. It discusses:
1) Dabbawalas collect hot lunches from homes in the morning and deliver them to offices by lunchtime using local trains and bicycles. They return empty boxes in the afternoon.
2) Over 200,000 lunches are delivered daily through this system with very few errors, despite using simple coding methods without technology.
3) The dabbawalas exemplify strong discipline, organization, time management, and a culture of belonging - which have allowed this illiterate workforce to provide an extremely efficient and reliable service for over 100 years.
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The document summarizes the operations of the Nutan Mumbai Tiffin Box Suppliers Association (NMTBSA), popularly known as the Mumbai Dabbawalas. It details their 130 year history, organizational structure, coding system, daily operations to collect and deliver over 200,000 tiffin boxes across the city with over 99.999999% accuracy, and the awards they have received for their efficient operations.
Mumbai Dabbawala
The Mumbai Dabbawala system is a food delivery service started in 1890 that employs over 5,000 people to deliver home-cooked lunches to customers in Mumbai. Using an innovative logistics network and strict adherence to schedules, they are able to reliably deliver over 200,000 lunch boxes per day within 3 hours, covering an area of 60-70 km using the city's suburban rail network. Their success is attributed to factors like low cost, reliability, decentralization, and perceived equality. They have achieved recognition through numerous documentaries and case studies for their exemplary time management and customer satisfaction achieved through a culture of teamwork.
Mumbai Dabbawalas
The Dabbawala system in Mumbai efficiently delivers 200,000 tiffin carriers per day using a low-tech network of over 5,000 Dabbawalas. Dabbawalas collect freshly cooked meals in the morning from homes in the suburbs, transport them into the city on local trains, and deliver them to office workers by lunchtime. They then collect and return the empty tiffin carriers back to homes in the afternoon, with an extremely low error rate of 1 in 16 million deliveries. The Dabbawala network has been in operation since 1890 and relies on teamwork, local infrastructure, and strong customer relationships rather than technology.
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This paper mainly dwells on the examination of Mumbai Dabbawala operations and achievement of almost zero-fault performance including their problems and prospects in this changing environment of their business.
Please do drop your comments.
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The document summarizes key details about the Dabbawalas of Mumbai, including their large supply chain operation, structure, distribution network, success factors, and future outlook. Some key points:
- They deliver 350,000 meals daily across Mumbai using a coding system and network of local groups, with an extremely low failure rate of once in 15 million deliveries.
- Their three-tier structure includes an executive committee, group leaders (mukadams), and dabbawalas, with a culture of perceived equality and flat pay structure.
- Future concerns include a shrinking customer base as work patterns change, but lifestyle changes have not damaged business significantly so far. Maintaining the next generation's
Dabbawalas of mumbai
The document provides information about the Dabbawalas of Mumbai. It discusses that the Dabbawalas started in the 19th century to deliver homemade lunches to British officers and continues to this day. It describes the intricate system used to collect, transport by train, and deliver over 200,000 lunches per day with very few errors. Key aspects that have led to the Dabbawalas' success include teamwork, time management, personal involvement, strong relationships with customers, and effective communication despite most members having only an 8th grade education.
Presentation on case study on mumbai dabbawalas
The document provides details about the dabbawala system in Mumbai, India. It discusses:
1) Dabbawalas collect hot lunches from homes in the morning and deliver them to offices by lunchtime using local trains and bicycles. They return empty boxes in the afternoon.
2) Over 200,000 lunches are delivered daily through this system with very few errors, despite using simple coding methods without technology.
3) The dabbawalas exemplify strong discipline, organization, time management, and a culture of belonging - which have allowed this illiterate workforce to provide an extremely efficient and reliable service for over 100 years.
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The document summarizes the operations of the Nutan Mumbai Tiffin Box Suppliers Association (NMTBSA), popularly known as the Mumbai Dabbawalas. It details their 130 year history, organizational structure, coding system, daily operations to collect and deliver over 200,000 tiffin boxes across the city with over 99.999999% accuracy, and the awards they have received for their efficient operations.
Mumbai Dabbawala
The Mumbai Dabbawala system is a food delivery service started in 1890 that employs over 5,000 people to deliver home-cooked lunches to customers in Mumbai. Using an innovative logistics network and strict adherence to schedules, they are able to reliably deliver over 200,000 lunch boxes per day within 3 hours, covering an area of 60-70 km using the city's suburban rail network. Their success is attributed to factors like low cost, reliability, decentralization, and perceived equality. They have achieved recognition through numerous documentaries and case studies for their exemplary time management and customer satisfaction achieved through a culture of teamwork.
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The Dabbawala system in Mumbai efficiently delivers 200,000 tiffin carriers per day using a low-tech network of over 5,000 Dabbawalas. Dabbawalas collect freshly cooked meals in the morning from homes in the suburbs, transport them into the city on local trains, and deliver them to office workers by lunchtime. They then collect and return the empty tiffin carriers back to homes in the afternoon, with an extremely low error rate of 1 in 16 million deliveries. The Dabbawala network has been in operation since 1890 and relies on teamwork, local infrastructure, and strong customer relationships rather than technology.
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The document provides an overview of the Mumbai Dabbawala supply chain case study. It summarizes that the Dabbawala system delivers over 200,000 home-cooked lunches daily across Mumbai using an informal logistics network with almost zero infrastructure. Through discipline, a strict code of conduct, and hard work, the Dabbawalas achieve a nearly perfect on-time delivery rate of 99.9999% with almost no use of modern technology, capital investment, or fuel costs. The Dabbawala system is over 125 years old and continues to grow annually through its highly specialized and efficient operations.
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The document summarizes the Mumbai Dabbawala supply chain network. Some key points:
- Dabbawalas have delivered home-cooked lunches in Mumbai for over 100 years, serving over 200,000 people daily with an extremely low error rate of around 1 in 16 million deliveries.
- They use a simple but highly effective coding system and network of collection and distribution centers to transport dabbas (lunch boxes) via local trains and bicycles throughout the city.
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- How technology can potentially change the basis of competition, balance of power, and barriers to entry in an industry
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Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdWalmart Business+ and Spark Good for Nonprofits.pdf
"Learn about all the ways Walmart supports nonprofit organizations.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
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A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
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Dabbawalas of mumbai
- 1. Dabbawalas of Mumbai- Large Service Supply Chain
- 2. Leading without Suits and Ties • Talks on Best Practices at CII, IIMs, IITs, companies Regularly sought by print media and electronic media • Common queries – How do they recruit? – Working of incentive system with “equal pay for all”? – Do they know their clients? – Robustness of distribution channel? – Dealing with growth? – Competitors? – World is changing! Not dabbawalas?
- 3. Facts • 2003: 5000 recruits, 175, 000 clients • 350,000 deliveries • 75 kms of public transport • Failure: once in two months, one in 15 million • Rs 380 million per annum
- 4. Structure • Three tier structure: – Executive committee – Mukadams – Dabbawalas • Role of Groups (a profit centre with 8 mukadams) • Culture similarity of the staff • Distinct local entity of dabbawalas – Known for reliability and work ethic – Helped by commuters
- 5. Distribution Network • Baton relay system • Hub and spoke arrangement • No historical, theoretical legacy in the design • No use of computer technology • Coding system – Decentralized at the group level • Workday schedule • 30-35 deliveries (manageable) • Sorting, loading and unloading at peak rush hours • 4 handlings of a dabba in a day- coding essential
- 6. Distribution Network • K-BO-10-19/A/15 • Clients name is not even existing • Easy coding scheme as the level of literacy is not very high
- 7. Operating Environment • Competitors: Fast Food chains, restaurants and road-side vendors, Udipi chain etc. • Competition is different: – NO MANUFACTURING, ONLY DISTRIBUTION
- 8. Success Factors • Low cost delivery – Rs. 150 -200 • Delivery reliability – Entrepreneurs, not employees – No strikes – Flat structure – Referrals from friends and relatives – No dilution of service culture
- 9. Success Factors • Decentralization • Perceived equality – Effort different, same remuneration • Suburban Railway Network – Foodline of the city
- 10. Future • Key concerns – Shrinking customer base and loyalty • Loss of textile mill workers in 80s amd 90s • Each group authorized to target new customers (school children etc.) – Lifestyle changes • Not a major damage for the business – Workforce management • Next generations do not seem to be greatly interested • Not many incentives for good workers • Not many disincentives wither (no firing)
- 11. Future • Sales and Marketing reps of companies? – Approach • Only for sample products, flyers • Not for products with billing • Want to keep meal delivery simple and manageable • Replicate to other cities – Distribution network – Working population – Preponderance of long commuting times