1. Pakistan: Sehat First Project
Unilever strives to deploy long-term community developmental initiatives that provide a
base for self sustaining economic development, thus providing a larger and more robust
customer base.
Sehat First is a social enterprise that aims to deliver affordable, quality basic health care
& pharmaceutical services across Pakistan through self-sustainable franchised tele-health
centers. The Sehat First model is targeted at expanding the health care service delivery
network in Pakistan while creating entrepreneurial & employment opportunities in the
country through retail outlets. A total of 500 Sehat First centers will be set up across
Pakistan within the next 5 years. This project launched with the first ever integrated
telehealth centre and retail outlet at Chashma Goth in Bin Qasim Town of Karachi at end
of June 2008. The centre is the result of a public/ private partnership project between
Sehat First, the Department of Health, City District Government, Karachi and the support
of Unilever Pakistan.
In geographically dispersed low-income communities there is a strong need for access to
affordable healthcare, as quality healthcare services are limited, with few doctors,
shortages of quality staff and lack of funding. Low-income populations suffer from a
prevalence of communicable diseases that should be
prevented, including malaria, diarrhea, acute respiratory illnesses and vaccine-
preventable diseases (measles, hepatitis).
Volunteers from the customer & development department in Unilever Pakistan have been
working on this project since January 2008, in developing the
retail outlets:
Advising & assisting the set-up of retail outlets
Inventory and store management
Selecting and training retail entrepreneurs
Advise on sales generation in rural retailing
Strategic input
"We are working with the core team of Sehat First to establish a shop which will generate
profit to make this unit a self sustainable project. The initial results are very encouraging.
I am sure this unique project will flourish on self sustainable basis and spread nationally
as per plan." Sajid Munir, Volunteer
"I am really excited about working on the SEHAT FIRST PROJECT as this is a new
model. It gives me an opportunity to contribute not only to society but to the business as
well. It gives me pleasure to see that I can also make a difference to the people of
Paksitan" - Junaid Ali Khanm volunteers
Case Study
Is RAHEEL in needs of Remedial Training?
Raheel Shami has been employed for six months in the accounts section of a large manufacturing company

2. in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the
management to find out the contributions of each employee in the Accounts Section and monitor carefully
whether they are meeting the standards set by you.
A few days back you have completed your formal investigation and with the exception of Raheel, all seem to
be meeting the targets set by you. Along with numerous errors, Raheel’s work is characterized by low
performance – often he does 20 percent less than the other clerks in the department.
As you look into Raheel’s performance review sheets again, you begin to wonder whether some sort of
remedial training is needed for people like him.
Questions
1. As Raheel’s supervisor can you find out whether the poor performance is due to poor training or to some
other cause?
2. If you find Raheel has been inadequately trained, how do you go about introducing a remedial training
programme?
3. If he has been with the company six months, what kind of remedial programme would be best?
4. Should you supervise him more closely? Can you do this without making it obvious to him and his co-
workers?
5. Should you discuss the situation with Raheel?
Six Sigma - Mumbai Tiffinwallas - They make one Error on every 16 million transactions. The world
renowned Forbes magazine has selected them as a colossal example of six sigma's success..
Logistics at its best.
The Mumbai Tiffinwallas are international figures now thanks to Forbes Global.
The Forbes story details the efficiency which with they delivers the Tiffins of their customers. Around 5000
Tiffinwallas deliver 175,000 lunches everyday and take the empty Tiffin back.
They make One Mistake in 2 months.
This means there is one Error on every 16 million transactions. This is thus a 6 Sigma performance (a term
used in quality assurance if the percentage of correctness is 99.999999) - the performance which has made
companies like Motorola world famous for their Quality.
Following is the complete story:
Mumbai's "tiffinwallahs" have achieved a level of service to which Western businesses can only aspire!
When the profit motive is given free rein, anything is possible. To appreciate Indian efficiency at its best,
watch the tiffinwallahs at work.
These are the men who deliver 175,000 lunches (or "Tiffin") each day to offices and schools throughout
Mumbai, the business capital of India. Lunch is in a tin container consisting of a number of bowls, each
containing a separate dish, held together in a frame.
The meals are prepared in the homes of the people who commute into Mumbai each morning and delivered
in their own Tiffin carriers. After lunch, the process is reversed. And what a process - in it's complexity, the
5,000 tiffinwallahs make a mistake only about once every two months, according to Ragunath Medge, 42,
president of the Mumbai Tiffinmen's Association.
That's one error in every 8 million deliveries, or 16 million if you include the return trip. "If we made 10
mistakes a month, no one would use our service," says the craggily handsome Medge.
How do they do it? The meals are picked up from commuters' homes in suburbs around central Mumbai
long after the commuters have left for work, delivered to them on time, then picked up and delivered home
before the commuters return.
Each Tiffin carrier has, painted on its top, a number of symbols which identify where the carrier was picked
up, the originating and destination stations and the address to which it is to be delivered. After the Tiffin
carriers are picked up, they are taken to the nearest railway station, where they are sorted according to the
destination station. Between 10:15 a.m. and 10:45 a.m. they are loaded in crates onto the baggage cars of

3. trains. At the destination station they are unloaded by other Tiffinwallas and re-sorted, this time according to
street address and floor. The 100-kilogram crates of carriers, carried on tiffinwallahs' heads, hand-wagons
and cycles are delivered at 12:30 p.m., picked up at 1:30 p.m., and returned where they came from.
The charge for this extraordinary service is just 150 rupees ($3.33) per month, enough for the tiffinwallahs,
who are mostly self-employed, to make a good living. After paying Rs. 60 per crate and Rs.120 per man per
month to the Western Railway for transport, the average Tiffinwallas clears about Rs.3,250. Of that sum, Rs.
10 goes to the Tiffinmen's Association.
After minimal expenses, the rest of the Rs. 50,000 a month that the Association collects go to a charitable
trust that feeds the poor.Superb service and charity too. Can anyone ask for more?
Comments:
What is wonderful about this system is that it extends the design and uses the Tiffinwallas, the end user and
their cognitive and memory structure as well. Since one Tiffinwallas is not going to pick more than
10-20 Tiffin, he can easily sort recognize at the originating station and deliver it to the owner. Also within a
building, the Tiffinwala knows which floor to deliver. Within a floor a owner can recognize his Tiffin amongst
others.
Thus these Tiffins carry only
* A symbol (not name) of the originating station
* A symbol for the destination station
* A symbol for the building where the addressee is.
And what is more amazing is that this is run by people, most of whom are not that literate.