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Mumbai Dabbawala
This document provides an overview of the Mumbai Dabbawala lunch delivery service. It discusses the evolution and operations of the 127-year-old service, which delivers 200,000 home-cooked lunches daily in Mumbai using an effective coding system and supply chain network with over 5,000 workers. The dabbawalas achieve remarkably high reliability and efficiency, with an error rate of only 3.4 mistakes per million deliveries, demonstrating Six Sigma quality standards through teamwork and coordination across their robust logistics operation.
Mumbai Dabbawala
- 1. MUMBAI DABBAWALA INTERNATIONAL SERVICE OPERATION MANAGEMENT (IBUS7322) PRESENTEDBY: MOHIT SRIVASTAV MUDIT SRIVASTAVA
- 2. OUTLINE INTRODUTION By: Mohit Srivastav EVOLUTION By:Mohit Srivastav SUPPLY CHAIN By: Mudit Srivastava BUSINESS MODEL By: Mudit Srivastava
- 3. WHO ARE THEY??? •Suppliescustomized cooked food from homes/ caterers to the place of work. •Some times also know as tiffin Wala, tiffin suppliers or Anadata. •Six Sigma efficiency rated. •ISO 9001:2000 Certified.
- 4. BRIEF STATICS Started in 1890 NuttanMumbai Tiffin boxes Suppliers Association a charitable trust registered in 1956. Self Employed workers strength -5000 Education level – 85% illiterate Charges around ₹600 to ₹1000 (AUD 12 – AUD 20) Fixed Salary ₹8000 (AUD 160) No. of tiffin 200,000 makes 400,000 deliveries Total area coverage- 60/70 Km Time taken 3 hours
- 5. EVOLUTION •Started in 1890under British rule. •Highly specialised trade. •To sever a Parsi banker a home cooked food in his office and grew with time. •127 years old and recognised as the best case of network management in the world even by the management gurus and growth 5-10% annually. •The coding system created earlier generations is still prominent in 21st century. Initially it was simple color coding but now since Mumbai is widely spread metro with 3 local train routes, coding has also evolved into alphanumeric characters.
- 6. CODING NOMENCLATURE Dabbawalla theroute and destination: •First code is an abbreviation for the collection point •Color code shows the starting railway station •Number for destination railway station •Markings for the destination, building and floor. VLP : Vile Parle ( Suburb in Mumbai) 9 EX 12 : Code of dabbawala at destination EX : Building Name 12 : Floor Name E: Code for dabbawala at resident station 3: Code for destination station
- 7. Pickup from Residence Journey inlocal Train * Unloading and sorting at station Delivery to customer Collection of empty tiffin Journey in local Train * Sorting at train station Returning tiffin box to residence *due to no control over train this is the weakest link in supply chain SUPPLY CHAIN Tiffin
- 8. SIX SIGMA STANDARDS ASix Sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects. 3.4 mistake in every Million deliveries (> 99,99% correct) Exception teamwork Trust Cooperation Effective coding system Coordination Individual abilities
- 9. SWOT ANALYSIS Strengths Opportunities Weaknesses Threats • Public transport uncertainty •Weather conditions • Substitutes (food and service) • Changing customer preferences • Human capital • Robust network of employees • Corporate values and culture • Tight control of supply chain • Quality service reputation • Time management • Growing population • Changing demographics • Changing customer preferences • Low-tech service • Single stream of income • No system of documentation
- 10. BUSINESS MODEL GROWTH •Attitudes andbeliefs to build strong business relationships •Effective communication and cooperation = high service standards •Customer access to technology •Changing customer preferences guided by cultural influence •Marital status of potential clients = opportunity •Advertising as an opportunity Fig 1. The changing customer over time
- 11. REFERENCES •Mumbai Dabbawala. (2017).Mumbai Dabbawala. Retrieved from Dabbawala: http://mumbaidabbawala.in/ •Parmar, B. (2014). Mumbai's dabbawalas up delivery charges by ₹100. Retrieved from The Hindu- Business Line: http://www.thehindubusinessline.com/news/mumbais-dabbawalas-up-delivery-charges-by- 100/article6170725.ece •Parker, D. (2012). Service Operations Management: The Total Experience. Cheltenham, Gloucestershire: Edward Elgar Publishing.
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