The document summarizes the operations of the Mumbai Dabbawalas, who deliver home-cooked lunches to office workers in Mumbai. It outlines their highly efficient system for sorting and delivering over 200,000 lunch boxes per day across Mumbai within 3 hours, with an extremely low error rate of 1 in 16 million transactions, equivalent to Six Sigma quality levels. The Dabbawalas have no formal education or technology, yet achieve world-class reliability through their simple coding system and cultural values like trust and ownership.

1. Presented by Group #10
Soundarya, Ramesh, Neetu Murali, Niharika Shetty

2.  Time, Cost, Quality - Choose any Two
 QA function to independently check up on and "control"
production
 Remove and rework defective product through inspection P/F
 Cost of quality, Optimal Inspection and Rejection

3.  99.9% Quality not good enough
 6-sigma --> less cost of failures
 Cost of failure underestimated
 Cost of Quality not understood
 Increased Quality Eliminates Waste.
 Quality is free

5.  20,000 incorrect prescriptions every year
 500 incorrect operations each week
 50 babies dropped at birth every day
 22,000 checks deducted from the wrong bank account each
hour
 32,000 missed heart beats per person each year

6.  Six Sigma is a business management strategy originally
developed by Motorola, USA in 1986.
 Seeks to improve the quality of process outputs
 by identifying and removing the causes of defects (errors)
and
 minimizing variability in manufacturing and business
processes.
 It uses a set of quality management methods,
 including statistical methods,
 and creates a special infrastructure of people within the
organization ("Black Belts", "Green Belts", etc.) who are
experts in these methods.

7.  Follows a defined sequence of steps and has quantified
financial targets (cost reduction or profit increase)
 Originated from terminology allied with manufacturing,
specifically terms associated with statistical modelling of
manufacturing processes.
 The maturity of a manufacturing process can be described by a
sigma rating indicating its yield, or the percentage of defect-
free products it creates.
 A six sigma process is one in which 99.99966% of the products
manufactured are statistically expected to be free of defects

8.  The goal is to ensure that no unacceptable parts are ever
passed on to a customer.
 A defect is anything that does not fall within the customer’s
tolerance limits
 Continuous process improvement to lower the process
variability so low that the upper and lower specifications are 6
standard deviations above and below the mean

9. 3 Sigma
 Probability outside range =
(1 – 0.99865) * 2 = 0.0027
 Defect rate = 2,699 defects
per million opportunities
6 Sigma
 Probability part outside
range = 0.00000000198024
 Defect rate = 0.00197 dpm
(1.97 defects per BILLION)
3 6

10.  3 Sigma : 1/.0027 = 1 Every 370 Parts
 6 Sigma : 1/ 0.00000000198024
= 1 Every 504.9 Million Parts
 If We Make A Million Parts Per Year,
We Have:
 3σ : 2,699 defectives
 6σ : 0.0019732 Defectives

12.  Goal
 Define the project’s
purpose and scope and get
background on the process
and customer
 Output
 A clear statement of the
intended improvement
and how it is to be
measured
 A high-level map of the
process
 A list of what is important
to the customer
IMPROVE
CONTROL
MEASURE
ANALYZE
5 1
2
3
4
DEFINE

13. Define

14. Define Measure Analyze
Improve/
Innovate
Control
Product Flow
SIPOC
Process OutputInput CustomerSupplier
Planning Level Build Plan Doctors
Quality
Engineering
JCIT
Capacity
Requirements
Line Design
Compliance
Issues
Consulting
Improved Cycle
Times /WIP
Reductions
Reduced QNC’s
Improved Efficiency/
Improved Compliance
Shareholders
Quality
Regulatory
Receive
Finished Goods
Trigger
Cut Work Order
to Line
Sequence WO's
Through
Single Prod.
Line
Marketing
Forecast
Sterilize
Release
Product to
Finished Goods
EXISTING PROCESS FLOW

15.  Goal
 Focus the improvement
effort by gathering
information on the
current situation
 Output
 Data that pinpoints
problem location or
occurrence
 Baseline data on
current process sigma
 A more focused
problem statement
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1

16. D M A I C
• The system to collect information is already established.
• 100% of Scrap forms from Work Orders for all products are
captured into a Yield Database.
• Scrap form (FORM633) has information as Lot Number, Date,
Shift, Product Number, Defect Code, Defect Description,
Potential Cause, Work Station ID, Catheter Number, Scrap
Quantity, and is signed by operator and supervisor / engineer.
• Yield Database has information as Product Number, Date, Lot
Number, Description, Lot Quantity, Reworks, Scrap in Line,
and Scrap in QA.

17.  Goal
 Identify deep root causes
and confirm them with
data
 Output
 A theory that has been
tested and confirmed
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1

18. D M A I C
D-1237-02-SD-1237-01-S
1.34
1.32
1.30
1.28
1.26
1.24
1.22
1.20
1.18
1.16
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Short in Ring
Shif t
D-1237-01-S D-1237-02-S
1.00
1.05
1.10
1.15
1.20
1.25
1.30
1.35
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for No Reading
Shif t
D-1237-01-S D-1237-02-S
0.98
1.08
1.18
1.28
1.38
1.48
1.58
1.68
1.78
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Lasso out of Roundness
Shif t
D-1237-02-SD-1237-01-S
1.35
1.30
1.25
1.20
1.15
1.10
1.05
1.00
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Damaged Ring
Shif t
D-1237-01-S D-1237-02-S
1.00
1.05
1.10
1.15
1.20
1.25
1.30
1.35
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Damaged Spine Cover
Shif t
D-1237-01-S D-1237-02-S
1.0
1.1
1.2
1.3
PART NUMBER
AverageperWO
1
2
Multi-Vari Chart for Tip going Backwards
Shif t

19. StrategicAdvantage
•Advanced Applications
•High Interactivity
e.g. online forms
•Knowledge Mgt hub
•Primary Communications
Vehicle
•Content Rich
Tier 4
Transforming
Features
Tier 1
Basic Presence
Basic
Company
Information
Tier 3
Integrating
•Communities
•Advanced Search
•Value-add tools
•Moderate Interactivity
•Personalisation
•Extensive information
•Basic Search
Tier 2
Searching
Analyze

20. Analyze
Forecasted Demand
08/15/05- 07/15/05
Month
GrandTotal
121086420
40000
39000
38000
37000
36000
35000
34000
33000
32000
31000
S 2661.11
R-Sq 7.0%
R-Sq(adj) 0.0%
Fitted Line Plot
Grand Total = 34329 + 193.1 Month
7% Increase in demand/year

21.  Goal
 Develop, pilot, and
implement solutions that
address root causes.
 Output
 Identification of planned,
tested actions that should
eliminate or reduce the
impact of the identified root
causes
CONTROL
MEASURE
ANALYZE
5
2
3
DEFINE
1
FMEA
IMPROVE
4

22. D M A I C
• Improvement team created with members of Quality,
Production, Engineering and R&D areas to propose and
evaluate ideas.
• Brainstorming tool was used to gather ideas on how to solve
the problems identified.
• Ideas were evaluated per following criteria: feasible, high
impact, easy, low cost, and quick.
• Following tables summarizes solutions agreed by consensus of
the improvement team.

23. AnalyzeMeasureDefine Control
Used Japan Custom line as a pilot
- Medium size production line
- Minimize the production Impact
– Kanbans Cards
– Signals, Lights
– Performance Measures
Improve/

24.  Goal
 Use data to evaluate both the
solutions and the plans
 Validate that all changes adhere to
all operating company change
control, GMP, and compliance
requirements
 Maintain the gains by
standardizing processes
 Outline next steps for on-going
improvement
 Output
 Before-and-After analysis
 Monitoring system
 Completed documentation of
results, learnings, and
recommendations
IMPROVE
CONTROL
MEASURE
ANALYZE
5
2
3
4
DEFINE
1

25. D M A I C
• All new tooling, processes, clarifications, and visual aids
documented in PIs.
• Creation of MOPXXX with all the quality criteria for Variable
Lasso Deflection and Contraction performance.
• MOP003 updated with reference to new created MOPXXX.
• PU quality criteria documented in WSS001 and available in
QA workbenches.

26. D M A I C
Work Orders
Built
Yiel
d Goal
Scrap
Produced
Yiel
d Actual

27.  Improvement must be continuous, but individual initiatives and
project teams come to an end.
 Learn when it’s time to say goodbye.
 Effective project closure weaves together the themes of:
 Project purpose.
 Improvement methods.
 Team skills and structures.
 Develop managerial systems to capture learnings and enable the
organization to address system issues.
 Documentation and recognition are two critical aspects of project
team closure.
 Celebrate!

29. • DEFINE – Develop the Business Case, Scope & Charter the Project
• MEASURE – Gather & Quantify Design Inputs (Customer, Technical, Business,
Regulatory)
• ANALYZE – Develop and Investigate Conceptual Designs
• DESIGN – Develop Detailed Product/Service/Process Designs
• VERIFY/VALIDATE – Confirm design outputs meet design input requirements and
ensure specifications conform with intended uses and users; Scale-up manufacture and
release the product or scale-up and implement the new process; Finally, transfer to
process owners
Verify/
Validate
DesignAnalyzeMeasureDefine

32.  It is not quick fix or recipe for success
 It requires training at all managerial levels
 It requires culture change in the whole organization
 Implementation tend to be uneven and lapse occur frequently
 People must not fear giving “bad news”
 Design is critical & yet many it organization continue to go
straight from poor requirements into coding without the
benefits of even one design review

34. MUMBAI
DABBAWALAS
REDEFINE SIX
SIGMA THEORY

35.  Nutan Mumbai Tiffin Box Suppliers Association
 History : Started in 1880
 Charitable trust : Registered in 1956
 Avg. Literacy Rate : 8th Grade Schooling
 Total area coverage : 60 Kms
 Employee Strength : 5000
 Number of Tiffin's : 2,00,000 Tiffin Boxes (i.e 4,00,000
transactions every day.)
 Time taken : 3 hrs

36.  Error Rate : 1 in 16 million transactions
 Technological Backup : Nil.
 Cost of service : Rs. 300/month ($ 6.00/month)
 Six Sigma performance (99.999999)
 Standard price for all (Weight, Distance, Space)
 Rs. 36 Cr. Turnover approx. [6000*12*5000=360000000 (i.e Rs.
36 crore p.a.)
 “No strike” record as each one a share holder •Earnings -5000
to 6000 p.m.
 Diwali bonus: one month’s from customers.

37.  Zero % fuel Zero % investment
 Zero % modern technology Zero % Disputes
 99.9999% performance100 % Customer Satisfaction

38.  Initial Coding System used colored threads to mark 7
Islands
 Then Utilized thrown away cotton waste from tailors
 Now using color markers:
 E :: Code for Dabbawala Street at residential
station
 VLP :: Residential Station Ville Parle
 3 :: Code for Destination station.
 E.G :: Church gate
 9 :: Code for Dabbawala at Destination.
 Ex :: Express towers ( Building name)
 12 :: Floor no. in the building.

39. Pick up Dabba from
Residence/Caterer
and bring it to
Andheri Station.
*Journey in Local
Train*
Unloading and
Sorting at
Destination Station.
Delivery to
respective
customers.
Collection of Empty
Dabba.
Sorting at
Destinations station.
Returning Dabba to
Residence/Caterer.
9:30 A.M- 10:30 A.M 10:34- 11:20 A.M 11:20- 12:30 P:M
12:30 - 1:00 P.M1:15- 2:30 P.M2:48- 3:30P:M
3:30- 4:40 P.M

40.  In 1998, Forbes Global magazine conducted a quality
assurance study on the Dabbawalas' operations
 Gave Rating of 99.999999
 Dabbawalas made one error in six million transactions.
 Stood High along with MNC’s like Motorola, GE etc…
 Dabbawalas got ISO 9001- 2000 for Excellence in service

41.  World record in Best Time management.
 Name in “GUINESS BOOK of World Records”.
 Registered with Ripley's “ believe it or not”.
 Invited for marriage of Hon. Prince Charles of England on 9th
April, 2005
 Documentary called “Dabbawalas, Mumbai's unique lunch
service” - by two Dutch filmmakers in 1998.