Mumbai Dabbawallahas
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Transcript of Mumbai Dabbawallahas
7/27/2019 Mumbai Dabbawallahas
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Dabbawallahas of Mumbai
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History and Introduction Mumbai Dabbawala - carrying and delivering freshly
made food from home in in Dabba i.e. lunchbox to officeworkers
Managed by Nutan Mumbai Tiffin Box Suppliers Charity
Trust 5000 strong organization started with one employee in
1885
128 years old and growth 5-10% annually (NY Times-2007)
Mission is to serve customers on time
Three point success formula Timely delivery
Courteous attitude and behavior
Understanding special needs of customer ’
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Organizational Structure
Executive committee Elected after every 5 years Organized monthly
meetings Dealt with operational
issues Mukadam
Team lead of 5-8 Sorting, apprentice
training, maintaining
payment records, disputeresolution, client baseexpansion and customer satisfaction
Profit Center
Aggregation of 7-8Mukadams to form a group
VICE PRESIDENT
GENERAL SECRETARY
TREASURER
MEMBERS ( 5000 )
MUKADAMS
Executive
Committee of 13 Members
DIRECTORS ( 9 )
PRESIDENT
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Operations SC of Dubbawallahas
Pick up Dabbas fromResidence/Caterer
Bicycle/pushcart drive tonearest suburban railway
station
Sorting according todestinations
Local train journey to hubs
Unloading and bundling atmajor hubs
Local train journey todestination
Unloading and sorting atDestination station.
Delivery to respectivecustomers.
Collection of Empty Dabbas
Sorting according todestinations
Local train journey to hubs
Unloading and bundling atmajor hubs
Local train journey to sourcestation
Unloading at source station
Returning Dabbas toResidence/Caterer
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Operations Flow of operations
Hub1: Dadar
Hub2 : Bandra
Hub3 :Andheri
2
3
7
4
5
6
Distribution
By Carriers
at lunchtime
To offices
Point of Aggregation
And Sorting
C DB
A E
Collection from home
1
Hub4 : Kurla
A, B, C, D and E: Suburban source stations
1 to 9 : Destination stations
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Operations Delivery Code
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AnalysisStrengths
1) Teamwork, honesty and discipline
2) Time management
3) Sense of ownership
4) Low operational cost
5) Customer Satisfaction6) No dependency on fuel, technology
and investment
Weakness
1) High dependence on local trains
2) Funds for association
3) Limited access to education
4) Limited scope s for members for diversification to other jobs
SWOT Analysis
Opportunities
1) Tie ups with caterers for variety of
foods2) Opportunity of expansion on other
routes with Metro and BRTS
3) Generation of revenue by promoting
other brands
Threats
(Impact on future business)
1) Shrinking customer base andcustomer loyalty
2) Fast food joints and small restaurants
3) Work from home culture/Flexi timing
4) Paper food vouchers and smart cards
like Food Plus by HDFC
5) Catering services offering Tiffin
services
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Performance Statistics
Six Sigma Performance Error of one in 16 million transactions (99.999999%
accuracy )
No technological backup to achieve this accuracy
Cost of service
200 to 300 per month
Varies as per time, distance, ease of collection and
destination
Turnover is Rs. 42 Crores annually
[1,75,000*200*12= 42 Crores]
Earnings per member is Rs.5000-6000
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Management Learning
Keep operational costs low
Keep capital investment bare minimum
Never deviate from your core competency
Just serve your customer and nothing else Built services around existing infrastructure
Commitment matters and not just the qualification
Know the implications of the failure
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References
http://www.dabbawala.in/
http://mumbaidabbawala.in/
Dr. Pawan Agarwal Speeches:
https://www.youtube.com/watch?v=EZVTZivWwbg http://www.youtube.com/watch?v=N25inoCea24
http://articles.timesofindia.indiatimes.com/keywor
d/dabbawalas
http://en.wikipedia.org/wiki/Dabbawala