Dhrubaji Mandal -Dhrubaji Mandal -

• A Dabbawallah is a who supplies the homemade food to the person, Also known as Tiffinwala

• Firstly It was started in 1890 in Mumbai with 20 Dabbawallah • Starting cost to client was 2 Anna now its Rs 250 per customer /Month • Working in small group for a decades however in 1954 they were united Together

by forming simple cooperation .• Later in 1956 this cooperation was officially registered as a Charitable trust under

Mumbai Tiffin box supplier charity trust • Currently as per 2003 data no of Dabbawallah has reached to approx 5142

serving customer around 175040 . • The Average literacy rate is 8th Grade Schooling • Time Taken is 3 hours

• Trust is cooperative body having 3 level management

• The Governing council , its president secretary –Top Level• Mukadams ( Team leader /Supervisor) -Middle Level • Dubbawalah’s –Lower Level

• Governing council holds meeting on 15th of every month which is attended by all 3 levels and here business policy and problems are discussed .

• The Dabbawallah are in group of 20-25 Member supervised by 4 Mukadams

• Trust Collect Rs 15 from each Member to maintain welfare fund , for which they provide various facility to its member like loan and others

• Organization Turnover is about Thirty Six Crores annually• Uninterrupted and on time service delivered even in occasions of bad weather and

transportation/traffic problems• Dabbawalas are well used to the local areas where they are functioning and make

use of short cuts to save time• No error in spite of lunch boxes changing hands six times• During the working hours, they do not take a break or rest and thus no slack is

present in the system• They do not use vehicles which require fuel which makes them 0% Fuel reliant• They do not use any modern technology for carrying out the logistics• There are no disputes between the employees and no presence of any union• Unique organization with 99.99% rate of performance• Cost of Service per lunch box is standard price for all• Customer Satisfaction accounts 100% with utmost trust

• Flat Organization • No hire and fire rule• Community based requirement • Sharing Common benefits , Value , ethics • Following the strict discipline like dress code and no liquor consumption

at work • Loyalty and trust in their monopoly • Training provided to the new joinees• Owner + Employee is the designation of each• Quarterly Meetings to discuss issues

• The first Dabbawalas Picks up dabba from homes and takes it to near Railway station

• The second Dabbawalas sort out the dabbas at railway station according to their destination and put them in luggage carriage accordingly

• The third one travels with the dabbas to the railway station nearest to the destination

• The Fourth one picks up dabbas from the railway stations and drops them to each individual office

• The Process is reversed in the evening with each dabba completing a distance of 60 -70 KM and changing hand and time .

• Customer pay out 250 -300 for this service

• Surprisingly there is no use of Information systems or technology for their Supply chain .

• A rigorous level of practice over the years has led them to follow for accurate supply chain management and time precision

• Dabbawalas use cycles or go by foot to every household. The waiting time to collect a lunch box is maximum 2 minutes

• Every Dabbawalas has to assemble at his/her reported collection point at sharp 9. 30 am

• From these collection points they assemble at the nearest railway station which is the Aggregation point

• The next mode of transport is the trains where the carriers containing lunch boxes are transported to the destination railway stations

• From every Destination station the dabbas are carried over carts, cycles and carriers to the destination zones which are given a specific number.

• From these zones, the lunch boxes are carried to the offices or workplaces which reach by lunchtime.

• From here the reverse process of delivering the empty lunch boxes back to homes starts.

• All through the above process, there is no slack at any point of time

• Traffic Jams, pedestrians, delays in train and signals do not stop the functioning.

• The trademark white cap wore by these Dabbawalas are known to everyone including the police who don’t interfere in their process

) CODING OF DABBAS

1-11 CHURCHGATE12 MARINE LINES13 GRANT Road15 DADAR (WEST)16 DADAR (EAST)17 ANDHERI (EAST,

WEST)

• Coding System is meticulously followed in order to avoid any mistakes involving interchange of lunch boxes, that is, wrong Tiffin box reaching the customer.

• As given in the above Diagram, the Coding system can be explained as

• BVI: Borivali, a suburb in Mumbai. This denotes the residential station

• 9 RC 14: Code for Dabbawalas at destination. This user code is different for each customer

• RC: Raheja Chambers, name of a building or office.

• E: Code for Dabbawalas at Destination station. For example, E is a code for Nariman Point, Church gate.

• Jain: Name/Surname of the customer

9:30 AM- 10:30 AM 10:34AM-11:20AM 11:20-12:30PM

2:48-3:30PM 1:15 -2:30 PM 12:30 -01:00 PM

3:30-4:40PM

• No over-reliance on technology• Create an integrated performance chain• Acute visibility• Keep it simple. Real simple• Low Cost Delivery• Reliability• Low attrition rate• Decentralization• Suburban Railway Network

• 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. Documentaries made by : BBC ,UTV, MTV, ZEE TV, AAJ TAK, TV TODAY, SAHARA SAMAY, STAR TV,

CNBC TV 18, CNN, SONY TV, TV TOKYO, NDTV. Invitations from : CII for conference held in Bangalore, IIML, IIMA, CII Cochin, CII Delhi, Dr. Reddy’s

Lab Foundation Hyderabad, SCMHRD Pune, SCMHRD Nasik, Sadahana – Pune, Rotary Club – Bangalore, NIQR at Chennai

CASE STUDY made by : ICFAI Press Hyderabad & Bangalore , Richard Ivey School of Business – Canada. Also, Included in a subject in Graduate School of Journalism University of California, Berkeley

• Team Work• Time Management• Innovation• Customer Relationship Management• Six Sigma• Logistic & Supply Chain Management

• Keep operational cost as low as possible• Keep capital investment bare minimum• Just serve your customer nothing else• Never deviate from your core competence• Do not over depend on technology• Cooperation inside, Competition outside• Commitment matters, Qualification Doesn’t• Know the implication of failure• Discipline is utmost important for success

THANK YOU