Mumbai dabbawala’s

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    16-Aug-2015

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<ol><li> 1. MUMBAI DABBAWALAS PREPARED BY:- Mr Igo kamduk Mba/14/06 North eastern regional institute of science and technology. </li><li> 2. DABBAWALA who deliver meals prepared in customers homes to their offices and then return the empty dabbas (metal lunchboxes) the same day. </li><li> 3. Mumbais dabbawalas The Mumbai dabbawala service is legendary for its reliability. Since it was founded, in 1890. The 5,000 or so dabbawalas in the city have an astounding service record. Every working day they transport more than 130,000 lunchboxes throughout Mumbai, the worlds fourth-most- populous city. That entails conducting upwards of 260,000 transactions in six hours each day, six days a week, 52 weeks a year (minus holidays), but mistakes are extremely rare. </li><li> 4. . It has attracted worldwide attention and visits by Prince Charles, Richard Branson, and employees of Federal Express, a company renowned for its own mastery of logistics. </li><li> 5. OVERALL SYSTEM The dabbawalas have an overall system whose basic pillars Organization, Management, Process, and Culture, They are perfectly aligned and mutually reinforcing. </li><li> 6. Organization: A Clockwork Design </li><li> 7. Management: A Self-Organized Democracy The dabbawalas essentially manage themselves with respect to hiring, logistics, customer acquisition and retention, and conflict resolution. Each dabbawala is an entrepreneur who is responsible for negotiating prices with his own customers. </li><li> 8. Continued.. When someone wants to join a local dabbawala group. Workers with more than 10 years of experience serve as supervisors, or muqaddams. </li><li> 9. Process: Simplicity, Flexibility, and Rigor For the dabbawalas, having the right process in place means more than simply implementing efficient work flows. It also incudes' the way information is managed, the use of built-in buffers, and a strict adherence to standards. </li><li> 10. SIMPLE CODE </li><li> 11. Buffer capacity. Each group has two or three extra workers who fill in wherever they are needed, and all members are cross-trained in different activities: collecting, sorting, transporting, finance, and customer relations. to stay on schedule </li><li> 12. Rigorous adherence to processes and standards The dabbawalas strictly observe certain rules:- they dont eat until they have completed all their deliveries. Workers are fined or fired for repeated mistakes and negligence. Customers are also expected to abide by the process. Those who are repeatedly late in having their dabbas ready for pickup and dont respond to warnings are dropped. The system empowers frontline workers to take action. </li><li> 13. CONCLUSION The dabbawalas show that with the right system, an organization doesnt need extraordinary talent to achieve extraordinary performance. The dabbawalas, too, are facing challenges as their market undergoes a transformation. But with judicious adjustments to their four pillars, they may continue to achieve amazing results. </li></ol>