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Management Control System
Mumbai Dabbawala
Presented ByArnav SubbaSandeep Goel (1083)
Mumbai Dabbawalas - An Introduction
• By Mahadeo Havaji Bacche who inaugurated “The Nutan Mumbai Tiffin Box Suppliers Trust”
•Almost 5000 Dabbawalas deliver and collect more than 200,000 lunch boxes very day, across the entire MumbaStarted in 1880•Total distance coverage in a day : 60-70 Kms •No. of Dabbawalas : 5000 •Number of Tiffin's suppied in a day : 2,00,000
Organizational Structure
Process- Supply Chain
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.
Information SystemWhere to go ?
VP- Vile ParleC- Cooper HospitalRed Color Denotes the Station10- Nariman Point9- Dabbawala Handling the destination areaM-Mittal Tower16-16th Floor
Pricing
Charges vary between 150-300 depending on a number of a factors :-
• Location• Time• Money Collection Process• Money divided equally among the group members• Contribution of Rs 10-15 per month to the association• Each dabbawala earns Rs 4000-5000 per month on
average• Loans are given by the association
HR Aspects
• No HR policies but work with self motivation• Recruitment through word of mouth• Each person in the value chain is selected
through due recommendation• Referrer assumes the responsibility for the
incumbent• Attrition rate is very low
Operational Control
Each Dabbawala in itself is a:• Responsibility Center• Expense Centre• Revenue Centre• Profit Centre
Each Dabbawala is a business Unit
Role of Association in Control
• Handling of funds • Handling the internal disputes• Charge of Rs 100-200 before looking into any
complaint• Meeting conducted every 1st day of the month• Follow a code of ethics- no dabbawala is
allowed to undercut other• Dabbawalas’ are bound to wear white cap
Role of Association in Control
• Each Dabbawala is allowed to carry a max of 35 boxes
Disciplines• No Alcohol drinking during business hours• Wearing White Cap during business hours• Carry Identity Cards
Key success factors- MCS
• 99.9999% of correctness in delivering the dabbas (achieved 6+ sigma) i.e. one error in 6 million transactions
• Buffer Lead time: Have around 2-3.5 hours to deliver the boxes. 30-45 min to collect the boxes. 30-45 min to deliver the boxes. Time slack in the delivery process.
• System design according to human capabilities
SWOT Analysis
Strength
• Commitment to serve attitude• Coordination, team spirit & time management• Low operation cost• Customer satisfaction• Low attrition rate
Weakness
• Highly dependent on local trains• Funds for association• Limited access to education
Opportunity
• Wide range publicity• Low cost • Catering services• Advertising: Approached by many companies• Network in other cities like Pune
Threats
• Indirect competition is being faced from caterers like maharaja community
• Indirect threats from fast foods and hotels• Change in timings• Company transport• Shut down of many textile companies• Subsidized Lunch• Ticket Restaurant
Thank You