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MUMBAI DABBAWALLAS SIX SIGMA QUALITY WITHOUT TECHNOLOGY
Content • • • • • • • • • • • •
Introduction Motivation Dabbawalas as Organisation Organisational Structure Serving Pillars Motivation of Dabbawalas Organisational Attributes Competitive Advantage Maslow’s Hierarchy Social Campaigns Conclusion and Takeaways References
Introduction • Who are Dabbawalas? • Inception - Started about 125 years back • Current Scenario • More than 5000 Dabbawalas • Total deliveries – 400,000 every day • Cost of service - Approx Rs. 300/- month
Introduction (contd.) Why Dabbawalas? • People leave home early • Crowded local trains • Homely food Six sigma quality without technology
Our Motivation Understanding organisational framework of Dabbawalas which is backbone of their high accuracy and success.
Dabbawalas as Organisation
•
NMTBSA - Nutan Mumbai Tiffin Box Suppliers Association Employee Strength: 5000
•
Avg. Literacy Rate: 8th Grade Schooling
•
Total Area Coverage: 60kms to 70 kms
•
Total Transactions: 120 million per year
•
Organisation Structure
Structure (contd.) • Hybrid (Organic + Mechanistic) • Everyone is a share-holder • Even the president and other high ups also work • Relatively flat with 3 levels of hierarchy • The top level management also runs the trust • The mid-level employees are responsible for planning and operations • The delivery men form the backbone of the entire organisation
Serving Pillars •
Organisation: A Clockwork Design
•
Management: A Self-Organized Democracy
•
Process: Simplicity, Flexibility, and Rigor
•
Culture: A Strong Sense of Belonging
Organisation: A Clockwork Design • Mumbai local train system- key to their operations • They have just 40 seconds to load the crates of dabbas • The tight schedule helps synchronize everyone and imposes discipline
Logistic Model
Management: A Self-Organized Democracy
•
•
Efficient management helps them to keep cost low and QoS high Attributes Time management Customer relationship management Efficiently use the existing infrastructure • • •
Process: Simplicity, Flexibility and Rigor • Simple Process – Color Coding • Just enough information to know where to deliver the dabba. • No full addresses • Full addresses would slow the sorting process, increase errors • No address, no name, but the delivery is perfect everytime
Culture: A Strong Sense of Belonging •
Though Mumbai is a melting pot of religions, ethnicities, and dialects, dabbawalas maintain their culture, language, values, work ethic, diet, and religious beliefs.
•
They have emotional bonds and a shared identity
•
Amy Edmondson and Richard Hackman of Harvard has shown that familiarity, bonds, and psychological safety lead to lower error rates.
•
The culture emphasises managers to nurture their organisation as a closely knit community
•
Organisation take care of their employees and also helps maximise productivity and creativity
•
Sense of ability at all levels is the driver of their impeccable operations
•
They have a collectivistic culture - If some dabbawala is absent, the other takes up his work without any extra charge.
Simple Mission
• • • •
Delivering food on time, every time. No plans for expansion extreme dedication to their jobs Customer Satisfaction
Self-reinforcing System •
•
•
•
They don’t 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 don’t respond to warnings are dropped.
Motivation of Dabbawalas • They believe that delivering food to office goers is like a service to God. •
Factors Dream Job Security Persistence Appreciation • • • •
Organisational Attributes • • • • • •
Values Perception Discipline Organisational Justice Responsibility Leadership
Values • They consider their work as performing Puja No alternative to hard work No excuses - Train running late They don’t care for recognition/certificates • • •
Perception •
People’s perception of Dabbawalas High trust Example - sending salary • •
•
Employees perception about the organization •
•
They perceive their organization as their family Zero Attrition Rate
Discipline • • • • • •
Wearing white cap during business hours Reporting to duty on time Behave properly and respect the customers Carry identity cards No leave without prior notice Penalize employees for non compliance
Organisational Justice •
•
•
Every 15 days Dabbawalas have a meeting in which disputing dabbawalas resolve their disputes. If they can’t resolve their issues on their own the president takes a call and they follow his judgment without questioning. Despite the disputes there has never been a police or a court case.
Responsibility •
• •
• • •
Every Dabbawala is responsible for handling his own customers No strike The Mumbai dabbawalas have maintained their immaculate service and impeccable delivery even in the harshest of times. They know the implication of failure Customer will stay hungry if food not delivered Veg/N.Veg dabba is exchanged
Leadership Mukadams (group leaders): •
•
•
•
Responsible for resolving disputes among dabbawalas. Doesn’t even get a rupee extra for extra 10% that he works. Reminds dabbawalas if train es about to expire. Buys the if they fail to do so themselve to ensure that timely delivery doesn’t suffer.
Dabbawalas and Competitors •
Competitors include fast food chains like Pizza Hut, Dominos, etc. and other local restaurants
"We are not afraid of more new hotels or food courts that may come up in the future in the city" - CEO Dabbawalas organisation (NMTBSA)
Maslow’s Hierarchy Satisfies three layers of Maslow’s triangle •
Physiological needs
•
Safety needs
•
Belonging needs*
Competitive Advantage
Social Campaigns Dabbawalas to Promote Habit of Washing Hands Before Eating. Mumbai Dabbawalas launch a campaign to feed street children.
Conclusion •
Dabbawalas’ success is proof that with the right system in place, ordinary workers can achieve extraordinary results.
•
The organisational structure used by dabbawalas hold lessons not only for companies seeking to expand in emerging markets but also for all developed economy enterprises.
•
With mere or no technical , they managed a gamut of activities and a burgeoning amount of customers.
Conclusion • With judicious adjustments to their four pillars, Dabbawalas
may continue to achieve six sigma quality even in the challenging market. • Dabbawalas never felt the need to or market their work as they were recognized for their perseverance, resilience and reliability.
Takeaways • • • • • • • • •
ion Commitment Hard Work Consistency 100% Execution Accuracy Dedication Time Management Complete Customer Satisfaction
References •
•
• •
•
https://hbr.org/2012/11/mumbais-models-ofservice-excellence http://yourstory.com/2012/03/dabbawalacustomer-service-excellence-of-six-sigmaquality-withouttechnology/ http://mumbaidabbawala.in http://www.themarkofaleader. com/library/stories/the-dabbawala-six-sigmasharing/ Book: Dabbawalas by Shrinivas Pandit
Thank You!
Content • • • • • • • • • • • •
Introduction Motivation Dabbawalas as Organisation Organisational Structure Serving Pillars Motivation of Dabbawalas Organisational Attributes Competitive Advantage Maslow’s Hierarchy Social Campaigns Conclusion and Takeaways References
Introduction • Who are Dabbawalas? • Inception - Started about 125 years back • Current Scenario • More than 5000 Dabbawalas • Total deliveries – 400,000 every day • Cost of service - Approx Rs. 300/- month
Introduction (contd.) Why Dabbawalas? • People leave home early • Crowded local trains • Homely food Six sigma quality without technology
Our Motivation Understanding organisational framework of Dabbawalas which is backbone of their high accuracy and success.
Dabbawalas as Organisation
•
NMTBSA - Nutan Mumbai Tiffin Box Suppliers Association Employee Strength: 5000
•
Avg. Literacy Rate: 8th Grade Schooling
•
Total Area Coverage: 60kms to 70 kms
•
Total Transactions: 120 million per year
•
Organisation Structure
Structure (contd.) • Hybrid (Organic + Mechanistic) • Everyone is a share-holder • Even the president and other high ups also work • Relatively flat with 3 levels of hierarchy • The top level management also runs the trust • The mid-level employees are responsible for planning and operations • The delivery men form the backbone of the entire organisation
Serving Pillars •
Organisation: A Clockwork Design
•
Management: A Self-Organized Democracy
•
Process: Simplicity, Flexibility, and Rigor
•
Culture: A Strong Sense of Belonging
Organisation: A Clockwork Design • Mumbai local train system- key to their operations • They have just 40 seconds to load the crates of dabbas • The tight schedule helps synchronize everyone and imposes discipline
Logistic Model
Management: A Self-Organized Democracy
•
•
Efficient management helps them to keep cost low and QoS high Attributes Time management Customer relationship management Efficiently use the existing infrastructure • • •
Process: Simplicity, Flexibility and Rigor • Simple Process – Color Coding • Just enough information to know where to deliver the dabba. • No full addresses • Full addresses would slow the sorting process, increase errors • No address, no name, but the delivery is perfect everytime
Culture: A Strong Sense of Belonging •
Though Mumbai is a melting pot of religions, ethnicities, and dialects, dabbawalas maintain their culture, language, values, work ethic, diet, and religious beliefs.
•
They have emotional bonds and a shared identity
•
Amy Edmondson and Richard Hackman of Harvard has shown that familiarity, bonds, and psychological safety lead to lower error rates.
•
The culture emphasises managers to nurture their organisation as a closely knit community
•
Organisation take care of their employees and also helps maximise productivity and creativity
•
Sense of ability at all levels is the driver of their impeccable operations
•
They have a collectivistic culture - If some dabbawala is absent, the other takes up his work without any extra charge.
Simple Mission
• • • •
Delivering food on time, every time. No plans for expansion extreme dedication to their jobs Customer Satisfaction
Self-reinforcing System •
•
•
•
They don’t 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 don’t respond to warnings are dropped.
Motivation of Dabbawalas • They believe that delivering food to office goers is like a service to God. •
Factors Dream Job Security Persistence Appreciation • • • •
Organisational Attributes • • • • • •
Values Perception Discipline Organisational Justice Responsibility Leadership
Values • They consider their work as performing Puja No alternative to hard work No excuses - Train running late They don’t care for recognition/certificates • • •
Perception •
People’s perception of Dabbawalas High trust Example - sending salary • •
•
Employees perception about the organization •
•
They perceive their organization as their family Zero Attrition Rate
Discipline • • • • • •
Wearing white cap during business hours Reporting to duty on time Behave properly and respect the customers Carry identity cards No leave without prior notice Penalize employees for non compliance
Organisational Justice •
•
•
Every 15 days Dabbawalas have a meeting in which disputing dabbawalas resolve their disputes. If they can’t resolve their issues on their own the president takes a call and they follow his judgment without questioning. Despite the disputes there has never been a police or a court case.
Responsibility •
• •
• • •
Every Dabbawala is responsible for handling his own customers No strike The Mumbai dabbawalas have maintained their immaculate service and impeccable delivery even in the harshest of times. They know the implication of failure Customer will stay hungry if food not delivered Veg/N.Veg dabba is exchanged
Leadership Mukadams (group leaders): •
•
•
•
Responsible for resolving disputes among dabbawalas. Doesn’t even get a rupee extra for extra 10% that he works. Reminds dabbawalas if train es about to expire. Buys the if they fail to do so themselve to ensure that timely delivery doesn’t suffer.
Dabbawalas and Competitors •
Competitors include fast food chains like Pizza Hut, Dominos, etc. and other local restaurants
"We are not afraid of more new hotels or food courts that may come up in the future in the city" - CEO Dabbawalas organisation (NMTBSA)
Maslow’s Hierarchy Satisfies three layers of Maslow’s triangle •
Physiological needs
•
Safety needs
•
Belonging needs*
Competitive Advantage
Social Campaigns Dabbawalas to Promote Habit of Washing Hands Before Eating. Mumbai Dabbawalas launch a campaign to feed street children.
Conclusion •
Dabbawalas’ success is proof that with the right system in place, ordinary workers can achieve extraordinary results.
•
The organisational structure used by dabbawalas hold lessons not only for companies seeking to expand in emerging markets but also for all developed economy enterprises.
•
With mere or no technical , they managed a gamut of activities and a burgeoning amount of customers.
Conclusion • With judicious adjustments to their four pillars, Dabbawalas
may continue to achieve six sigma quality even in the challenging market. • Dabbawalas never felt the need to or market their work as they were recognized for their perseverance, resilience and reliability.
Takeaways • • • • • • • • •
ion Commitment Hard Work Consistency 100% Execution Accuracy Dedication Time Management Complete Customer Satisfaction
References •
•
• •
•
https://hbr.org/2012/11/mumbais-models-ofservice-excellence http://yourstory.com/2012/03/dabbawalacustomer-service-excellence-of-six-sigmaquality-withouttechnology/ http://mumbaidabbawala.in http://www.themarkofaleader. com/library/stories/the-dabbawala-six-sigmasharing/ Book: Dabbawalas by Shrinivas Pandit
Thank You!
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