Summer Training Report On HUMAN RESOURCE POLICIES at "NUTAN MUMBAI TIFFIN BOX SUPPLIER AND ASSOCIATION" MUMBAI DABBAWALA

SUBMITTED FOR THE PARTIAL FULFILLMENT TOWARDS THE AWARD OF THE DEGREE MASTER OF BUSINESS ADMINISTRATION SUBMITTED BY Girija Shan er Sharma Roll No.0844370007 (2008-2010)

EXCEL SCHOOL OF BUSINESS, CHHATA, MATHURA (Affiliated to U.P. Technical University , Luc now)

Table of Contents

Chapter 1 Introduction Chapter 2 Scope & Importance of the Study Chapter 3 About the Company/Organization Chapter 1. 2. 3. 4 Research Design Research Design Sampling Data Collection Methods

Chapter 5 Analysis & Interpretations Chapter6 Limitations Chapter7 Findings Chapter8 Recommendations & Suggestions Chapter9 Conclusion Annexure

 

 

CONTENT SR No. TOPICS PAGE NO. 1FOUNDER OF HUMAN RESOURCE POLICIES FOR ASSOCIATION 2THE ORGANISATION STRUCTURE 05 3DUTIES & RESPONSIBILITIES 07 4HUMAN RESOURCE POLICIES OF THE ASSOCIATION 09 5HUMAN RESOURCE PRACTICES OF THE ASSOCIATION 12 6MANAGEMENT PRINCIPLES OF THE NMTBSA 15 7THE SYSTEM OF SERVICE NETWORK HOW THEY OPERATE 16 8MANPOWRE PLAING 24 9THE GROWTH 26 10CORPORATE SOCIAL RESPONSIBLITIES 27 11SWOT ANALYSIS OF NMTBSA 28 12CONCLUSTION 30

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STUDY OF SIX SIGMA METHODOLOGY IN NUTAN MUMBAI TIFFIN BOX SUPPLIERS ASSOCIATION SR. No. Topics Page No. 1SIX SIGMA 33 2INTRODUCTION ABOUT THE SUBJECT 35 3WHAT IS SIX SIGMA? 36 4PRACTICAL MEANING OF SIX SIGMA 36 5ESSENTIAL OF THE SIGMA METHODOLOGY 6WHY SI SIGMA TO NMTBSA? 46 7SIX SIGMA STATISTICAL MODEL 53 8CONCLUSION 54

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THE RESEARCH & THE DABBAWALLA SR. No. Topics 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

METHODOLOGY SATISFACTION SURVEY Page No. MEANING OF RESEARCH 59 IDENTIFICATION OF PROBLEM DEFINE CONCEPTS 60 OBJECTIVE OF STUDY 62 HYPOTHESIS 62 SCOPE OF STUDY 62 SAMPLING 63 SAMPLE SIZE 63 DATA COLLECTION 63 INTERPRETATION & ANALYSATION ANNEXURE 87 FINDINGS 90 CONCLUSIONS 92 RECOMMENDATION 95 BIBILIOGRAPHY 98

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PREFACE Quality without creativity is meaningless. As changes grow ever more unpredictab le creativity is rapidly becoming recognized a core management s ill. Today’s business environment demands that managers posses a wide range of nowledg e s ills and competencies, as well as sound understanding of management process and function. Managers need to be able to ma e best use of their time, talent an d of other people to wor with and through others to achieve corporate objective s. They also need to demonstrate their ability not merely to solve problems, but to transform them and design ways through them. This report concerns needs and changing needs and their satisfaction level, whic h are the important function in every organization.

 

 

 

 

 

DECLARATION I, GIRIJA SHANKER SHARMA student of EXCEL INSTITUTE OF MANAGEMENT & TECH NOLOGY MATHURA (U.P.) hereby declare that I have completed the project on • Human resource policies of NMTBSA. • Dabbawala Satisfaction Research Survey In the academic year of 2008-2010 The information submitted is true & original to the best my nowledge. SIGNATURE Girija Shan er Sharma

ACKNOWLEDGEMENT I hereby ta e the opportunity to than Nutan Mumbai Tiffin Box Suppliers Association for giving me this opportunity to do research. Most importantly, I would li e to than the president Mr. Raghunath Medg e, who trust on me & delegate research wor to me. Also than s to Mr. Gangaram Tale ar secretary of NMTBSA helping me in th is research project. I also express my sincere than s to all Dabbawalas who filled up questi onnaire form & giving valuable time & information for the project. This whole report is totally dedicated to NMTBSA. CONTACT: Girija Shan ar Sharma MBA Excel School of Business Chhata Mathura (U.P.)

 

 

 

 

 

 

 

 

 

   

Mob:- 09720644813 E-mail:- girija_9002@rediffmail.com

WAR AGAINST TIME

INTRODUCTION

Founder of NMTBSA (Nutan Mumbai Tiffin Box Supplier And Association):Mr. Dhondiba Medge (1923-1980) - the father of Mr. Raghunath Medge (pres ident of NMTBSA), framed Human Resource Policy of Nutan Mumbai Tiffin Box Suppli ers Association. Mr. Dhondiba Medge was educated only to 4th standard. He framed rules & regulations of the Dabbawalas. He was very stair & disciplined ind of person. W ho was believes on "Time Is Money." THE ORGANISATION STRUCTURE The Dabbawala have two different aspects as considered with the mode act ual operations & mode of organizations formed by the Dabbwallas. • To guide & manage the entire operation procedure. • Acquition of any new customers & training a new person assigned to the particul ar customer.

 

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DO IF DO IF DO IF DO IF

YOU NO, YOU NO, YOU NO, YOU NO,

KNWO THEN KNWO THEN KNOW THEN KNOW THEN

WHAT IS THE IMPORTANT OF 150 YEARS? ASK TO ME INDIAN EARTH WHAT IS THE IMPORTANT OF ONE YEAR? ASK ANY TO ANY INDIAN SOLDIER WHAT IS THE IMPORTANT OF ONE DAY? ASK TO ANY SCIENTIST WHAT IS THE IMPORTANT OF ONE MINUTE? SPEND ONE DAY WITH DABAWALA

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1 Home made food is best for health and because health is wealth. Outside jun foo ds may ta e your life and ma es you sic . Home made food eeps your doctors bill down and there are fewer absences from office due to poor health. In fact bad f ood is the reason #1 of all the diseases. 2 Home made food is cheaper. When you use Dabbawalas services to deliver your home coo ed food to your office you are actually saving your hard earned pennies. Th e delivery charge of Rs 250 - 300 per month is very nominal and reasonable. Its simple maths. 3 Do you not love your mother or wife and li e to eat food made by her? 4 Even if there is no one at home to coo food for you , Dabbawalas can deliver yo u good quality home li e lunch through many restaurants. We have quality restau rants all over Mumbai where cheap and best quality food is prepared which is del ivered at your office or home through Dabbawala Channel. 5 Safety - The Local train of Mumbai are always very crowed and it is very tough t o ta e even small luggage during pea times. There are instances where the perso n s hand got hurt or bro en and ones belongings destroyed while traveling during pea time. People leave from their home at about 8 - 9 PM which is pea time a nd its not possible to carry Tiffin during this time and Even the food is not re ady by this time. By using our services you are getting hot food safely deliver in your office. 6 Dabbawalas give reliable services and their performance and accuracy match six s igma standards. You must be sure that your home coo ed food reaches in time. 7 We, the Dabbawalas never go on stri e. 8 By ta ing our services you are proving direct employment to 5000+ Dabbaw alas and many of their dependent families. You are actually helping us. 9 Dabbawalas are an icon in their own sense and famous world over for thei r efficiency and by ta ing our services you are being part of India s image buil ding. 10 Dabbawalas are from the remote villages of Maharashtra and mostly uneducated. Th ey regularly organize bhajan and irtans and spread the essence of Marathi cultu re, good will and one ness of India. Being a part of Dabbawalas , you are actual ly nurturing Marathi culture

THE ORGANISATION STRUCTURE

 

 

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THE ORGANISATION STRUCTURE OF THE OFFICIAL RMED IS AS FOLLOWS: EXECUTIVE COMMITTEE PRESIDENT MR. RAGHUNATH D. MEDGE

ASSOCIATION FO

VICE PRESIDENT MR. SAMBHAJI G. MEDGE GENERAL SECRETARY MR. GANGARAM L. TALEKAR TRASURER MR. DAMODAR PINGALE DIRECTORS (9)

GROUP (120)

MUKADAM 1 MUKADAM M Dabbawala-1 Dabbawala--n Dabbawala-1 Dabbawala--n

DUTIES & RESPONSIBILITY

DUTIES & RESPONSIBILITY PRESIDENT & VICE PRESIDENT

HUMAN RESOURCE POLICIES OF THE ASSOCIATION The Nutan Mumbai Tiffin Box Suppliers Association is registered institut ion. Though it is so, it does not function as a commercial institution e.g. cour ier company. The organziation is formed by the members. to avoid any disputes & give each member pride, the employee-employer relationship is avoided. Each member is a shareholder in the association. He gets his monthly salary from each of his c ustomers directly. All the members in a group gather on a particular date of each month mos tly at a nearest local office of the organization or the trust (NUTAN MUMBAI TIF FIN BOX SUPPLIERS CHARITABLE TRUST). all the members collect their salary toget her, cut down for overheads & travel expenses. Also each member contributes amou nt of rupees 10;/- towards for the charity purposes. E.g. There is the group of 15 Dabbawalas They carry 30 dabbas each They get Rs. 150/- customer So calculation goes li e this: 15×150×30 = 67,5000/So. Gross earning of this group is Rs. 67500/Now from this amount, a collective amount of Rs. 4000/- approximately is deducted comprising expenses for railways pass, expenses for par ing the carts & cycles & overheads the remaining amount is divided equally into all members of the group. So, suppose now after deductions, group has left with 63500/-; it will b e divided equally among all the members, thus each member getting Rs. 4230/- eac h. This salary may not be sufficient compared to the cost of living in Mumbai al so may of have their families bac in villages to send money to. To cope up, wit h this problem, few of the Dabbawala have started doing some side business for e xtra income. Some of them after returning home in evening drive auto-ric shaws o r early in morning before going on wor distribute newspaper or mil . The association once a month calls a meeting of all the members. In this meeting. It tries to solve the internal problems of the members. Such problem & solutions solved till now have laid a ind of unwritten r ules & regulations for the members of the organization to follow in certain case s. 1. In the case of loss of Tiffin Box of the Dabbawala, if he is found guilt y, then the customer is refunded the appropriate amount for the loss. 2. Each member is supposed to operate in his allocated area only & not inte rfere with any of his fellow colleagues, wor area. In fact normally no Dabbawal a does this too! 3. In case if the customer is not pleased with dabbawala provided to him fo

 

• Ta ing monthly meeting • Chec ing accounts of the association • Solving the problems among the members GENERAL SECRETARY • drafting the various types of letters • collecting the trust fees MUKADAM • supervising the functioning of the members in his group. MEMBERS • To deliver Tiffin Boxes to the customers & carry Tiffin Boxes bac respectively. CORE VALUES • Wor is Worship • Serving people is Serving God • Annadan is Mahadan • Time is Money • Unity is Power

 

 

 

 

 

 

 

 

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to their home

r service, both of them cannot co-ordinate well with each other then the organiz ation can shift that dabbawala to some other area & replace other dabbawala in h is area.

HR PRACTICES OF THE ASSOCIATION

HR PRACTICES OF THE ASSOCIATION • FLAT ORGANIZATION: The president, Vice president, General Secretary, Treasurer & 9 no. of Directors formed 13 members of board under which Mu adam & other Dabbawalas wor . So due to such Flat ind of organization structure decisions are ta en on the spot. Eve n the president & other higher categories membersalso wor . • NO HIRE & FIRE RULE: Everyone is shareholder of the association. Whatever profits they can equally di stributed within itself. It is democratic type of organization HR Practices. • COMMUNITY BASED RECRITMENT: Those who have capacity to job they can apply for the Dabbawala post. There is n o any ind of basis happens related to recruitment process. • SHARING COMMON BELIEFS, VALUES & ETHICS: All the Dabbawalas are from poor bac ground, the aim of the organization is mutu al benefit to all members so they follow certain values, belief & ethics to run business effectively. • FOLLOWING OF STRICT DRESS CODES: All Dabbawalas must wear white cap which is called as Gandhian cap on duty. Also wear white sadara & pyjama (shirts & pants). All Dabbawals must carry their Ide ntity card on duty. All these rules are bninding on all cadres of the Dabbawala. • LOYALTY & TRUST IS THEIR MONOPOLY: All Dabbawalas are layal & hard wor ing in nature. They follow their norms & pro

 

 

 

 

   

• • • •

DISCIPLINE Wearing White cap during wor ing hours. Reporting to duty on time. Behave properly & respect the customers Carry identity cards

 

 

 

mise which they made their customers. • TRAINING PROVIDED TO NEW EMPLOYEES: After recruitment they provide complete process training to new joiner under the observation of Mu adam or any senior member. When they feel that new employees are capable to wor , that time training will completed. • OWNER + EMPLOYEE IS THE DESIGNATION OF ALL: Everyone is the shareholder of the Association. All disciplinary rules & other e thics follow by all members. So there is no any employee & employer relationship between each other. All are owners of the business. • QUARTERLY MEETING TO DISCUSS ISSUES: Every quarter all Dabbawalas meet & discuss issues related to service, salary & future goal. They discuss balance sheet & distrbute profits among them. If any c ritical issue arises that time they cal immediate meeting. Also conduct daily me eting to handle day to day problem. All Dabbwalas can participate in meeting & c an contribute his suggestion. MANAGEMENT PRINCIPLES OF THE NMTBSA • TEAM WORK: Wor ing with team is the strength of the Dabbawals. Also Team wor is the ey as pect of their inner self satisfaction (proved by research). One Tiffin box goes from many hands of the Dabbawals & finally reaches at exact destination which sh ow success of their Team Wor . • TIME MANAGEMENT: They deliver Tiffin boxes before 12 pm at customer s office. There duty starts f rom morning 8 am. Same time there is always lots of rush at railway station, & t raffic on the road, in such ind of critical situation they able to deliver lunc h boxes on time. They got Six Sigma because of their Time management & no. defec ts in deliveries. • INNOVATION: Dabbawala promote innovation. They started coding system to Tiffin box for easy identification, which are one of the examples of their innovation strategy. They believe on continuous improvement by way of innovation. • CUSTOMER RELATIONSHIP MANAGEMENT: 100% customer satisfaction is the success of their system. They ahieved this lev el because of maintaining good relationship with customers. They believe on “Servi ce To Customer Is Service To God”. • SIX SIGMA : They have got the prestigious achievement of SIX SIGMA RATING because of their p ercentage of correctness which is just perfect up to 99.999995 i.e. six decimals or more than that. Not many of the topmost companies are even near to it. This is simply incredibel! • HRM System of NMTBSA : They achieved six sigma in following aspects. Simplified coding system High conformity to the system Buffer in the lead time Confirmed by the limits of the human capabilities • LOGISTICS & SUPPLY CHAIN MANAGEMENT : By using their own logistic methods they deliver lac s of tiffin boxes through m any dadowalas hand : but the final goal is to reach tiffin box before 12 pm. At customer’s office everyday they achieve their goal. • THE SYSTEM OF SERVICE NETWORK HOW THEY OPERATE The dabbawalas are the whole & soul of the entire system of these operations. Fo r these dabbawalas to be able to provide prompt & efficient service, it is very much important & necessary to be always on time. So you will not see any Dabbawa la moving ahead road ta ing his own sweet time! They are always in hurry pushing through the crowd carefully to deliver lunches on time for lac s of mumbaiitie s!

 

 

 

 

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The entire system involves carefully planned, organized & implemented activities around the hour timings, but they do it with excellent associated teamwor . We now ta e loo in the routine course of action Dabbawalas i.e. from the time t hey leave their home in the morning till the time they deliver the tiffin box ba c to the customers’ home in the evening. This cycle of operations of delivery ta es them nearly 8 hrs a day very similar to the office timings, as these ta es time normally from 9 a.m. to 5 p.m. the da y starts around 8.00-8.30 am in the morning.

WAR AGAINST TIME

WAR AGAINST TIME (8:00 AM – 4.00 PM) 8.00 a.m. – 9.30 a.m.

Leaving Home for the wor : • The Dabbawalas leave there homes in the morning between 7.50 am to 8.30 am depen ding upon from which areas they have to pic up tiffin boxes. • The Dabbawalas reaches the customers homes according to the timing fixed between two of them. • The day in home then hands over the prepared & pac ed tiffin box to the Dabbawal a. • Collecting 30-35 tiffin boxes (from area specified to him) is the responsibility of each Dabbawala, but there were we can see that number of Dabbas pic ed up is also dependent upon the age of the Dabbawalas. Where a young person pic s even 40 tiffin’s each, an elder person might pic pic 30! • Also collecting tiffin is not an easy tas . Because, Dabbawalas have to pic up tiffin boxes from various distant location in his area. These locations may be f ar from each other located on higher floors of the building where sometimes elev ator may not be available. • These tiffin boxes are then ta en to the nearest local station by vehicle. Usual ly a bicycle or in long wooden creates carried on the head! Eg. If a Dabbawala a collecting Tffin boxes from area of Ghat opar then he will carry them to Ghat o par or Vi hroli railway station whichever is nearer from his area of collecting Tiffins 9.30 a.m. 11.30 a.m. Sorting & Loading of The Tiffin Boxes

 

 

 

   

 

   

 

 

 

 

 

 

 

 

   

 

The dabbas are then sorted by the Dabbwalas on the railway stations (the station nearest to the area of pic -up of Tiffin boxes) where a group of 10-15 Dabbawal as from same station but from the different location locations have pic ed up Ti ffin boxes. On the railway station, first sorting of Tiffin boxes ta es place i. e. Tiffin to be delivered in one particular area are assembled together & sta ed wooden crates. These are then carries by Dabbawalas handling those particulars areas. • After sorting. Tiffin boxes are Loaded in wooden crates in railway s luggage com partment or on bicycle depending upon the way in which Dabbawalas who is going t o carry them & what is his destination area (the Dabbawalas who is going to carr y the Tiffin s destined to be delivered at station where first sorting is done; he only carry them on bicycle.) • The sorting of Tiffin boxes is very much li e sorting done by the postman of let ter according to intended destination areas. • Mumbai railway has provided luggage compartment in railways, but the luggage com partment in the morning time is very crowded. But then too these Dabbawalas ma e way through it & find a place for themselves & their creates. So in the morning pea hours, the luggage compartment in the train is crowded wi th 20-25 Babbawalas & 700-800 Tiffin s along with them. According to the destination are some of the Dabbawalas get down at their respec tive stations for delivery. Here Tiffin s are again resorted according to final destinations. 11.30 a.m. to 12.30 a.m. Distribution of Tiffin Boxes To The Final Destination • These times slot is very important, as the service delivery has to be started in this time only to complete it in all allocated locations to all given customers ! After resorting process the Dabbawalas set off for the delivery of Tiffin boxe s to the customer. Each one of them is assigned on a particular location or bloc of customers wor places say one road etc. that person underta es the responsib ility to deliver the lunch boxes in that particular assigned area irrespective o f where the Tiffin box has come from. Which person is initially collected it & t o which group of Dabbawalas that person belongs to who is Mu adam of that group etc. in this time slot if we observe we will see all the Dabbawalas rushing care fully through crowds on the roads on the roads to reach to the customers, wor pl aces. • Generally if offices lunchtime is from 1:00 pm to 2:00 so it is very important t hat the lunch box has to be delivered to the customer before his lunch me. • These Dabbawalas have the lunch at the premises of offices nearby where they are delivers Tiffin boxes if their associations office is not easily reachable. 1.00 p.m. 2.00 pm. The Dabbawallas in the same areas of delivery gather at the nearest association office & have their lunch! Otherwise they have their lunch in the vicinity of t he office premises where they have just delivered the lunch boxes. 2.00 p.m. 2.30 pm. Now the Dabawallas return to their customer s wor places to collect empty Dabbas . They collect the empty Tiffin s boxes & whole process goes bac again but in t he reverse order. 2.48 pm. - 3.30 p.m. • The return journey by the train where the group finally meets up after the day s routine to dispatching & collection from various destinations offices. • Usually since it is more of a pleasant journey compared to the earlier part of t he day the Dabbawalas lighten up the moment with merry ma ing, jo ing around & s inging. 3.30 pm. - 4.00 pm. This is the stage where final sorting & dispatch axes places. The group meets up at origin station & they finally sort out the Tiffin s as per the origin area.

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MANPOWER PLANING Day to day their number of customer are increasing simultaneously they increase their manpower too. They don t have any criteria about recruitment of Dabbawala. They have some poets which new recruit Dabbawala should follow these rules are as follows. • First few month he has to wor under the supervision of senior person or mu adam . • He must wear which sadara (shrit), while pant (Gandhi topi) & white cap at the t ime of wor ing. • He should be physically fit to carry Tiffin boxes • He should maintain good relation which customer • He should be punctual • He should be able to wor with team • He should has to give prior information to the association before going on leave . LEAVES NMTBSA has segregated annual leave on two types 1. Wee ly Leave: All Dabbawala gets wee ly leave on every Sunday. 2. Festival Leave: All Dabbawallas are devotees of lord Shiv shan aras & vitthalas so NMTBASA only sanctioned leaves for those festivals which are celebrated for their God. • Mahashivaratri (Festival of Shiv Shan aras) • Aashadhi E adashi (Festival of Lord vitthalas) • Karti i Eca ashi (Festival of Lord Vitthalas) • Chaitra Pournima (New Year of Marathi People) • Diwali (2 days) (Festival of Lights) THE GROWTH YEAR 1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2006 2007 NUMBER 58 75 142 204 321 407 695 1024 1206 1715 2106 2552 3216 4406 4605 4904 5551 5524 5102 5180 5164 5142 5150 5200 OF DABBAWALAS 1445 1965 4120 6504 9675 12140 22865 43230 4340 64240 82000 105120 140000 198100 176040 215000 275070 190645 130860 142260 166700 175040 175060 187080 NUMBER OF CUSTOMERS

 

 

 

 

 

 

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2008 2009

5220 5300

190900 200000

CORPORATE SOCIAL RESPONSIBILIES • Started D "armashala in Bhimashan ar district in the year 1930 • Maharashtra government prorogates HIV awareness through Dabbawalas channel • Innovative wor place programmes caries HIV prevention messages: Indian & Americans in partnership to fight HIV/AIDS plan consist of reaching Mum bai office wor ers with HIV/AIDS prevention message in their lunch bases throug h Dabbawala networ is the innovative programme supported by the emergency plan. On world AIDS day 2005, the project delivered lunches containing information ab out HIV/AIDS as approximately 2 lac s office goers the 5000 Dabbawalas delivered lunch boxes. The emergency plant supported efforts of the Dabbawala association to include in the lunches creatively designed materials & coasters bearing mess ages reflecting the World AIDS Day theme "Stop AIDS, Keep The Promise." In addition to theses world AIDS Day activities the programme wor s throughout t he year to reach out to corporations to address HIV/AIDS in the wor place. SWOT ANALYSIS OF NMTBSA STRENGTH (S): Low operational cost Customer satisfaction Low attrition rate Flat organization Team spirit & team management WEAKNESS(W) : Limited access to education Funds for the association No social security to members OPPORTUNITY: Operational cost is low Wide range publicity THREAT (T): Job satisfaction level of New generations. Canteen facility provided by corporate firm.

Conclusion : Managing more than 5000 Dabawalas daily is really increased! So what in d of Human resource policy they have adopted & how do they implemented it, was t he objective behind these report. Which are satisfactory completed, & I got some ey formulas, principles of their effective Human resource management system fr om this project wor . The lac s of office goers, 5000 Dabbawalas & ris y job schedules, all th ese ind of problems they are able to handle only due to their efficient Human r esource management system. Mr. Dhondiba Medge formed Human Resource Policy for Nutan Mambai Tiffin Box Suppliers Association. He set core values for the Assoc iation, these improved their system. The ey feature of their Human Resource Management is Flat organizationa l structure. These are able to maintainno communication barriers from top level to lower level. All Dabbawalas are employer of the association, there has no any employee-employer relation. This thing is them motivational factor behind their job satisfaction. Effective delegation of authority helps them to do wor effec tively. From top level to lower level Dabbawalas now their wor & their target which helps to effective job specification.

 

 

 

 

 

 

 

 

 

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They have implemented Human Resource Policy in their organization, these contain s strict disciplinary rules of employment, dress code & effective training & dev elopment facility to new joiners. They follow management principles in their organization such as Team wor , Time management, Innovation, Cstomer relationship management & six sigma. Bec ause of these they called as "Management Guru". Human resource policy, Manpower planning. Training & Development, Discip linary Code of conduct & their Corporate Social Responsibility activity are the ey result areas of their Human Resource Management system. Their daily earning is not sufficient to fulfill their basic needs but w hatever they earn out of from it some amount they spend in FSR activities. We a re the part of society which provides many resources to us, so it is our prime d uty to give bac to society -these CSR principle they follow.

The organization has gained a lot of appreciation from foreign countries but it still in some ways or other not fully appreciated by its own countrymen. Organiz ation can do a lot to perform better but it needs support & word appreciation fr im its own countrymen. It so, it will even leave bac the top world0running entr epreneurs & give India a place of pride on the world map.

STUDY OF SIX SIGMA METHODOLOGY IN NUTAN MUMBAI TIFFIN BOX SUPPLIERS ASSOCIATION

A STRATEGY FOR PERFORMANCE EXCELLENCE SIX SIGMA The distribution system is handled by almost illiterate or as we can say semi literate people. Most of them uneducated or just servant or just fourth gr ade passed but this note ma e any different to them. Yet the system runs efficie ntly and is in prestigious position with achievement of SIX SIGMA RATING! It pr odoudly shares this position with world famous giant management corporate li e G E, MOTOROLA (Source: Forbes magazine U.S.A.). The reason behind this is the wonderful wor system offered by them with only 0. 01% error rate in comparison with the huge number of operations it induleges ino t. They have got the prestigious achievement of SIX SIGMA RSTING because of thei r percentage of correctness which is just perfect up to 99.999995 i.e. six decim als or more than that. Not many of the topmost companies are even near to it. Th is is simply incredible. Though they have achieved SIX SIGMA RATING & a wide popularity, it cannot be neg lected that the operations completely involve physical hard wor & coping up wit

 

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h common modes of transport. he crowded modes of transport, traffic &roads, cont inuous physical wor -it is not too easy. And we have even six p-seventy years ol d patrons doing it for a living. These are the people who treat customer as GOD & run whole of their life for their GOD.Six Sigma is a philosophy and a methodol ogy focused on defect reduction. Six Sigma provides a methodology and tool set that can be used to identify and reduce defects INTORDUCTION ABOUT THE SUBJECT Six Sigma best described as a journey, a journey for business professional who a re truly committed to improving productivity and profitability. Six Sigma isn t theretical; it s an active, hands on practice that gets results. In short, you d on t contemplate six sigma; you do it. The six sigma story began in the 1980 at Motorola, where it was first developed and proven. In 1983 reliability engineer bill smith concluded that if a product was defective and corrected during the production, then other defects were proba bly being missed and later found by fustomers. In other words, process failure r ates were much higher than indicated completely fre defects; they probably would n t fail customers later. Six sigma statistically measures and reflects true procees capability, correlati ng to such characteristic as defects per unit and probabilities of success or fa ilure. Its value is in transforming culture outloo s from complacency to accompl ishment across the spectrum of industry. Most companies function at four sigma tolerating 6210 defects per one million op portunities. Operating at six sigma creates an almost defect free environment al lowing only 3.4 defects per one million opportunities: products and services are nearly perfect (99.9997%) eliminating defects eliminates dis-satisfaction. This all sounds good in theory, but how do you put it into practice? Well six si gma is about arming your human "assets" with the training, resources, and nowle dge to solve problems. It s also about ta ing a leadership journey to guide thos e assets toward ever-increasing achievement. Six sigma as s hard questions about your processes and gets the data that supports them. It provides solutions that fit your unique processes. Letter in the Gree alphabet (o) WHAT IS SIX SIGMA? Six Sigma is statistical concept that measures a process in terms of defects. Ac hieving six sigma means your processes are delivering only 3.4 defects per milli on opportunities. In other words, they are wor ing nearly perfectly. Sigma is a term in statistics that measures something called standard deviation. In its business use it indic ates defects in the out-puts of a process, and helps us to understand how far th e process deviates form perfection. The central idea of six sigma management is that if you can measure the defects in a process, you can systematically figure out ways to eliminate them, to appro ach a quality level of zero defects. So in short, six sigma is several things : • A statistical basis of measurement 3.4 defects per milion opportunities. • A philosophy and goal: as perfect as practically possible • A symbol of quality. Six Sigma value is a metric that indicatesiliow well a process forming PRACTICAL MEANING OF SIX SIGMA • Letter in the Gree alphabet (o) • "Sigma" is a measure of the variation or spread within a process. • The sigma value is a metric that indicates how well a process is performing. • Six Sigma is a methodology to drive process improvements by focusing on defect e limination. • In Six Sigma philosophy, sigma is a common language that indicates how often def ects occur in a process.

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• Focusing on sigma (o) requires through process understanding & brea through thin ing. • Six sigma (o) a methodology & tool set that can be used to identify & reduce def ects. • Six Sigma provides bottom line results improving the condition of the business. • Six Sigma utilizes the team approach to process improvement, gaining employee pa rticipation, nowledge, and support. • Six Sigma is a continuous improvement process, striving ever closer to perfectio n and allowing no complacency with success. • Six Sigma is both a methodology and a metric. • Six Sigma focuses on addressing the needs of the customer. • Six Sigma provides a structured approach to under standing and improving process es. There are some levels in six sigma process which calls "Six sigma" levels these are as follows Sigma level (process capability) 2 308,537 3 66,807 4 6210 5 233 6 3.4 Defects per million Opportunities

Practical Meaning of 99% Good 30 Capability 93.92% Historical Standard 40 Capability 99.38% Recent Standard 60 Capability 99.99966% Industry Vision ESSENTIAL OF THE SIX SIGMA METHODOLOGYThe six sigma methodology uses statistical tools to identify the vital few facto rs, the factors that matter most for improving the quality of processes and gene rating bottom-line results. It consists of four steps : • Process Characterization 1) measure (What) • Identify Project Scope/Goal • Define Key process Elements • Establish Process Capability • Validate Measurement System What is the frequency of Defects? • Define the defect • Define performance standards • Validate measurement system • Establish capability metric 2) Evaluate (Where, When, Wyh) • Benchmar Process Entitlement • Data Analysis • Determine Critical Factors Where, when and why do Defects occur? • Identify sources of variation • Determine the critical process parameters Process Optimization 3) • • Improvement (How) Develop Improvement Plan Understand/Optimize Vital Process Elements

• Reduce Variation/Defects • Verify Impact How can we improve he process?

 

 

 

 

• Screen potential causes • Discover relationships • Establish operating tolerances Were the improvements effective? • Re-establish capability metric 4) • • • Control (Sustain, Leverage) Implement Long Term Control Plan Leverage toSimilar Products/Processes Document & Standardize

How can we maintain the improvements? • Implement process control mechanisms • Leverage project learning s • Document & Proceduralize We should note that six sigma methodologies are nongid. Approaches vary, sometim es significantly. One of the variations is in the phases. Same approaches use al l five of the phases listed above. while others not include the define phase. Si x sigma professionals recognize that this approach is a ind of roadmap for impr ovement, this is the tool which helps managers and employees to understand and i mprove critical processes.

Six Sigma Methodology This strategy is supported by two Six Sigma sub-methodologies called DMAIC (Defi ne, Measure, Analyse, Improve and Control), and DMADV (Define, Measure, Analyse, Design, Verify). DMAIC shown in Fig. is an improvement system for existing proc esses which fall below specifications and need to be improved incrementally. DMA DV is also an improvement system which is designed to develop new processes and/ or products at Six Sigma quality levels. In both sub-methodologies and Six Sigma in general, the objective is to continually find ways to improve and refine pro cesses, reduce defects and increase savings. This problem-solving phase is called DMAIC. First projects are defined from the perspective of customers or regarding proces s (Define). Second based on the defined projects, the current level of the produ ct quality is measured into sigma level (Measure). Third causes of the problems are detected through the analysis so as to improve the sigma level (Analyse). Fo urth efforts are made to improve the situation by wor ing with the causes of the problems (Improve). Finally the optimal condition generated by the above mentio ned phases are controlled, maintained and monitored (Control)

DMAIC Cycle

DMAIC Cycle Step 1 : Define • Identify the project that are measurable. • Projectes are defined including the demands of the customer and process. It is the initial stage of starting the project and the most significant step Step 2 : Measure • The current level of quality is measured into Sigma level. • It precisely pinpoints the area causing problems. It forms the basis of the prob

 

 

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lem solving. • Project defects must be precisely defined and all possible and potential causes for such problems must be identified in thbis step. • Subsequetnly such problems are analysed statistically. Step 3: Analysis • In this step, when and where the defect occurs in investigated. Projects are sta tistically analysed and the problems are documented. • Major elements to be performed in tha Analysis step are as follows. • Projects must be statistically and precisely defined int terms of Sigma. • the gap between the ttarget and the actual state is clearly defined in statistic al terms li e mean and moving average. • A comparehensive list of the potential casues of the problems is created. • Statistical analysis is carried out to reduce the potential casuese into few cau ses. • Finally based on abofe swteps, the finacial implication of the project is calcul ated and furteher review is carried out if necessary. Tools for analysis • Process mapping • Failure Mode & Effect Analysis • Statistical Tests • Design of Experiments • Control charts • Quality Function Deployment (QFD) Step 4: Improve • Improvements for the potential casuses identified in the Analysis step is carrie d out in this step. Solutions to all the potentials problems must be found. • The choices are how to change, fix and modify the process. • A trial run must be carried out for a planned period of time to esnsure the revi esion and improvements implemented in the process result in achieving the sugete d values. The step are repeated if necessary. Step 5: Control • Proper control and mainteance of the improved states are estabilshed in thbis st eop. It is also a step to regularize the new method. • The results and accomplishments of all the improvement activities are documented There is continuous monitoring of where the improved process well maintained. WHY SIXSIGMA TO NMTBSA? Having discussed the reasons why a suply clain li e the NMTBSA can succe ssful, we need to further loo into the reasons that contribute towards the syst em to be extermely efficient, the following are the major ones. • Simplified coding system • High conformity to the system • Buffer in the lead time • Confirmede by the limits of the human capabilities. PICTURE OF CODING

 

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SIMPLIFIED CODING SYSTEM : The system employes extermely a simple coding system. The cooding system has bee n explained in the exhibit II. It completely specifies the location as well as t he person who is to carry to box. It also simplifies the sorting at the resident ial & destination locations. Thus, it ensures a coplete flawless system. Any sco pe of flaw now lies only in sorting & the delivery, which can be managed becaue there are more people involved in it, which remove the scope of errors. At first when number of tiffin boxes were less, the Tiffin s were tied with a co lored thread or wires to be identifies properly. But as the time passed & number of Tiffin s to be delivered startede increasing, this system of coding was foun d to be insufficient and inappropriate. So, in the early 1970 s the association decided to implement new system of wor i ng where Tiffin box codes & mar ings were uniform. This coding system can be explained life this Each Tiffin box has a certain uniq ue code painted on the top of the lid of the Tiffin box. The code donsists of th e alphabets, numbers & even colours. This includes. • Wher a Tiffin box is origainally pic ed from • Were in ha to be given • When is the Dabbawala who is finally going to deliver it. • Which group of Dabbawala does the tiffin boxes belong to (In case of more number of Tiftin boxes tobe delivered in same area of location) THIS CODING SYSTEM CAN BE EXPLAINED MORE IN DETAIL WITH HELP OF AN EXAMPLE

Here the circle represents the top of the lid of the Tiffin box. "BO" indicates "BORIVALI" which is the station of the pic -up of the Tiffin box. "A" indicates the code given to be the Dabbawala or group of Dabbwalas the membe r of which group pic s-up the Tiffin box initially from the customer s house. These codes are A,B.C, etc. according to the groups. When on each residential ra ilway station there are more than two groups of the Dabbawala. Each group is giv en in a colour painted on the top of

the lid of the Tiffin boxes. Often the codes are written in their full forms als o. The number "10" indicates the main area of the destination location. The number 10 prevailing in the current system is allocated to the area of "Nariman Point". The number "9" on the right hand side indicates the main loction of the Nariman Point & also the number of the Dabbawala handling delivery in the particular are a. "M" stands forthe "Mittal Tower".

 

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"16" stands for the th16th floor on which the .......... the customer is locate d & Dabbawala has to deliver the Tiffin boxes.

HIGH CONFIRMITY IN THE SYSTEM The system operates in such a manner that every individual has personal interest in confirming to the basic principles & discipline. He understands that when he delivers someone else Tiffin s are being distributed by someone else. A nd that is a reason why he conforms to the norm. His participation in the system in ensured by the peer s participation This interloc in the system ensures a g reater responsibility & thus a better performance. The philosophy of the Dabbawala is do your wor honestly & be satisfied with the philosophy of the Dabbawala is - do your wor honestly & be satisfied w ith what you get satisfied & happy- all of them are of a very simple nature just trying to do their job perfectly. They call the customer "GOD" & consider their service to the God. Not affected by artificiality, misconduct & unethical ways of living life, they represent then class of the simple good-natured human being s who are always on their toes for others. BUFFER IN THE LEAD TIME The system is main with a buffer in the lead-time. The Dabbwalas pic -up the lunch boxes between 9:30am-10:00am & deliver at around 12:30 pm. To 13:00 p m So they have around 2.5 to 3 hours to get the box delivered. Mostly it only ta es the Dabbawala around 30 to 45 minutes to collect the boxes, & bring then to the station. Depending on which area the boxes are collected, it ta es between 3 0-45 minutes to deliver. So there is actually put in a time slac , so even if th e Dabbawala misses the planned train, he will still be able to deliver the lunch boxes in time. So one most days the Dabbawalas have waiting time, when they arr ive to their delivery station. Which they utilize through sufficient time in sor ting. If all goes as a planned they have about 30 minutes to an hour before deli very. It is this time slac that is part of the reason, for the very high percen tages delivery on time. Because even if some minor incident happened, li e if their bi-cycle sho uld get a flat tire or so, there is still time to fix it, & still deliver on tim e. So we see the time slac as Necessity, to eep in the impressive on-time deli very statistics.

CONFIRMED BY THE LIMITS OF HUMAN CAPABILITY: The system is designed, to the capabilities of the Dabbwalas. They have made the system so each person, doesn t have to remember more then 30-40 places to colle ct & delivery. This number is partly pic ed as a result of two things. First of all because of the time available & second, & may be more important. This is the number they have found to remember & distinguish for most of the employees. As mentioned there is a certain buffer in the lead-time, which allows fo r a Dabbawala collecting & distributing more lunch boxes. But this would ma e it more difficult for the Dabbawals to remember the address, & would late deliveri es. So.part of success as we see it, is due to the recognition of the human capa bilities & the recognition of the need for a time buffer in the lead-time.

 

 

 

 

 

   

 

 

 

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Six Sigma Statistical Model

CONCLUSION

CONCLUSION The Dabbawala system of one of its own ind, unique to Mumbai, extraordi nary in operations, run by less educated people but higher in achievement on per formance scale than the leaders in management field & the country s topmost join t ventures. They might not have the huge capital & assets li e others. They are the winners. They have their greatest asset-the satisfaction of their performanc e & trying to follow them in their own countries. Such is the system India is pr oud of? They have prestigious achievement of SIX SIGMA rating the term used for the percentage of correctness which is just perfect, up to 99.999995 i.e. six de cimals or more than that. Not many of the topmost companies are even near to it. This is simply incredible! It is a disciplined, data-driven methodology focused on eliminating defe cts. A six Sigma defect is defined as anything that falls outside of a customer s specifications. The results reported below by six sigma companies are convinci ng about its contribution to industry. The Six Sigma methodology and fundamental objective is to implement a measurement-based strategy that focuses on process improvement and variation reduction. Six Sigma is a term used in manufacturing process improvement methodolog ies and it refers to the variability of a process. Six Sigma has roots bac to the teachings of Dr. Joseph Suran and Dr. W. Ewwards Deming (Thawani, 2004). Six Sigma is a high performance, data driven me

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thod for improving quality by removing defects and their causes in business proc ess activities. The higher the number of sigma s, the more consistent is the pro cess output or the smaller the variation. It is particularly powerful when measu ring the performance of a process with a high volume of outputs. Six Sigma lin s customer requirements and process improvements with financial results while sim ultaneously providing the desired speed, accuracy and agility in today s e-age. In 1998, Forbes Global magazine conducted a qualities assurance study on the Dabbawalas operations and gave it an accuracy rating of 99.999999 more then Six Sigma. The Dabbawalas made one error in six million transactions. That put then on the list of Six Sigma rated companies, along with multinationals li e Mo torola and GE. There was only one mista e in every 6,000,000 deliveries. The BBC has produced a documentary on Dabbawalas and Prince Charles, during his visit to India, visited them (he had to fit in with their schedule since their t iming was to precise to permit any flexibility). Although the services remains essentially with one barefoot delivery boys as the prime movers, the Dabbawalas have started to embrace technology, and now allow boo ing for delivery through SMS. A web site mydabbawala.com has also been added to allow for online boo ing, in order to eep up with the times. An online poll on the website ensure that customer feedbac is given pride of place. The succe ss of the system depends on teamwor and time management. Such is the dedication and commitment of the barely literate and barefoot delive ry boys who form lin s in the extensive

delivery chain, that there is no system of documentation at all. A simple colour coding system doubles as an ID system for the destination and recipient.

A gauge of quality and efficiency, Six Sigma is also a measure of excell ence. Embar ing on a Six Sigma programme means delivering top-quality service an d products while virtually eliminating all internal inefficiencies. A true Six S igma organization produces not only excellent product but also maintains highly efficient production and administrative processes, Six Sigma may mean not only t he obvious reduction of cycle time during production but, more importantly, opti mizing response time to inquiries, maximizing the speed and accuracy with which inventory and materials are supplied, and fool proofing such support process fro m errors, inaccuracies and inefficiency. The primary factor in the successful implementation of Six Sigma project is to have the necessary resources, the support and leadership of top managemen t, customer requirements identified explicitly, and a comprehensive training pro gramme.Six Sigma s DMAIC structure of problem solving is its ability to analyse, improve and control processes with an emphasis on the ability to measure the performance . Deployment of Six Sigma is best achieved through the defined projects. Success of a Six Sigma project depends on buy-in by the entire organization, deployment of the process, effective training and ey measurements. Lucas has thus concluded that: "Current Business System + Six Sigma = Total Quality Management"

THE RESEARCH & METHODOLOGY

 

 

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THE DABBAWALA SATISFACTIONS SURVEY Meaning of Research Research is a common parlance which refers to search for nowledge. Research is scientific and systematic search for pertinent information on a specific topic. In fact research is an art of scientific investigation. It is the pursuit of truth with the help of study observation and experi ment. Thus research refers to the systematic method consisting of intimating the problem, formulating hypothesis, collecting the facts or data. Research means a careful search or inquiry or an endeavour to discover f acts by study or by investigation. Research methodology has become unavoidable, when there is a problem, one search for the causes of that problem and the way i n which the problem can be solved. Research is defined as the scientific and systematic search for informat ion on a specific topic. According to Clifford Woody, "research comprises of def ining and redefining of problem, formulating hypothesis and suggestion solutions , organizing and evaluating data, carefully testing the conclusions to determine whether they fit the formulating hypothesis." The purpose of research is do discover answers to question through appli cation of scientific procedures. IDENTIFICATION OF PROBLEM : The Tiffin box service provider - Mumbai Dabbawala has been wor ing from 115 yea rs. Yet the system runs effificnetly & is in prestigious position with achieveme nt of SIX SIGMA RATING! The research has conducted to solve following Problem :• The first problem is to now the job satisfaction level of the Dabbawala. • Previously many B-schools has done project on Dabbawalas service, they appreciat ed the service of the Dabbawala but in the conclusion they stated that the six s igma service providers are poor & not job satisfied wor ers. So to now practica lly & statistically job satisfaction level of the Dabbawala. • To now about their demands which they want to fulfill. DEFINE CONCEPTS : This research wor gives full fledge nowledge about satisfaction levele of the Dabbawala. This satisfaction level judge under four parameter, these are as foll ows : Financial level : • Dabbawala are financially sound or not. • Whatever salary they drawn which are able to solve their basic necessities or no t. • To now about, effect of financial level on job satisfaction. Family level : • Dabbawala family consist his spouse, children s, parents which are totally depen ds on them. • Each & every Dabbawala first aim is to fulfill demands of their family members. • Sometimes they do dual job to fulfill their basic family needs, So, to now abou t effect of Family level aspect on their job satisfaction level. Personal level : • Some customers also want service on Sundays & public holidays so as per the cust omer wish Dabbawala provides services on those days by eeping asides their pers onal interest. The Dabbawala satisfaction Survey • New generation are well educated but unemployment compel them to do same busines s. • So, to now effect of self satisfaction of Dabbawala on their job satisfaction l evel.

 

 

 

 

   

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Social level : • The nature of the wor is totally field wor & there is large chances of happeni ng uncertain events li e acciderts, health problems etc. • In such ind of situation the critical problem they are facing about security of their social life. OBJECTIVE OF STUDY : • To study job satisfaction level of Dabbawala HYPOTHESIS : • Is there win-win situation of satisfaction level from both side i.e. (customers & Dabbawala) • Understand interrelation between ris & satisfaction level. • Understand the relation between two variables li e satisfaction level & motivati on. SCOPE OF STUDY : • Location is NMTBSA office at grant road station west of Mumbai suburban area.

SAMPLING : • Survey method of research is used & as per survey method questionnaire is formed . • Questionnaire is design in a local language (Marathi) which is able to understan d them. • The all type of Dabbawala who are wor ing in different categories in the associa tion has selected for sampling. SAMPLE SIZE : • Out of 55 samples, 50 samples of Dabbawalas who filled all question in the quest ionnaire are selected. • The Dabbawalas who are wor ing from more than a year with association are select ed. DATA COLLECTION : • Data are collected from primary source • Method of data collection is survey & questionnaire. (questionnaire are design in a local language which are understood by most of the Dabbawals) • In editing wor the questionnaires which are not completely filled up are reject ed also the Dabbawala who has less than 1 year experience their feedbac also no t considered. • Under coding system 16 question are framed in one question form, consist "yes-no " type questions; "objective" type questions & few are "brief" questions.

INTERPRETATION & ANALYSATION Here in this part, we are going to analyse the data collected through th e answers given by the Dabbawals to the questions in the questionnaire. For the purpose, fifty Dabbawals were given the questionnaire to fill. In the course th

 

 

 

 

 

 

 

   

 

ey were also as ed the reasons for the particular answers to the subject questio ns. The Dabbawalls review include all type of the Dabbawala from normal Dabb awals to mu adam (team leader); also interact with president, vice president, se cretary, treasurer to collect full information related to research wor . The data or the answer to the questions reflects the view of the custome rs regarding various aspects such as : • Their monthly income • Any social security cover • Their wor experience • Job satisfaction level ABOUT EDUCATIONAL QUALIFICATION EDUCATION 0 06 1-4 09 5-7 09 8-10 22 11-12 04 No. OF DABBAWALA 12% 18% 18% 44% 8% PERCENTAGE

ABOUT EDUCATIONAL QUALIFICATION The purpose of this question was to now about their educational bac gr ound. The Dabbawals service appreciated by Britain prince Charles, Virgin Atlant ic airline chairman Sir Richard Branson. Dabbawalas are not high educated indivi dual but there I.Q. (Intelligent Quotient) level is high. They have more than 5000 Dabbawals strength, which are capable to delive r lunch boxes to 2 lac s customers. Out of 50 Dabbawalas interview, 8% of Dabbawals are not educated, they d idn t go to but they now entire coding system which is in English language, als o able to sign in the muster roll. 18% of Dabbawalas lies in 1st to 4th standard education 5th to 7th stand ard schooling education qualification lies by 18% Dabbawalas. Majority of Dabbawalas lies in 8th-10th standard educational qualificati on, their percentage is 44%. Only 8% Dabbawalas lies in 11th & 12th standard qualification. Mr. Raghunath Medge- President of Nutan Mumbai Tiffin Box Supplier s Ass ociation & chairman of Da han Mavle Saha ari Patpedhi Mumbai, also Contractor o f Tiffin Box Suppliers & School Bus Service has completed their Graduation from Mumbai University. The coding system founder Mr. Raghunath Medge play a big role in filling up an educational gap of Dabbawalas. HOW MANY YEARS OPTIONS ANSWER 1-5 13 6-10 14 11-15 09 16-20 06 21-25 03 26 & ABOVE HAVE YOU BEEN WORKING WITH NMTBSA? PERCENTAGE 26% 28% 18% 12% 06% 05 10%

 

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HOW MANY YEARS HAVE YOU BEEN WORKING WITH NMTBSA? The object behind to as this question is as follows : • The answer will give details of exact no. of people who are loyal with the assoc iation. • The criteria for this research project is to ta e interview of those Dabbawalas who has completed more than one year service, So-this question help to sort our sample for research. • The question helps to now about the no. of younger generation s entry in this p rofession. • The suggestions of experience Dabbawalas are very fruitful so I get to now thei r numbers. There are 26% of Dabbawalas which lies in 1 to 5 yrs of experience. The total percentile of 6-10 years experience of Dabbawalas is 28. Out of 50 sample, 09 Dabbawalas lies in 11-15 years of experience & there percen tile is 18. There are 12% of Dabbawalas which lies in 16 to 20 years of experience. The total percentile of 21-25 years experience of Dabbawalas is 28. There are many Dabbawalas who has been wor ing from more than 25 years with asso ciation. These higher senior categories of Dabbawalas are 10% of whole strength. IS MONTLY SALARY ABLE TO BE FULFILL YOUR BASIC NEEDS? OPTIONS ANSWER PERCENTAGE YES 27 54% NO 23 46%

IS MONTHLY SALARY ABLE TO FULFILL YOUR BASIC NEEDS? Dabbawalas are doing ris y job. To travel Tiffin boxes through trains at pea hour, also as per requirement of the customer they provide services on pub lic holidays. But they only get Rs. 200-300 per month per Tiffin from customer w ho contributes around Rs. 5000-6000 monthly income. But to live in city li e Mum bai, this amount is not capable to fulfill basic needs. The aim of this question is to now opinion about their monthly income. The question covers financial aspect of research wor . The 54% of Dabbawalas are satisfied with their salary, which are able to complete their basic needs. The remaining percentages of Dabbawalas i.e. 46% are not satisfied with their salary which is unable to fulfill their basic needs.

DO YOU HAVE ENSURANCE COVER FOR YOUSELF? OPTIONS ANSWER PERCENTAGE YES 25 50% NO 25 50%

DO YOU HAVE INSURANCE COVER FOR YOURSELF?

 

 

The object behind to as

this question is to now how may Dabbawalas thi

 

 

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n s about their life & do investment to secure it. I got some good reply from them, many Dabbawalas are very conscious abou t their life because they now ris gravity in their job. They want self protect ion & family protection from uncertain events so they secured their life. But 50% of Dabbawalas are not secured their life because they don t have sufficient amount to invest in insurance. But they wish to invest in insurance . They want government or association should do to secure their life or gi ve them insurance. DO YOU HAVE INSURANCE COVER FOR YOURSELF? The project behind to as this question is to now how many Dabbawalas thin s ab out life & do investment to secure it. I got some good reply from them, many Dabbawalas are very conscious about their life because they now ris gravity in their job. They want self protection & f amily protection from uncertain events to they secured their life. But 50% of Dabbawalas are not secured their life because they don t have suffici ent amount to invest in insurance. But they wish to invest in insurance. They want government or association should do to secure their life or give them insurance. OPTIONS ANSWER PERCENTAGE YES 0 0% NO 50 100% HAS ASSOCIATION INSURED YOUR LIFE? The object behind to as this question is that the Nature of their job i s physical they do field wor so necessity of insurance cover is must fore them. To protect life of each & every Dabbawala is prime responsibility of associatio n ; but they unable to protect life of all Dabbawalas ; because below income rat e. In received 100% negative answer for this question. Nutan Mumbai Tiffin Box Supplier Association (NMTBSA) has not provided protection cover & not in the future thin ing about to give protection cover is all their members. Member of the association are privately ta ing insurance cover from Life Insurance Corporation (LIC) for their & repentant. They wish that association o r Government should provide them insurance cover at which they will capable to p ay. OPTIONS ANSWER PERCENTAGE YES 0 0% NO 50 100%

DO YOU GET ANY RETIREMENT BENEFIT OR OLD AGE BENEFIT FROM MMTBSA? Northern Mumbai Tiffin Box Suppliers Association is not providing any retirement benefit or old age benefit to their members. The frequency of this question s a nswer is 100% No. so I say it is 100% negative answer. There is little reason behind this. • NMTBSA charges low fees from their customers • They do not have sufficient balance to provide retirement benefit • Whatever monthly income they earn, they equally distributed within itself. • If any Dabbawala want to retire or leave job, he can do by selling his clients t o association, that time association give him a lumsum amount; which is only sou rce of income for them after retirement or resignation.

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The Dabbawalas association has "DAKKHAN MAVALE SAHAKARI PATPEDHI" this gives per sonal loan to members at very reasonable rate. The members can ta e benefit afte r retirement also. So the gap of old age benefit or retirement benefit to membe rs is partially filled up by this scheme. DO YOU GET ANY RETIREMENT BENEFIT OR OLD AGE BENEFIT FROM NMTBSA? Nutan Mumbai Tiffin Box Suppliers Association is not providing any retir ement benefit or old age benefit to their members. The frequency of this questio n s answer is 100% No. so I say it is 100% negative answer. There is little reason behind this : • NMTBSA charges low fees from their customers. • They do not have sufficient balance to provide retirement benefit. • Whatever monthly income they earn, they equally distributed within itself. • If any Dabbawala want to retire or leave job, he can do by selling his clients t o association, that time association give him a lumsum amount; which is only sou rce of uncome for them after retirement or resignation. The Dabbawalas association has "DAKKHAN MAVALES SAHAKARI PATPEDHI" This gives pe rsonal loan to members at very reasonable rate. The members cant ta e benefit to members is partially up by this scheme. AS PER NATURE OF JOB, HAD YOU FACE ANY INJURY DURING YOUR WORKS? IF YES. THEN PL EASE MENTION OPTIONS ANSWER PERCENTAGE YES 10 20% NO 40 80%

AS PER NATURE OF JOB, HAD YOU FACE ANY INJURY DURING YOUR WORK? IF YES, THEN PLE ASE MENTION The object behind to as this question is to now ris gravity in their job. Doi ng field wor job in Mumbai city is too hectic, & handle time management side by side is very impossible. So doing these inds of job, what ind of problem they face & how they tac le in was the prime aim behind this question. 20% of Dabbawala met with an accident in the course of duty. They also mention r eason of an accident. The reasons are as follows. • The four wheeler struc to cycle at wal eshwer area at the time of delivering. T iffin boxes, hospitalized-leg, hand fractured. • Due to continuous cycle riding theyface problem of pain in leg, chest (chama motech) • Many times vehicles struc to their cycle. The remaining 80% Dabbawala said that they now the art of riding cycle with car rying. Tiffin boxes. But they are not denying that in the future they will not m eet with an accident. Means there is a lot of ris they carry at the time of del ivering. Tiffin Boxes.

OTHER THAN NMTBSA, HAVE YOU BEEN WORKING SOMEWHERE ELSE? OPTIONS ANSWER PERCENTAGE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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YES NO

06 44

12% 88%

OTHER THAN NMTBSA, HAVE YOUR BEEN WORKING SOMEWHERE ELSE? The Dabbawalas are getting only Rs. 5000-6000 monthly. This amount is not suffic ient to live in Mumbai. The Dabbawalas family consists spouse, children, parents ; all are totally depends on them. 88% of Dabbawalas are not doing any wor , because they completely tire a fter doing daily wor +& unable tot do other ind of part-time job. 22% of Dabbawalas who are young they do part-time job in morning or in e vening. Such as: • Doing some agency wor li e Bhisi, investment ect. • Pan card-helping others to get pan card. • Landing - unloading wor - hamali in flawer mar et of Dadar & in other area • Wor ing as a Coompounder clinic-those who are educated they do part time wor cl inic.

OPTIONS YES NO MEDIUM

ANSWER 47 1 2

PERCENTAGE 94% 2% 4%

DO YOU SATISFY WORKING WITH NMTBSA? This is the ey question of this research wor . The entire conclusion is dependi ng on it. The question gives exact statistical percentage of satisfied Dabbawala s. This six sigma service providers are really satisfied or not is the main object behind this question. The 94% of Dabbawalas are satisfied while wor ing with ass ociation. They feel prestige while wor ing with Association. Their inner satisfa ction is reason behind their job satisfaction. "Service to customer is service t o god" is formula behind their job satisfaction. Only 1% of Dabbawalas are not satisfied because they are educated & they feel un comfortable while wor ing with association due to unemployment they came to this profession. The nature of the job & ris involved in it is other reason behind their dissatisfaction. 4% of Dabbawalas are given Medium reply i.e. they are 50-%0 percentage satisfy & physical illness while wor ing with association. They were confused while decid ing their job satisfaction level so they have given Medium (neutral) reply.

 

 

 

 

   

 

 

 

 

 

 

 

 

 

 

HOW DO YOU RATE Options Answer Excellent Very Good Good 14 BAD 0 Very Bad HOW DO YOU RATE

YOUR EXPERIENCE WITH NMTBSA? Percentage 27 54% 09 18% 28% 0% 0 0% YOUR EXPERIENCE WITH NMTBSA?

HOW DO YOU RATE YOUR EXPERIENCE WITH NMTBSA? This question helps to now about their past experience also to now about their exact job satisfaction level. The question gives idea about Dabbawalas opinion about their association; the Da bbawalas are spending their wor life with association so how they rate their ex perience is the prime factor in this job satisfaction research. 57% of Dabbawalas mar as "Excellent" level about their wor experience. 18% of Dabbawalas mar as "Very Good" wor ing experience with association. 28% of Dabbawalas mar as "Good" level about their wor experience. The important thing is that no one mar s on Bad & Very bad level of experience w ith Association. So I say this is 100% positive answer.

ANNEXURE QUESTIONNAIRE DABBAWALA SATISFACTION SURVEY • • • • • • Yes • Yes • Yes • Yes • • • Yes • Yes Name Education Married Unmarried How many years have you been wor ing with nmtbsa? Your Current monthly salary Is Monthly Salary able to fulfill your basic needs? No Do you have insurance cover for yourself? No Has Association Insured Your Life? No As per nature of job, had you face any injury during your wor ? No If Yes, then please mention. How much amount of bonus you get Do you get any retirement Benefit or old age benefit from NMTBSA? No Other than NMTBSA have you been wor ing somewhere else? No

 

 

 

 

 

 

 

 

 

 

     

• Do you satisfy wor ing with NMTBSA? Yes No Medium • How do you rate your experience with NMTBSA? Excellent Very Good Good Bad Very Bad • Any suggestion, Demand, Opinion Signature FINDINGS : The Dabbawala satisfaction research gives findings on following points: • Financial level : The Dabbawalas are financially not sound they are earning only Rs. 5000-Rs. 6000 per month & their entire family is depending on them but research shows that 54 % of Dabbawalas are satisfy with their salary. Only 12% of Dabbawalas are doing part time job to fulfill their basic needs. • Family level : There job is physical in nature so after doing full day duty they become tire & unable do other ind of part time job. Their family members also wor to contrib ute in to family income. • Personal level : Dabbawala provides good quality of service to their customer as per their demand s; they eep aside their self view & do their wor honestly. Doing wor in team is the ey element of their self satisfaction. Their relations with peers contri bute to improve their self satisfaction level.

• Social level : Only 50% of Dabbawalas has secured their life by ta ing private insurance cover. The remaining 50% has not secured their life because of incapacity to pay premi um of insurance & illiteracy about social security. The association has not secu red their members life & also they do not provide any social security cover to t hem. 100% no support from the association related social security cover. CONCLUSIONS Thus we have the unique system of delivery of lunch boxes in Mumbari fo r the mumbaities. It is not a full fledge commercial organization, running busin ess with primary aim of profit, but rather that an organization with the aim of customer satisfaction. A very true & excellent example of Hospitality. The six sigma service providers & 100% customer satisfaction level achie vers are really satisfied. To now practically their job satisfaction level was the motto of these research. & I would li e to conclude that the six sigma servi ce providers are really satisfied with their job. The research has shown 94% sat isfaction level. This is really grateful . Though they are earning very less amount from their business, though the ir job is too hectic in nature, though they don t have any social security measu res for their safety but their glazing eyes shows they are satisfied with their job. Customer is God & service to customer is as same as service to God. Their c ustomer is satisfied so they are satisfied. They called as Management Guru beca use of their core values, which are • Wor is Worship • Serving people is Serving God • Annadan is Mahadan • Time is Money

 

 

 

 

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Unity is Power

I would li e to mention some opinions of Dabbawalas, what they said about their job satisfaction. • We Dabbawalas whatever we earn from serving Tiffin boxes which is not enough to fulfill our basic needs, but we never thin about it & we provide services on ti me, & after achieving our daily target of delivering Tiffin s within a time, th e pleasure we receive from customer side is the real satisfaction for us. We do all these wor for parmartha i.e. for God. • Wor is worship. Whatever we earn after hard wor is realsatisfaction for us. No need how much we earn from it. • Delivering Tiffing boxes is very difficult job which involved hard wor . Whateve r we earn out of from it is not able to fulfill our basic needs. But such social wor brings happiness & satisfaction in our life. So we are satisfied. • Customer satisfaction is self satisfaction. I received a good supportive response from all Dabbawalas; they were ready to fi ll up questionnaire form. Association has not provided social security to them, but their team is their st rength which brings mutual understanding with each other & support. There has not surety about getting yearly bonus, which is totally depends on cus tomers. Dabbawala never force their customers to pay bonus on Diwali occasion. S ome customers pay & some do not, but whatever amount they receive as a bonus the y equally distributed. Dabbawala is a symbol of honesty, time management & loyalty. 12% of Dabbawalas do part time job to fulfill their basic needs. 44% of Dabbawalas lies in 8th to 10th standard passed i.e. they are not highly qualified but they are ready to c hange & promote innovation in their business. 50% of Dabbawalas has insured their lives by ta ing insurance, remaining are not capable to ta e insurance because their earning is less to invest in insurance. But they wish to ta e insurance for their safety. 20% Dabbawalas had faced pers onal injury during wor ing hours. Many times they met with an accident on duty. So they now about importance of insurance. 54% said their monthly salary is able to fulfill their basic needs, but not enou gh to stay in a city li e Mumbai. That means though they have poor financial bac ground, they are satisfied about their job. Money is not a motivational factor to them, their associations core values are motivator behind their satisfaction. There are lots of things to learn from this research li e : • Organizational objective is important than personal. • "Karmanye Vadhi Karaste Maa Phaleshu Kadachana" a bhagvatgeeta s shlo which mea ns Do your wor honestly without thin ing about profit or benefit, it will get at right time . • Customer satisfaction leads to job satisfaction. • Monetary value is not a real motivator of job satisfaction . • Team wor improves performance. • Corporate social responsibility is prime wor of each & every organization. How much we are earning is not important but whatever we earn, we have to give bac to our society. Recommendation Though the system has proved to be very veneficial for its customers & employees but there are some inds of limitations, these gaps should have to fill up by a dopting recommendations. After completing this research there are some recommendations from the Dabbawala s side & some from my own side, which are as follows : • Insurance cover : Association must thin about providing insurance cover to all Dabbawalas. They c an contact many insurance providers & can ta e group policy of all Dabbawalas wh

 

 

 

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ich cost fewer amounts than single insurance cover. Association should have to tal with Employees State Insurance Corporati on (ESIC) & put forward their proposal. • Job Enlargement (Advertisement) : The association should do job enlargement activity li e be an advertise promoter . Daily they reach more than 2 lac s of office goers also travel with public tra nsport so they grab attention of lac s of peoples in a day. So they have to ta e a job of promoting advertisement of different companies brands, TV serials etc . which would add extra income in their fund. • Consult With Government : The NMTBSA should have to consult with different government agencies & put forwa rd their issues. Such as • Government should provide social security cover to them, • To provide some place for exchange of Tiffin boxes at public places. • To give concession in traffic rules at the time of pea hours. • Railway board should provide separate luggage compartment to them between mornin g s pea hours (8:00am-12:00pm). The have to strengthen their activity & should collectively put forward their is sues in front of government. • Expand Business : They should have to expand their business & try to smart business in other ind of service sector li e courier services. 1% of Dabbawalas are not satisfied wor ing with association because they are wel l educated new generation & feel uncomfortable while doing field wor . Due to un employment they forcefully came into these professions. If NMTBSA Start providin g services in new sector & give an opportunity to young generation then it will definitely improve their morale & attain growth. • Start Adult Education programme: The Association should start adult education classes for uneducated & less educa ted Dabbawalas. As per research data 12% Dabbaawalas are not educated. they neve r went to shool. 18% Dabbawalas lies in 1st standard to 4th standard. & same per centage in 5th standard to 7th standard. The average No. of Dabbawalas lies in 8 th standard to 10tth standard & their percentage is 44% so association should ar range Adult education classes for Dabbawalas which provide basic education as w ell as mar et nowledge. This will ma e them competitive to face global competit ion.

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PRIMARY DATA: Dabbawalas satisfaction questionnaire form INTERVIEW : Mr. Raghunah Medge (president) Mr. Gangaram Tale ar (secretary) WEB SITE : www.myDabbawala.com PROJECT REPROT : The process of management of the Dabbawala" by Mr. Girija S. Sharma (MBA)