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Dabbawalla Chennai - proposed model

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					            A Feasibility Report on
          Dabbawallas in Chennai


By:

Archit Mehrotra(09BM8012)
Balaji Murali(09BM8015)
Divyan Kavdia(09BM8017)
Piyush Padgil(09BM8036)
Rohit Khandelwal (09BM8042)
Ajeet Singh Kharra(09BM8064)
Ved Pal(09BM8077)




            Vinod Gupta School of Management, IIT Kharagpur
Chennai Dabbawallas: A feasibility report


Table of Contents
EXECUTIVE SUMMARY .......................................................................................................2
DABBAWALLAS: AN INTRODUCTION ...........................................................................3
CHOICE OF CITY ....................................................................................................................3
CHENNAI: THE NEW DABBAWALLA‟S DESTINATION ...................................................... 4
VALUE PROPOSITION OF THE SERVICE ............................................................................. 4
CHALLENGES............................................................................................................................... 5
MAJOR COMMERCIAL AND RESIDENTIAL HUBS IN CHENNAI .................................... 5

ORGANIZATION STRUCTURE...........................................................................................8
ROLES AND RESPONSIBILITIES............................................................................................. 9

JOURNEY OF DABBAWALLA .............................................................................................9
CODING PROCESS............................................................................................................... 10
PRICING STRATEGY .......................................................................................................... 11
OTHER COSTS ........................................................................................................................... 11
SALARY ........................................................................................................................................ 12
REVENUE RECORDS ANALYSIS................................................................................... 12
HR ASPECTS .......................................................................................................................... 14
RECRUITMENT PROCESS ...................................................................................................... 14
PROS AND CONS OF THE PROCESS ................................................................................................... 14
TRAINING PROGRAM ............................................................................................................... 15
SERVICE RECOVERY TECHNIQUES .......................................................................... 15
TERMS AND CONDITIONS...................................................................................................... 15
OTHER FEASIBLE SERVICES................................................................................................ 16
ANALOGY BEHIND SELECTION OF DRESS............................................................ 16
APPENDICES .......................................................................................................................... 17
APPENDIX 1: MAP OF SUBURBAN RAILWAY AND BUS NETWORK ........................... 17
APPENDIX 2: TRAIN TIMINGS................................................................................................ 18
APPENDIX 3: RAILWAYS FARE LIST .................................................................................... 21




                                                                                                                                                1
Chennai Dabbawallas: A feasibility report


EXECUTIVE SUMMARY

        Dabbawalla‟s have long served as „Food line‟ of Mumbai‟. Can their model be
replicated elsewhere? Will such venture be successful and sustainable? We try to answer
these questions in this report. We have studied in detail if the Dabbawalla can operate in
the city of Chennai. Chennai is a city which houses a broad range of industry and also
broad range of people. People with different gastronomical preferences. One canteen in a
company may not be able to serve to the needs of different people. Sure Dabbawalla‟s will
be a boon to the working class community in Chennai, But is this a feasible proposition?

        For Dabbawalla‟s model to succeed there are few critical requisites:

                    1. Low cost Mass transit system.
                    2. Demand for the service of Dabbawalla‟s.
                    3. A closely knit group of people.

        Chennai has all of these, a good Local mass transit system, a huge demand for
Home cooked food served hot, and closely knit groups living in the slums of Chennai.
Through this report we have established that Chennai will be a very good place for the
Dabbawalla‟s to expand and replicate the model followed in Mumbai.

        The operation will begin in a phased manner. We would first start with highly dense
residential and commercial areas like avadi and ECR and then over a period of two or three
years expand our operations to cover the entire city of Chennai. The authors have also
attempted to develop a coding system for the Dabbawalla‟s which will be useful in
collection, sorting and delivery of the tiffin boxes. The report also suggests pricing strategies
which will help in service penetration. Also the authors have explored peripheral business
that the Dabbawalla‟s can do to augment their income .




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Chennai Dabbawallas: A feasibility report


DABBAWALLAS: AN INTRODUCTION

        The Dabbawalla business was founded by Mahadeo Havaji Bacche who inaugurated
“The Nutan Mumbai Tiffin Box Suppliers Trust” with a handful of illiterate employees (100
men) and without any capital investment for lunch delivery. "Tiffin" was a nostalgic term
used by British for "light food". However, people call them Dabbawallas as they carry a
"Dabba" meaning "box". Almost 5000 Dabbawallas deliver and collect more than 200,000
lunch boxes very day, across the entire Mumbai (India). Nowadays, Indian businessmen are
the main customers for the Dabbawallas, and the service often includes cooking as well as
delivery.


        Though the work sounds simple, it is actually a highly specialized trade that is over
a century old and which has become integral to Mumbai's culture. The most interesting fact
is that these people do not use any modern technology, yet they have never failed to deliver
the lunch boxes on time - irrespective of weather, riots, floods, etc. – with an error
coefficient of one in 16,000,000 boxes. This is more than Six Sigma - a quality that most
businesses strive to achieve.


        A study conducted by Six Sigma concludes that excellent efficiency and reliability is
achieved by the Dabbawallas through competitive collaboration with team members and
efficient management of logistics.



CHOICE OF CITY
Out of the given Option between 6 cities for launching Dabbawalla
    1. Hyderabad
    2. Chennai
    3. Bangalore
    4. Delhi
    5. Kolkata
    6. Pune


We did a detailed study on the Transport Systems and Food Habits of all the cities
and came up with following analysis:




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Chennai Dabbawallas: A feasibility report


Chennai                         Hyderabad                       Kolkata
    Structured                     The Intercity Railway          There is no Intercity
     Suburban railways                Network is sound but            railway network, Bus
     and Bus Network                  has limited access,             network is sound, metro
    Availability of Food             Bus network is sound            rail connectivity is there
     variety is a problem           Food availability is a           but is limited
    Residential     Hubs             problem but not to a          Food is easily and
     are concentrated                 very large extent               cheaply     available   in
                                    Residential Hubs are             almost     all   business
                                      too spreaded                    areas
                                                                    The residential hubs are
                                                                      concentrated.
Bangalore                       Pune                            Delhi
    There is no Intercity          There is no Intercity          Metro rail connectivity is
      railway and bus                railway     and     bus          there but it is not so
      network is not so              network                          meant for Dabbawallas
      smooth                        Availability of Food           People are food lovers
    Availability of Food            variety is a problem             and loads of options are
      variety is a problem                                            available
                                                                    Residential Hubs are too
                                                                      spreaded



CHENNAI: THE NEW DABBAWALLA’S DESTINATION

        Chennai is the capital city of the Indian state of Tamil Nadu. Chennai is the fourth
most populous metropolitan area and the fifth most populous city in India. Located on
the Coromandel Coast of the Bay of Bengal, Chennai city had a population of 4.34 million
in the 2001 census within the area administered by the Corporation of Chennai and an
extended Metropolitan Population of 6.5 million. The urban agglomeration of metropolitan
Chennai has an estimated population over 8.2 million people. The city is classified as
a Gamma+ World City.

        Chennai's economy has a broad industrial base in the car, computer, technology,
hardware manufacturing, and healthcare industries. The city is India's second largest
exporter of software, information technology (IT) and information-technology-enabled
services (ITES). A major chunk of India's car manufacturing industry is based in and
around the city. Chennai Zone contributes 39 per cent of the State's GDP. Chennai
accounts for 60 per cent of the country's automotive exports.

        Demographics - Chennai also has a large migrant population, who come from other
parts of Tamil Nadu and the rest of the country. As of 2001, out of the 937,000 migrants
(21.57% of its population) in the city, 74.5% were from other parts of the state, 23.8% were
from rest of India and 1.7% were from outside the country.

VALUE PROPOSITION OF THE SERVICE
   1. Tiffin Delivery – to Commercial Hubs
   2. Delivery On Time



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Chennai Dabbawallas: A feasibility report


   3. Other Potential Services – Tiffin Delivery for school children, For Advertising
        Services, Provide Airtel Connections, Banking out of Lunch Box

CHALLENGES
   1. Issue in Recruitment: There could be some cultural Issues in recruitment of
        Dabbawallas.
   2. There could be problem in getting support from state government for using railways
        as transportation mode
   3. Issue      of   Trust:   There   could   be   scepticism   in   customers   mind   about
        others(Dabbawallas) carrying their food

MAJOR COMMERCIAL AND RESIDENTIAL HUBS IN CHENNAI
Major Industrial Areas

       Ambattur-Padi Industrial Estate
       Guindy Industrial Estate (also known as Thiru-Vi-Ka Industrial Estate)
       The Old Mahabalipuram Road (developing as a commercial corridor)


Major Business Hubs


       Chennai Trade Center
       Anna Salai
       Radhakrishnan Salai
       Nungambakkam
       Alwarpet
       Praksam Road
       M.G Road & Sardar Patel Road
       Central Chennai areas: like Egmore, George Town, Royapettah, Triplicane


Major Residential Areas


       Raja Annamalaipuram
       Mylapore
       Egmore
       Adyar and Besant Nagar
       Velachery
       Tiruvanmiyur
       Anna Nagar
       Chromepet


                                                                                            5
Chennai Dabbawallas: A feasibility report


       Porur
       Vadalpalani
       Nanganallur
       Teynampet, Kotturpuram, Thyagaraya Nagar and Nungambakkam,
       Tambaram
       K.K.Nagar
       MadiPakkam

STAGE 1-PLANNED HUBS (SUBURBAN RAILWAY STATIONS)

        In the 1st Phase of launch of service, the following sub-urban railway stations are
being considered for various hub and spokes of the distribution system.

Nearest Stations for Residential Hubs

       Tambaram
       Chromepet
       Guindy
       Egmore
       Velachery
       Adyar
       Besant Nagar
       Thirumayilai
       Thiruvanmiyur

Nearest Stations for Business Hubs

       Avadi
       Ambatur
       Villivakkam
       Loco Works
       Perambur
       Thiruvottiyour
       Nandiambakkam
       Gummidipundi
       Sullupetta
       Akkampet




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Chennai Dabbawallas: A feasibility report




                                            7
Chennai Dabbawallas: A feasibility report


ORGANIZATION STRUCTURE



                                                 President



                                         General                           Deputy
                       Directors                        Treasurer
                                        Secretary                         President




                                                               Salahkar


                                    Mukkadam          Mukkadam                         Mukkadam
                                   (Team Lead)       (Team Lead)          .....       (Team Lead)
                                        1                 2                                5


   Dabbawala        Dabbawala        Dabbawala                      Dabbawala
                                                        ....
       1                2                3                              8




         The organization will be having a 3-tier structure with a Board of Directors, Team
Leads and Delivery Man. The basic operating unit is a team comprising of about 8 delivery
man headed by a team lead. A team lead is a person with enough experience as a delivery
man. A delivery man with about 6 years of experience and excellent service record will be
promoted as a team lead. The promotion will happen for the same service area in which the
team lead has been performing initially to allow him the time to settle in. After a couple of
years if need arises because of growth in, adding of new areas or need to accommodate rise
in rank of the junior delivery man to the post, the team lead can be transferred to another
area or another team in the same area. Five-Six teams usually servicing the same will form
a group and will appoint one group head from among the team leads of each team on a
rotating basis (2 years per person). The group head will report to the Directors of each zone
(4 zones).

         The BOD will consist of 8 members which will be elected by the general body every
five years. The head of the BOD will be the president presiding over all the matters of the
Trust.




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Chennai Dabbawallas: A feasibility report


ROLES AND RESPONSIBILITIES
       Dabbawalla: Lowest level in the hierarchy, these are responsible for collecting and
        delivering the Tiffins. The delivery men would be hired from low income slum
        dwellers and trained for about 1 year before being awarded the permanent enclosure
        in the trust.
       Mukkadam: Delivery man promoted to the rank after 6-7 years. They would be
        responsible for sorting of the dabbas daily. Other than that they would be involved
        in other administrative services like handling client payments, resolving disputes,
        and apprentice training and acquiring new customers.
       Salahkar: A rotating head of about 4-5 teams from the same area responsible for
        the group and acting as an interface between BOD and the Group.
       BOD: Responsible for co-ordinating the activities of the group. Monthly meetings
        would be held to preside over the agenda. These meetings would look into the
        problems being faced by the Group and strategy for future.
            o   Directors: Four Directors, each per zone who will be the direct contact
                between Group head and BOD.
            o   Treasurer: Responsible for handling the finances of the trust.
            o   General Secretary: Presiding over the daily operations of the trust.



JOURNEY OF DABBAWALLA

7 am – 9 am                    •Begins the circuit.
                               •Collection of Dabbas from customer.
                               •In an hours time they collect 30 Dabbas and pass them on to
                               next leg of relay race.
                               •Next relay lap starts from local railway station

9 am – 11.30 am                •Postman sorting at station.
                               •Wooden trays loaded in the compartment.
                               •Special reserved compartment in trains.
                               •Compartments contain 700-800 tiffins besides human.
                               •Loaded and sorted at platform for area wise distribution

11.30 am – 12 pm               •Dozens of Dabba wala’s pour out from trains at destination
                               platforms during this peak hour.
                               •crates are unloaded outside the stations.
                               •Dabbas are sorted within 10 minutes on the footpath or on
                               platform.
                               •Pack their carts and boxes and Dashed off to office districts

12 pm – 2 pm                   •Rush to the destination on 10 min sprint, push handcarts or
                               bicycle.
                               •Each one assigned one block of office.
                               •Rush with handcarts and deliver the Dabba.
                               •Hour later the collection process starts
                               where dabbas are picked up from offices
                               where they had delivered.


                                                                                                9
Chennai Dabbawallas: A feasibility report


2 pm – 6 pm                    Here after the whole process is
                               reversed.

                               •By 3 pm they again board the train for respective locations.
                               •Empty Dabba’s are returned to households



CODING PROCESS

In order to conveniently handle large volume of dabba flow throughout the city, we have
come up with a unique yet simple mechanism of labeling the dabbas. The motivation
behind this technique is to ensure that the moderately skilled dabbawallas should not face
any difficulty in decoding it and also we have ensured that it has the level of detailing which
ascertains that in case of any attrition of dabbawallas, any new employee can easily fit into
the existing delivery system. This coding approach helps in getting rid of any drifting away
or errors in delivery.

        We are presenting two cases of labeling which handles the two scenarios of intra-
route delivery and inter-route delivery. As we have already seen that the Suburban rail route
of Chennai is divided into four color routes viz. Red, Blue, Green and Yellow. This system is
distinctly separate from the Mumbai local system where the railway route is more or less
extended along a single stretch. So in coding we have taken care of the change of rail route.


        For example let‟s take the case where a client (or say
service receiver) wants the dabba to be picked from VS Building,
Floor 12. This area lies close to the Station code 2R, implying that
the area is serviced by the Red line of suburban rail route. The
destination for the dabba is 5Y serviced by the Yellow line.
A denotes the dabbawallas code servicing the client pickup
location and B denotes the dabbawallas code for the delivery
destination. JC is the building where the dabba is to be delivered

and 10 gives the floor where to deliver it in JC building. 4R & 3Y                Dabba Code 1
stand for the station where the source side sorting and
destination side sorting will happen respectively.




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Chennai Dabbawallas: A feasibility report




Dabba Code 2 is an example of intra-route delivery. For example
the dabba is to be delivered from VS 12 in vicinity of station 2R to
LM 9 near station code 5R. For this delivery, the source sorting
and destination sorting station will be the same, 4R in this case.


                                                                                  Daba Code 1

The intra-route delivery would not require our In-transit merge (located in Chennai central)
where all the necessary route changes will take place. Like, for Dabba Code 1, the route
change from red to yellow will take place at the In-transit merge.



PRICING STRATEGY
        The Dabbawallas in Chennai should adopt ‘Variable Pricing Strategy’ in order to
serve the customers at various locations in Chennai.

        The price has to be fixed between Rs. 150-300 per month. While deciding upon the
pricing strategies the following factors needs to be considered:

    1. Consumer Density: The number of customers at a specific location will be a key
        factor in deciding the prices. The concentration of customers at a specific location
        facilitates the ease of pickup/delivery of tiffins by the dabbawalla, thus, leading to
        lower/higher price of the service.
                For example, the large number customers from the Chennai Central areas
        like Egmore, Chetpet and Mambalam will lead to lower pricing in these areas. And,
        the poorly developed residential hubs such as Palur and Villiambakkam will incur
        high cost to the service because of the lower density of consumer population in
        these areas and thus, the pricing will be on higher side.
    2. Time and Cost of Travel: The prices are also dependent on the time and cost of
        travel incurred in terms of delivery of the tiffins. The larger the distance or greater
        the time of travel between the pick-up and delivery site, higher will the prices of
        service and vice-versa.
                For example, the close pick-up and delivery points between Anna Nagar West
        (Residential hub) and Padi or Ambattur (Commercial hub)        will be charged lower for
        the service as compared to the delivery between              Thambaram      (Residential
        hub)Akkampet or Sullerpetta (Commercial hub)

OTHER COSTS
        The customers will have the provision of buying the exterior tiffin either from the
Dabbawallas at the cost of Rs. 250 approximately or they can also get their own tiffins
satisfying their particular needs.

                                                                                                11
Chennai Dabbawallas: A feasibility report


SALARY
        Salaries of dabbawallas are fixed between Rs. 4000-5000 and varies only in terms of
whether a particular dabbawalla is in the period of internship or a permanent one and do
not depend upon the number of customers seved by the dabbawalla.

        For example, if one dabbawalla service 40 customers
      and one another one service
just 20 customers, then both will receive equal salaries 
 because of two factors – time and
location. Here, the dabbawalla collecting 40 tiffins may have collected all
   of them from one
area itself (like Chetpet and Mambalam ) in 30 minutes. Whereas, the other 
 dabbawalla
collecting 20 tiffins may have had to travel long distance covering a large area 
 in order to
collect his 20 tiffins in over an hour‟s time. Thus, it would be unfair to him if the 
 first
Dabbawalla is paid a higher amount.

        The travelling passes in train costs around Rs. 60-200 per passenger per month and
the bus passes will cost around Rs. 75-150 per passenger per month and these are to be
born by the dabbawallas themselves.



REVENUE RECORDS ANALYSIS
Assumptions:

   1.   The overall population of Chennai has been calculated for October 2010 by
        extrapolating from a population of 4,353,000 on April 13th 2007 and a population of
        4,616,639 on March 14th 2010.
   2.   The population of various residential hubs has been calculated on the basis of the
        Area (sq km) of the location and the Population Density (persons per sq km).
   3.   The Working Male Population above 18 years in Chennai has been considered as
        10% of Total Male Population calculated by using the Gender Ratio of 0.954.



          Year                                           2010           2011

          Total Population of Chennai                    4,669,367      4,340,000

          Population Density (persons per sq km)         26,532         24,682

          Total Area (sq Km)                             176




                                                                                            12
Chennai Dabbawallas: A feasibility report


 Population of Areas covered in PHASE 1

                                                                     Population Density
                                            Area (sq km)
                                                                     (persons per sq km)

 Tambaram

 Chromepet
                                            22                       583704
 Guindy

 Egmore

 Velachery

 Adyar

 Besant Nagar                               11.4                     302464.8

 Thirumayilai

 Thiruvanmiyur

 Total Estimate Residential Population      33.4                     886168.8




 BREAK-EVEN ANALYSIS

 Working Male Population above 18           10% of the Male Popn.    84541

                                            10% of the Targeted
 Targeted Market Segment                    Popn.                    8454

                                            Assuming        each
                                            Dabbawalla serves 30
 Dabbawallas required                       customers                282

 Other members required                     1 per 10 Dabbawallas     28

 Total Dabawallas                                                    Rs.310

 Avg. per month Salary (Rs.)                4000 and 7000            1323206.71

 Avg. Revenue Generated per month           Pricing at Rs. 150 per
 (Rs.)                                      customer                 1268107.55

 Profit/Loss (Rs.)                                                   -55099.16

 Break-Even Price (Rs.)                                              5.22




                                                                                           13
Chennai Dabbawallas: A feasibility report


HR ASPECTS
RECRUITMENT PROCESS
        The majority of the population in Chennai are Tamils. Tamil is the primary language
spoken in Chennai. English is widely spoken especially in business, education and white
collar professions. Sizeable Telugu and Malayalee communities live in the city.Chennai also
has a large migrant population, who come from other parts of Tamil Nadu and the rest of
the country. As of 2001, out of the 937,000 migrants (21.57% of its population) in the city,
74.5% were from other parts of the state, 23.8% were from rest of India and 1.7% were from
outside the country.

PROS AND CONS OF THE PROCESS
PROS:

    1. The people belong to low income group and strive for a better life and a secure
        source of livelihood. Including them in the trust would provide them both these
        attributes and hence their loyalty towards the cause will increase so the attrition will
        go down providing a stable business and reduced costs.
    2. Once people from these sections join the organization they will attract others from
        their neighbourhood to take up the profession. The trust factor works in these
        sections and once a person is employed others will come forward. Also the increase
        in life quality of an employee and fellow slum dweller would attract others.
    3. The sense of community feeling would help in establishing strong loyalty,
        commitment, dedication and empathy for the job. Hence inculcating a culture of
        discipline.
    4. Once the wave sets in this will provide a pool of hardworking, dedicated and loyal
        workforce eager to join hands. This will reduce the cost of hiring and trustworthy
        people would be hired.
    5. Positive publicity in way of improving the lives of slum dwellers. The media coverage
        would ensure more business.

CONS:

    The people usually live in unhygienic conditions and carry the same impression
regarding their personal hygiene. Also many sections of workforce like Tamil Brahmins and
very orthodox in their thinking and would not want to avail service from such people. The
best way to insure against this will be to have an outreach program to prospective
customers alleviating their fears and concerns. The Dabbawallas would be required to dress
in traditional kurta-lungi (yellow) which should be properly clean and the trademark
Gandhian cap. Fine would be imposed on any person found violating this practice.

    1. The people from slums usually have drinking problems and are unwilling to put in
        efforts having got used to the life. This may hinder their output. To take care of this


                                                                                             14
Chennai Dabbawallas: A feasibility report


        internal marketing would be done by educating the strata of improved life and
        security of the fellow dwellers that have started serving as Dabbawallas. The
        decision would be projected as their way out of clutches of present life.
    2. The slum people are sometime involved in socially harmful activities and may not be
        trustworthy. The apprentice would be duly monitored for his conduct and then
        included in the ranks of Dabbawallas. Strong work ethos would be instilled to
        decrease the chances of defaults.

TRAINING PROGRAM
        The new recruit would go under an apprenticeship for 1 year on a fixed
remuneration basis. After the successful completion of the training the apprentice is
required to pay a price in ratio of 1:7 (8 being the number of Dabbawallas serving a locality)
for operating rights in the locality. The money would be used as a security deposit to be
returned to the Dabbawallas at their retirement (65 yrs). The money would be kept in a
fixed deposit that can be used by the Dabbawallas to get loan against for some exigencies.
Also upon death the money would be given to the beneficiary. The Dabbawallas henceforth
would have a permanent job and a monthly income revised from time to time.



SERVICE RECOVERY TECHNIQUES
    1. Apology: An engraved culture of Dabbawallas of apologising, in case of a service
        delivery previous day. Also, explaining to the customer, the reason for delivery
        failure.
    2. Empathy: A        sincere   expression   of feeling for the     customer‟s    plight   and
        understanding of his losses for the service failure of the previous day.
    3. Providing Compensation: For a day of there is service failure for a particular day,
        there will be no charge for that particular day of service.

TERMS AND CONDITIONS
    A few terms and conditions which need to be included in Dabbawallas terms and
    conditions are as mentioned below:
        By ordering Services you are agreeing to these Terms & Conditions.
    1. Payment for a month‟s service need to be made in advance by 1 st day of availing the
        service for a particular month.
    2. Dabbawallas will not be responsible for delivering the tiffin if it is not kept in front of
        house on time.
    3. There will be a fixed monthly charge irrespective of the number of times tiffin needs
        to be delivered per month. The charge will vary depending on the location and
        society of the customer.
    4. Dabbawallas will provide service for 6 days a week from Mondays to Saturdays.


                                                                                               15
Chennai Dabbawallas: A feasibility report


    5. In case of loss of tiffin by Dabbawallas, Dabbawallas will take responsibility and
        provide customers with new tiffin.


OTHER FEASIBLE SERVICES
        Dabbawallas can also provide services of delivery of tiffins for school children. This
could be taken for more efficient utilization of Dabbawallas time as time of delivery of tiffins
for office people will be different for time of delivering of tiffins for school children. The way
in which we look to implement this is explained as follows:
        Each Dabbawalla has his own territory for which he is responsible. For his territory,
Dabbawalla is expected to collect tiffins from homes which can then be distributed using
the existing hub and spoke model or can be distributed using other modes of local
distribution like buses as for most of the students, their schools are expected to be in close
vicinity of their homes.

        The same setup could also be used for nearby businessmen and shopkeepers for
whom tiffin can be collected and supplied at their shops.




ANALOGY BEHIND SELECTION OF DRESS
         While launching dabbawallas in Chennai, we
have zeroed down to use color yellow as the dabbawallas
uniform & accessories. This choice is commemorated by
the fact that Yellow is a symbol of optimism,
enlightenment, and happiness. Yellow is psychologically
the happiest color in the color spectrum. Shades of
yellow carry the promise of a positive future. Yellow will
advance from surrounding colors and instill optimism
and energy, as well as spark creative thoughts. The
association with yellow will impregnate the feeling of
belongingness, uniqueness, joy, grandness & they will
instill pride which will help in enhancing performance of
dabbawallas.                                               A Chennai dabbawalla, outside suburban railway
                                                           station after picking up dabbas for delivery.




                                                                                               16
Chennai Dabbawallas: A feasibility report


APPENDICES



APPENDIX 1: MAP OF SUBURBAN RAILWAY AND BUS NETWORK




                                                      17
Chennai Dabbawallas: A feasibility report


APPENDIX 2: TRAIN TIMINGS
S.No.       Starting From                   Destination to    Departure Time

01          Chennai Central                 Arakkonam         19.40 hrs

02          Chennai Central                 Arakonam          06.05 hrs

03          Chennai Central                 Arakonam          06.25 hrs

04          Chennai Central                 Arakonam          09.10 hrs

05          Chennai Central                 Arakonam          10.00 hrs

06          Chennai Central                 Arakonam          12.50 hrs

07          Chennai Central                 Arakonam          14.40 hrs

08          Chennai Central                 Arakonam          17.05 hrs

09          Chennai Central                 Arakonam          17.20 hrs

10          Chennai Central                 Arakonam          18.05 hrs

11          Chennai Central                 Arakonam          20.10 hrs

12          Chennai Central                 Arakonam          22.50 hrs

13          Chennai Central                 Arakonam (Fast)   16.25 hrs

14          Chennai Central                 Arakonam          21.00 hrs

15          Chennai Central                 Avadi             00.20 hrs

16          Chennai Central                 Avadi             07.55 hrs

17          Chennai Central                 Avadi             08.10 hrs

18          Chennai Central                 Avadi             08.45 hrs

19          Chennai Central                 Avadi             09.00 hrs

20          Chennai Central                 Avadi             09.15 hrs

21          Chennai Central                 Avadi             09.45 hrs

22          Chennai Central                 Avadi             09.50 hrs

23          Chennai Central                 Avadi             10.25 hrs

24          Chennai Central                 Avadi             10.40 hrs

25          Chennai Central                 Avadi             11.25 hrs

26          Chennai Central                 Avadi             12.30 hrs

27          Chennai Central                 Avadi             13.15 hrs

28          Chennai Central                 Avadi             15.35 hrs

29          Chennai Central                 Avadi             23.15 hrs

30          Chennai Central                 Ennore            6.00 hrs

31          Chennai Central                 Gummidipoondi     11.35 hrs

32          Chennai Central                 Gummidipoondi     16.40 hrs

33          Chennai Central                 Gummidipoondi     17.10 hrs

34          Chennai Central                 Gummidipoondi     18.00 hrs

35          Chennai Central                 Gummidipoondi     21.15 hrs

36          Chennai Central                 Gummidipoondi     18.25 hrs

37          Chennai Central                 Gummidipoondi     18.55 hrs



                                                                               18
Chennai Dabbawallas: A feasibility report


38          Chennai Central                 Gummidipoondi     19.35 hrs

39          Chennai Central                 Gummidipoondi     20.05 hrs

40          Chennai Central                 Gummidipoondi     20.35 hrs

41          Chennai Central                 Gummidipoondi     21.45 hrs

42          Chennai Central                 Gummidipoondi     22.45 hrs

43          Chennai Central                 Gummidipoondi     00.15 hrs

44          Chennai Central                 Gummidipoondi     12.15 hrs

45          Chennai Central                 Gummidipoondi     5.40 hrs

46          Chennai Central                 Gummidipoondi     6.55 hrs

47          Chennai Central                 Gummidipoondi     7.20 hrs

48          Chennai Central                 Gummidipoondi     8.05 hrs

49          Chennai Central                 Gummidipoondi     8.50 hrs

50          Chennai Central                 Gummidipoondi     6.30 hrs

51          Chennai Central                 Gummidipoondi     9.20 hrs

52          Chennai Central                 Gummidipoondi     12.35 hrs

53          Chennai Central                 Gummidipoondi     13.35 hrs

54          Chennai Central                 Gummidipoondi     14.15 hrs

55          Chennai Central                 Gummidipoondi     15.10 hrs

56          Chennai Central                 Kadamathur        12.10 hrs

57          Chennai Central                 Pattabiram M.S.   06.35 hrs

58          Chennai Central                 Pattabiram M.S.   07.30 hrs

59          Chennai Central                 Pattabiram M.S.   09.30 hrs

60          Chennai Central                 Pattabiram M.S.   15.15 hrs

61          Chennai Central                 Pattabiram M.S.   19.20 hrs

62          Chennai Central                 Pattabiram M.S.   16.10 hrs

63          Chennai Central                 Pattabiram M.S.   05.45 hrs

64          Chennai Central                 Pattabiram M.S.   13.30 hrs

65          Chennai Central                 Pattabiram M.S.   23.45 hrs

66          Chennai Central                 Pattabiram M.S.   18.20 hrs

67          Chennai Central                 Pattbiram         20.30 hrs

68          Chennai Central                 Pattabiram M.S.   21.20 hrs

69          Chennai Central                 Ponneri           14. 35 hrs

70          Chennai Central                 Solurpettaai      13.10 hrs

71          Chennai Central                 Sullurpettai      8.35 hrs

72          Chennai Central                 Sulurpettai       4.25 hrs

73          Chennai Central                 Sulurpettai       10.35 hrs

74          Chennai Central                 Sulurpettai       15.40 hrs

75          Chennai Central                 Tiruniravur       07.05 hrs

76          Chennai Central                 Tirutani          04.00 hrs



                                                                           19
Chennai Dabbawallas: A feasibility report


77          Chennai Central                 Tirutani        0.435 hrs

78          Chennai Central                 Tirutani        11.50 hrs

79          Chennai Central                 Tirutani        14.20hrs

80          Chennai Central                 Tirutani        15.20 hrs

81          Chennai Central                 Tirutani        17.40 hrs

82          Chennai Central                 Tirutani        19.05 hrs

83          Chennai Central                 Tirutani        07.15 hrs

84          Chennai Central                 Tirutani Fast   19.10 hrs

85          Chennai Central                 Tiruvalllur     06.50 hrs

86          Chennai Central                 Tiruvallur      07.40 hrs

87          Chennai Central                 Tiruvallur      08.30 hrs

88          Chennai Central                 Tiruvallur      11.00 hrs

89          Chennai Central                 Tiruvallur      12.00 hrs

90          Chennai Central                 Tiruvallur      13.30 hrs

91          Chennai Central                 Tiruvallur      14.00 hrs

92          Chennai Central                 Tiruvallur      15.00 hrs

93          Chennai Central                 Tiruvallur      15.50 hrs

94          Chennai Central                 Tiruvallur      17.55 hrs

95          Chennai Central                 Tiruvallur      18.35 hrs

96          Chennai Central                 Tiruvallur      18.50 hrs

97          Chennai Central                 Tiruvallur      19.50 hrs

98          Chennai Central                 Tiruvallur      20.45 hrs

99          Chennai Central                 Tiruvallur      21.40 hrs

100         Chennai Central                 Tiruvallur      23.15 hrs

101         Chennai Central                 Tiruvallur      23.30 hrs

102         Chennai Central                 Tiruvallur      0.3.40 hrs

103         Chennai Central                 Tiruvallur      05.20 hrs

104         Chennai Central                 Tiruvallur      17.05 hrs




                                                                         20
Chennai Dabbawallas: A feasibility report


APPENDIX 3: RAILWAYS FARE LIST




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