Service Operations Management

Dabbawallahs of Mumbai

Group 8

Aashish Jethani - 2010004 Debashish Bagg - 2010298 Namita Choudhary - 2010127 Prabhuvardhan Reddy - 2010159 Sreechand Nambiar -2010230 Susnata Chakraborty -2010236 Tanuraj Kulshreshtha -2010240 Mudit - 2010123

Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Abstract: This Dabbawallahs of Mumbai are widely recognized as an outstanding example of excellent Logistics. They are often quoted as a standard example of six sigma implementation in Indian context. In this article we study in detail the nature and content of this system critically examine its salient features and analyze the possibility of extending the system to similar or related domain. Table of Contents Abstract: ........................................................................................................................................ 2 Introduction to Dabbawallahs of Mumbai ...................................................................................... 3 Table 1: Business of Dabbawallahs of Mumbai ............................................................................. 3 Operating Procedures ...................................................................................................................... 4 Table 2: Operating Procedure at Dabbawallahs of Mumbai ........................................................... 4 Table 3: Procedure and resources used in the operations ............................................................... 5 Figure 1: Distribution System of Dabbawallah .............................................................................. 5 Coding of Origin and Destination of Dabba ................................................................................... 5 Figure 2: Coding system of Dabbawallahs ..................................................................................... 6 Table 4: Capacity supportable by Dabbawalla code ....................................................................... 6 Critical Success Factors .................................................................................................................. 7 Answering the questions to the case ............................................................................................... 9 Services supply chain differs from manufacturing supply chain on following points: .................. 9 Measures to assess the effectiveness of services supply chain. ...................................................... 9 Economics of Dabbawallah meal distribution network. ............................................................... 10 Is the model sustainable and scalable ........................................................................................... 10 Assessment of future of dabbawallahs:......................................................................................... 12 Suggestions for Raghunath Medge: .............................................................................................. 12 References ..................................................................................................................................... 14

Figure 1: Distribution System of Dabbawallah .............................................................................. 5 Figure 2: Coding system of Dabbawallahs ..................................................................................... 6 Table 1: Business of Dabbawallahs of Mumbai ............................................................................. 3 Table 2: Operating Procedure at Dabbawallahs of Mumbai ........................................................... 4 Table 3: Procedure and resources used in the operations ............................................................... 5 Table 4: Capacity supportable by Dabbawalla code ....................................................................... 6
Group 8 Page 2

Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Introduction to Dabbawallahs of Mumbai Dabbawallah is a person in Mumbai (Bombay), India, whose job is carrying and delivering freshly made food from home in lunch boxes to office workers. The word "Dabbawalla" is literally translated as "one who carries a box"; "Dabba" means a box (usually an cylindrical aluminum container), while "wala" is a term of reference to the preceding word (literally translated, the closest meaning would be "Tiffin-man"). Though the profession seems to be simple, it is actually a highly specialized trade that is over a century old and has become integral to Mumbai's culture. The dabbawalla originated when India was under British rule: many British people who came to the colony didn't like the local food, so a service was set up to bring lunch to these people in their workplace straight from their home. Nowadays, Indian business men are the main customers for the Dabbawallahs, and the services provided are cooking as well as delivery. The Dabbawallah service had an informal and very humble beginning in 1890 in Mumbai. In 1954, the Dabbawallah had united into a rudimentary co-operative and registered this umbrella organization in 1956. In 1983, it changed into the Trust and adopted an owner partner system. By 2003, it has registered 5,000 Dabbawallahs and was delivering 175,000 lunches daily in Mumbai covering an area of 75 kilometers of public transport and generated Rs380 million per annum. Operational model of Dabbawallahs of Mumbai is a home grown model, conceived, developed and perfected by a group of individuals who have very little or no formal education in the area of Logistics. The model is operated by a group of 5000 individuals organized in the form of a cooperative, delivering everyday 150,000 lunch boxes from home to customer locations in Bombay with negligible error rate. It is recognized as an outstanding example of excellence in service delivery also the most talked about Indian example of excellence in logistics operations and in terms of quality in service operations.
Table 1: Business of Dabbawallahs of Mumbai

Location Bombay, Maharashtra State, India Product/ Service Collection, transportation and delivery of lunch boxes (daily) from home to office location and bringing back the (lunch) boxes in the evening. Need Preference to home food by Indian Executives, Managers and Traders Target segment Middle income group, owner managers and Small Traders Environment Long commuting distances (up to 50 miles), congested route (rail, road), over stretched and slow public transport system Topography Linear spread (North to South of Bombay) Price Rs. 250/- per month per Lunch box Legacy 110+ years old Actors A group of people from Pune of same ethnic background Organization Co-operative Size 5000 employees Volume 300,000 Transactions a day Structure Team (5 - 8 individual) Group (5 - 8 team) 120 groups Performance Less than six errors in two months of operations
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Operations

6 days a week, No discontinuity in service delivery, One week pre announced holiday

Operating Procedures Dabbawallahs are designed to collect, transport and distribute lunch boxes to its customer routinely (every day) for 25 (working) days in a month, except for a weekly off on Sunday and a yearly off for four days in April. The flowchart of operations of Dabbawallahs is as follows.
Table 2: Operating Procedure at Dabbawallahs of Mumbai

Time 8:30 am 9:00am

Activity Collection of lunch box for residential - Wide Area area by each team member - Small Volume - 30-36 box/ customer per Dabbawallah - Responsibility of Member 8:38 am Sorting of the Lunch boxes at the - Team work originating station by destinations - Time bound - Code based 9:30 am Loading of Lunch boxes in set carts to - Rapid operations the sub-urban train either for a hub or a final destination 9:30 am 10:30 Resorting of Lunch boxes to the final - Group Operations am destinations - Rapid operations 10:20 am 11: Transfer to final destination by using - Code based 20 am rail network - Individual Groups 11:30 am Unloading and Re-arranging Lunch - Code based boxes based on final delivery location - Mukadams experience - Individual Team Members 11:30 am Loading on to special carts and transfer - Group of Members 12:00 pm to final destination 12:30 pm 1:00 Delivery of Lunch boxes at the final - Responsibility of Individual pm destination Member 3:30 pm Collection of empty Lunch boxes and - Individual member responsibility beginning of return journey 3:45 pm 4:15 Sorting origin wise Lunch boxes at the - Code based pm destination station - Group of Members employed 4: 30 pm Transfer to original location by rail - Rapid action network 4: 40 pm Unloading at the original station and - Rapid action regrouping of delivery to individual - Code based houses 5:00 pm Final delivery of empty Lunch boxes at - Members responsibility the households individually

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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

The above stringent operating procedure is executed daily by un educated Dabbawallah on the basis of the operational efficient procedures that are developed by them on the life span of 119 years.
Table 3: Procedure and resources used in the operations

Operating Procedure Collection of Lunch box and delivering them back to origin Receiving and sorting at Railway station (on ward and backward journey) Hub Hub transfer

Resource / Procedure used Milkman Route (helps to optimally manage time and hence increase efficiency) Self developed colored alpha- numeric code printed on the dabbas

Loading Dabbas

and

Unloading

By dedicated compartments of suburban train network of Mumbai, sorting is specifically done by experienced Dabbawallahs (Mukadams) of Rapid action from the Dabbawallah, specific teams railway station does the same

Figure 1: Distribution System of Dabbawallah

Coding of Origin and Destination of Dabba Coding system of Dabbawallahs is one of the main ingredients of their delivery system that helps them keep error level to bare minimum. The dabbawallahs chose to evolve a coding system that speaks to its bunch of illiterate workers, fully recognizing the fact that its strength lies on its cheap labour and committed workforce. The codification system is the core to material flow and its tracking in the system. The code, which is painted on the dabba top uses colour, dashes, crosses, dots and simple symbols to indicate the various parameters like originating suburb, route to take, destination- station, whose responsibility, the street, building, floor etc. The system by its simple Structure ensures a smooth flow to and from destination, though a dabba might pass through as many as 6 persons in each direction of movement every day. Since the
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

system is operated by strictly controlled but loosely linked groups, each group has a certain amount of flexibility in personalizing the coding system. The code of Dabbawallahs can be bifurcated into 4 parts as shown in the below figure. Each of the code part speaks of the dabbawalla who is suppose to handle the dabba at that specific location. 1. Residential station dabbawalla code: As each dabbawalla is assigned uniquely to a locality to collect dabba this code of a letter or so says where the dabbas have originated from and who is the dabbawalla who is supposed to handle it on its way back home. 2. Destination station: It speaks the route that the dabba has to be taking to reach its designated destination in time. 3. Designated Location: This part of the code can is further divided into four parts a. Dabbawallah who is handling at the destination b. Building of delivery of the dabba c. Floor to which the dabba needs to be delivered. 4. Location of delivery: this is more specifically noted to keep in track of the delivery of the dabba. This takes care that the dabba is not routed to different location of delivery.
Figure 2: Coding system of Dabbawallahs

This four part model helps dabbawalla to not only make the dabba reach its ideal destination and origin in to and forth direction it also gives flexibility to dabbawalla in terms of total capacity that can be handled.
Table 4: Capacity supportable by Dabbawalla code

Code Destination name Dabbawalla Building name Floor Destination stations

Group 8

Capacity multiplication factor As many codes that can be developed 6-8 in a group 30-36 (assume that each customer in a building) 30 + floor in a building Number of stations in Mumbai suburban rail route
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

According to the above table if n is the number of stations in Mumbai suburban rail route and if there are an average there are 8 dabbawalla in each group serving to 36 customer each (average over the last 110 + years) then number of customer that can be distinguished uniquely is 8n*8(n-1)*36*(average number of floor in a building). This code developed by Dabbawallahs is hugely scalable. Dabbawallahs of Mumbai on their members pride in work, they do not consider themselves as logistics provider but their job is to provide food to their customers. This is source of pride for them. It is a great motivator to improve and sustain their performance. The members belong to a homogeneous (ethnic) group. There is a well developed apprenticeship program. The compensation is same at the group level. There is no subsidy since group is a homogeneous and logically a differentiating entity. Each team has slack capacity. Substitutability among members in a team is easy. Flexible manpower deployment at the destination ensures operational accuracy. More than one team operating in an originating train station ensures internal competition and operational efficiency. Lets see the earnings to cost effectiveness to find how well they are placed financially and in terms of competition. Cost per delivery Fuel cost Rs 0 Transportation cost Rs 2 (Monthly pass Rs 120) Maintenance cost Rs 1 (Monthly pass Rs 60) Human resource cost Rs 0 Recruitment by reference Commitment due to ownership Technological cost Rs 0 No inventory of cooking Rs 0 Revenue per delivery Revenue per delivery Rs 6 8 (Rs.150 - 200/month ) Overall Cost Revenue gap Rs 3 -5 per day Earning by 1 dabbawalla (Rs 3- 5 per dabba * 30-35 customer) *(6 days a week)*(4 weeks a month) = (Rs 3120 Rs 4200) per month 15 fees Rs 3105 Rs 4185 per month * 12 = Rs 37,260 - Rs 50,220 per annum This is earning of one dabbawalla for a year. If we consider even in the scenario of average of Rs 175/- is earned by each dabbawalla for each customer and each dabbawalla on an average serves 32.5 customer on an average then, his earning is Rs 5,688. i.e. 688 can be spared for a new dabbawalla under training who is paid Rs 2000 per month. Thus a group of 8 dabbawalla on a average can train 2.75 dabbawalla i.e. financially its scalable. Critical Success Factors Dabbawallahs are known and recognized for their negligible number of transactional errors. A few causes behind their successful performance are as follows. 1. Flexible Infrastructure: The back bone of Dabbawallahs network is the higher frequency of sub-urban train services. There is a train service virtually every minute. The
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

entire operational area of Mumbai dabbawalla is serviced by the well developed railway infrastructure. Further, the train services are inexpensively priced. 2. Customer Co-operation: The members of the co-operative do not wait for lunch boxes, if they are not ready when they arrive for collection at residences. The household understands the need to be punctual to support the functioning of this organization and extend appropriate co-operation. 3. Appropriate Network Structure: The logistics network is a combination of milkman route, hub-hub transfer, and hub and spoke distribution. There is perfect symmetry in the reverse logistics operation. 4. Codification system: The codification system is the core to material flow and its tracking in the system. 5. Topography: The Dabbawallah has evolved in the context of Mumbai city. The operational area topography is linear. At the origination it is dispersed over a large area. At the destination it is concentrated on a smaller geographical area. The traffic pattern is characterized by low volume spread over larger area to high volume spread over small area. 6. Process Capability: The total time required from collection to delivery is about 3 hours. End to end (conservative) travel time - 1.30 hrs. Travel time to the nearest railway station at the origin 30 mts. sorting and material handling etc. - 30 mts. and final dispatch - 30 mts. All this adds up to 3 hours. However, the time available for end-end delivery is at least 4 hours. Thus the BDO process is inherently capable of meeting customer expectations and specifications. 7. Transport economics: The public infrastructure (sub-urban rail network) is used to deliver lunch boxes. This keeps the cost low, and hence affordable price to consumers. Lower price induces volume and scale economics. Depending on the need (at the origin and destination locations) the allocation of manpower is dynamic and flexible. There are more members to handle large volume at destination. At collection centers it is more of spread and appropriate volume and member ownership. Every customer location is identified with a team member. It is his (members) responsibility to collect lunch boxes and return empty boxes back home. The codification system incorporates this specific need. Actually the BDO assigns specific collection routes to individual members. 8. Redundancy: Each route is assigned to an individual member. Often, this information on collection route is known to every other member in the team. Should there be a need to substitute a member on collection route it can be done effortlessly, without affecting the collection process and its accuracy. It can be seen for the above calculation that each group has a capability to employee an excess of 2-3 dabbawalla for urgent needs. 9. Coordination: The responsibility to collect, transport and deliver lunch boxes is at the individual member level. There are no managers or supervisors in the system. Every member is motivated, trained, disciplined and empowered to do his job to the best of his ability. 10. Structure: The structure is decentralized. The model is scalable (in volume both in terms of market size that can be served and financially). It is a three tier structure, co-operative organization. The basic units are individuals, teams and groups. There are in all 120 business units. 11. Compensation: Compensation in a group is same to every member irrespective of work load and responsibility.
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Answering the questions to the case 1. How does a services supply chain differ from a manufacturing supply chain? Do you need different set of measures to assess the effectiveness of a service supply chain?

Services supply chain differs from manufacturing supply chain on following points: - Flow of Information: Information flow is the backbone of services supply chain enabling decentralization of divisions and work. There is less physical transfer of material required; technology can be used to pass on information very fast and rapid. However in manufacturing, there is a need to transfer physical goods for distribution purposes. Inventory: As services have simultaneity of production and consumption, and they are perishable, inventory management is not an integral part of service supply chain as compared to manufacturing one. Quality: Owing to the heterogeneity factor, the continuous service provided by the supplier may not be perceived as uniform quality by consumers. So, the Service level agreements plays a major role in meeting customer expectations whereas product specifications and product performance determine the quality in manufacturing SCM. Capacity Planning: Comparatively higher number of skilled workforce requirement makes the capacity planning crucial in services SCM. The demand in service industry is highly inelastic and with high perishability, capacity planning becomes complex Demand management: The services supply chain has less flexibility to deal with uncertain demand due to inability to inventory the service. Movement of goods: In a services supply chain, there is little or no movement of goods between supplier and consumer. Bundling: Services can be bundled to extract better consumer surplus (and sell more services). So, in a services supply chain, there are mostly multiple services offered whereas in manufacturing supply chain, the possibilities of product bundling are less. Pricing: In a service supply chain, due to simultaneous consumption, the end pricing is difficult to pre-estimate. Also, there is little value addition through physical materials. Hence pricing in the services supply chain is very complex task. Outsourcing: In a services transfer from supplier to a consumer, the consumer can choose to outsource the supplier need either fully or completely have it in-house. It is difficult to outsource partially and produce partially in house. Alternatively, in a manufacturing supply chain, the consumer can produce some and outsource rest of them.

Measures to assess the effectiveness of services supply chain. - Service Effectiveness: Ability to serve the right customer at the right time than competitors. Make the customer feel that he has got value for money regarding the service consumed. SLAs: Due to heterogeneity in services, the quantification of a service is not the same across all consumers. So, the measurements are specified in terms of SLAs. SLAs should
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Group 8

Service Operations Management

Case Submission

Dabbawallahs of Mumbai

incorporate clearly measurable and quantifiable service specifications in a range and not absolute values to have client and supplier on the same page. Customer Satisfaction: Customer satisfaction is the highest priority in services supply chain. The satisfaction can be measured through creation of customer satisfaction index addressing critical experience or touch points. Employee Satisfaction: Another important contributor to success in services is the relationship built by the employees with the customers. The number of employees in interaction with the customers may vary based on the level of customer interaction. However a higher employee satisfaction and retention will maintain the quality of service provided.

Employing the above measures of effectiveness we can see that dabbawallahs of Mumbai are effective in not only ensuring quality of service delivered but also able to meet to customer expectations in terms of parameters like punctuality, helping hand to customer, customer satisfaction but also Employee satisfaction and have a highly motivated and self driven staff. 2. What are the economics of Dabbawallah meal distribution network? Is it a sustainable and a scalable business model? What is your assessment of the future of Dabbawallahs? Do you have any suggestion for Raghunath Medge? Economics of Dabbawallah meal distribution network. Economics of a system can be explained on the following factors: Efficiency: The dabbawalla model offers the best cost effective service and value for money. The business motive of Dabbawallah is non-profit, but at the same time it is fulfilling the basic needs of the partners and the Trust appropriately. A nominal fee is charged to the customer with volumes driving the profit centers. Growth: The dabbawalla partners are highly productive and over the years they have been able to manage the growth in customer base with existing infrastructure and addition of more dabbawallahs. Of late they have also started providing new services such as supplying lunch to school children and contracting with caterers as a part of expansion. Liberty: The Trust considers dabbawallahs as partners and not employees. The partners take responsibilities for their actions; the Mukadams back the dabbawallahs in times of need; the public namely the pedestrians understand the urgency of the dabbawalla system and give them the free of way. Equality: All partners in the Dabbawallah get the same pay irrespective of age, experience and type of work. The operations are fully decentralized and each group is responsible for their work.

Is the model sustainable and scalable Dabbawallahs competitive strategy elements include identification of a long lasting customer segment or need, effective use of public infrastructure, standardized operating procedures, partnership with customer, motivated and empowered employees and an appropriate material flow tracking system. A brief detail of these elements follow.
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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Perpetual Need: Dabbawalla caters to the basic yet perpetual demand of (serving) delivering home prepared (ethnic) food to Indian middle income executives working in Bombay. The need is more acute because of long commuting time, congested traffic conditions and long travel distances. This market segment would exist for long time to come. The only erosion to this market size or need is from changing food habits of Indian middle income group executives. While this is a reality, the change is surely expected to be slow. Therefore, in the immediate future, Dabbawallah is assured of its business so long as it can meet customer expectations on delivery and price (service charges). Value Pricing: The core to Dabbawallah's operational efficiency is the well managed Bombay metro rail network. On any scale of comparison, for its wider reach and frequency of operations, the members use the rail network for a nominal price. The 5000 members are paid a reasonable compensation. The entire sets of operations are done manually. All these contribute to lower operational cost and hence a reasonable price (or value pricing) to the consumers. Complemented by a large customer base, satisfied customers and an ever increasing working class population at Bombay, this business model is a passport to perpetual growth. Looking at the competition on the price base Dabbawalla provides home food at the office at a marginal cost of Rs 120 Rs 200 a month where restaurants and other food centers including caterer charge Rs 120 to Rs 20 per meal with the quality of food is not assured.

Standard Operating Procedures: Dabbawallahs over a period of time has evolved as an outstanding example of standard operating procedure. There is no uncertainty in the delivery model at any stage. The individual member's role is clearly articulated. The information flow to track material (codification system) is perfect. Members are empowered in task execution. There is an element of internal competition: multiple teams in the same geographical location are operational to generate additional business volume. Fair business practices and joy of work, pride in activity, fun mixed with work break the mono-tonicity is embedded in the DNA of operating procedure of Dabbawallah. Partnership with stakeholders: There are three important stakeholders groups with whom dabbawalla enjoys an excellent relationship. The first set is its primary customers. They support customers in meeting no delay in delivering lunch boxes and accepting delivery at the floor level in the destination locations. The members are delighted to work for dabbawalla (supported by empowerment, compensation and an economic activity for livelihood). Operational excellence: Dabbawallahs have a remarkable and enviable quality record. This is a combination of flexible infrastructure, adequate buffer in material handling, reasonable and achievable service level specifications, elaborate and efficient codification system, self motivated and empowered employees, dynamic and flexible deployment of members to execute a given task, adopting a variety and mix of transportation models, and commitment to work ethics. Performance measures: Dabbawallah performance measures are real time transactions based. As a matter of fact every transaction is monitored in terms of its collection, transportation, and delivery. Revenue collection is periodic and systematic. Employee
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Group 8

Service Operations Management

Case Submission

Dabbawallahs of Mumbai

(member) productivity is volume based. Compensation is equal; group based and is a function of revenue generated. Given internal competition at the group level this model is self corrective. Broadly there are no fixed assets. Therefore assets productivity is irrelevant. Customer focus: Dabbawalla is a service organization focused on customer expectation management. The service is priced low to attract and retain relevant customer segment and base. The process is capable enough in the context of assurances made to customers. They have elevated the purpose of their business to an opportunity to provide food (higher order objective than transport logistics support to deliver lunch boxes). The discipline, empowerment, commitment to work of members are all consequences of this higher order objective in meeting customer expectations.

Assessment of future of dabbawallahs: Dabbawallah system thrives on three major pillars efficient and reliable work force, willingness of people to have home food (yet not carry the lunch box themselves) and cost effective model. The efficient and reliable work force continues to exist. There are many aspirants in the mavla villages that are still willing to work as dabbawallahs with the hope of becoming Mukadams one day. There will always be a demand for home food during lunch. Hence, the sustenance of the model is strong given the continuing market opportunity. The business model is very cost effective as it uses the reliable local suburban train network and there is no profit motive yet overall welfare motive.

Suggestions for Raghunath Medge: The dabbawalla model is operationally efficient. So, there are no improvements/suggestions on operations front. But we have suggestions on marketing and diversification front. Since, more families have dual income; cooking food at home for lunch is becoming a distant phenomenon. Still, the demand for quality food delivered at office desk is there. Dabbawallah system could enter into partnerships with good quality caterers to address this upcoming need. Mr. Medge can target bachelors and college students living in hostels and relying on mess food. The strength of dabbawalla system is their network and their honest and truthful partners. Mr. Medge can diversify and provide services such as day time document delivery/courier service, free sample deliveries, etc. by riding on the same infrastructure that they are comfortable with. They can also tie up with businesses and market products that require more market penetration. Parallel and contemporary market that is not served is that of the dinner market. If dabbawalla could tap on to the same it could be fruitful as a business.
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Group 8

Service Operations Management

Case Submission

Dabbawallahs of Mumbai

Medge and his dabbawalla can tap on to transportation of perishable valuables like flowers in short haul distance. If dabbawallahs can overcome their language barrier they can extend their services to other metro cities in India where a similar market could have been waiting.

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Service Operations Management

Case Submission

Dabbawallahs of Mumbai

References 1. Dabbawallahs of Mumbai (A), Richard Ivey School of Business, University of Western Ontario, Case No. 9B04D0111998. 2. Ajay Kumar Chourasia and CSV Ratna, Dabbawallahs: Food line of Mumbai, ICFAI Press, Hyderabad (ICFAI Case No. 804-020-1). 3. Dabbawallahs await their date with Prince Charles, Afternoon Dispatch & Courier, October 30, 2003. 4. Dabbawallahs - epitome of management skills, Times News Network, January 18, 2004. 5. N. Ravichandran (2004), Logistics: The Bombay Dabbawallah's Operations, Presentation in INFORMS Meeting, Denver, Oct. 24-27, 2004. 6. Gangaram Talekar and Raghunath Medge (2005), Six Sigma in Practice: Bombay Dabbawallah Operations, Invited Presentation in 37th Annual Convention of Operational Research Society of India, Ahmedabad, January 8-11, 2005. 7. The Wonder of Dabbawallahs Unfolded, Presentation in the One Day Workshop on Supply Chain Management, July 23, 2004, CII, Kerala, Ernakulum.

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