Application of Single Minute Exchange of Die (SMED) in Walton manufacturing unit: a lean manufacturing concept

Abstract

Everyone of days prefers more comfort in their surroundings. As we make unrelenting progress in this direction, it has become clear that now is the moment to devote more attention to the topic of human entertainment and comfort. Because of this, there is a big increase in the demand for fashionable goods worldwide, and many businesses are focusing on this. One of the sister firms of R.B. Group of firms Ltd., Walton Technologies Corporation is currently one of the top businesses in Bangladesh. It still aspires to be the top company in Bangladesh in terms of volume and turnover. It motivated it to pursue market expansion within its own organization in order to promote itself as a high achiever. In this regard, Walton is performing admirably in the fiercely competitive electronics sector. Additionally, dealers play a crucial part in promoting the products to customers by using persuasive sales techniques. They are crucial to every business since they contribute greatly to the marketing and promotion of electrical items. Therefore, the more effective and efficient the sales teams are, the more money they may bring in for both themselves and the business. This research project is specifically designed to gauge the market position or value despite its best intentions. outstanding credibility and image. The industry's fierce competitiveness is putting pressure on the company. Walton understood there was no other option but to increase his marketing aggressivity in light of the market's escalating rivalry and enormous sales targets. Although pleased with the current marketing strategy, Walton management wants to keep a look out for hidden competitors and improve their current strategy to adapt to the changing business environment. As a result, Walton management has been tasked with creating a survey on the country's market situation in the Dhaka Zone. Walton. now markets its goods through its own sales teams and dealers across the nation. This essay on "The Market Position of Walton" aims to investigate the field forces that affect sales performance, product quality, dealer satisfaction, advertising effectiveness, customer service, transportation, and communication, among other factors. The survey found issues with general marketing. 40 dealers participated in this poll. Since the sample size is adequate, we can accurately determine the market position in the Dhaka Zone. I'm hoping that this work will aid Walton management in its future planning and assist it accomplish its objectives. One of the issues with finding is the timely delivery of the product to the distributors. Only 20% of respondents indicated that goods deliveries are always on time, while 37.5% said that this is occasionally the case. is delivery lag arises for a number of reasons, including the products' unavailability. It is astonishing that sales of Walton products range from 31% to 40% per week. When compared to other competing companies, this product or sales record for Walton is strong. However, the rate for the Retrigerator is only 0%–10%, and it needs to be raised immediately. In my study, 45% of participants stated Walton's customer service is good, and 27.5% said it is satisfactory. Only 17.5% of those surveyed claimed Walton's customer service is great, and no one else said it is very good. has poor. Only 30% of respondents felt that Walton products' prices are close to their ability to be purchased by customers, despite 70% of respondents saying that this is the case. In my study of 40 dealers, 20 said they were content with the company's motivation, 14 said they weren't, and none said they were extremely satisfied. Only 27.5% of respondents to the survey believed that Walton's advertising was sufficient to keep up with the competition, while 72.5% disagreed. Walton is ranked fourth in the opinion of 32.5% of respondents, whereas 30% of respondents believe it is third. After doing a survey or research, I discovered several factors that contributed to Walton's poor sales performance, including a high rate of product and a low rate of service. All of these factors are covered in chapter four of this report. A succinct suggestion based on the results of my survey has also been made for Walton management's further consideration. I sincerely hope that the Walton management would value my effort and take into account the issues I've raised in this report.