{"id":8683,"date":"2023-12-22T18:03:20","date_gmt":"2023-12-22T13:03:20","guid":{"rendered":"https:\/\/leansolutions.kz\/lean-line-boshqaruv-va-yamazumi-line-balancing-1\/"},"modified":"2025-11-01T10:09:45","modified_gmt":"2025-11-01T05:09:45","slug":"lean-line-boshqaruv-va-yamazumi-line-balancing-1","status":"publish","type":"post","link":"https:\/\/leansolutions.kz\/uz\/lean-line-boshqaruv-va-yamazumi-line-balancing-1\/","title":{"rendered":"Lean Line Management va Yamazumi (Line Balancing) -1"},"content":{"rendered":"\n<p>Bug\u2018 mashinalari bilan ommaviy ishlab chiqarishni boshlab bergan birinchi sanoat inqilobidan (Industria 1.0) keyin, Genri Ford ishlarni kichik qismlarga bo\u2018lib, xodim samaradorligini oshirishni maqsad qilgan ketma-ket ishlab chiqarish g\u2018oyasi ikkinchi sanoat inqilobini (Industria 2.0) boshlab berdi. Liniya Muvozanati tushunchasining paydo bo\u2018lish nuqtasi aynan shu yer edi.<br\/> <\/p>\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"483\" height=\"722\" src=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Frederick_Winslow_Taylor.jpg\" alt=\"\" class=\"wp-image-663\" srcset=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Frederick_Winslow_Taylor.jpg 483w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Frederick_Winslow_Taylor-201x300.jpg 201w\" sizes=\"auto, (max-width: 483px) 100vw, 483px\" \/><\/figure>\n\n<p>Frederick Winslow Taylorning Ilmiy Boshqaruv Tamoyillari nomli kitobida batafsil tushuntirilgan xodim samaradorligini oshirish prinsiplari Sanoat Muhandisligi va Yal\u0131n Liniya Boshqaruvining asoslarini tashkil qildi.<br\/><\/p>\n\n<p>Ishlarni mumkin qadar eng oddiy qismlarga bo\u2018lib, ularni xodimlar orasida muvozanatli tarzda taqsimlash orqali hunarmandchilik ko\u2018nikmalarini minimallashtirgan; ishlarni qayta-qayta bajarish orqali ishlab chiqarish tezligini maksimal darajaga yetkazgan bu usul Liniya Muvozanati tushunchasining va <strong>Industria 2.0<\/strong>ning boshlanish nuqtasi edi.<\/p>\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"600\" height=\"380\" src=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/detroit-ford-motor-company.jpg\" alt=\"\" class=\"wp-image-664\" srcset=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/detroit-ford-motor-company.jpg 600w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/detroit-ford-motor-company-510x323.jpg 510w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/detroit-ford-motor-company-300x190.jpg 300w\" sizes=\"auto, (max-width: 600px) 100vw, 600px\" \/><\/figure>\n\n<p>Genri Fordning Detroytdagi 50 000 kishilik mashhur fabrikasida ishlab chiqarish muddatini 80% dan ortiq qisqartirgan ushbu montaj liniyalari tufayli avtomobil ishlab chiqarish xarajatlarining keskin arzonlashishi bilan, avval faqat zodagonlar sotib oladigan mahsulot endi hammaga orzu bo\u2018lgan zaruratga aylandi. Bu orqali transport va tashish tizimi o\u2018zgarib, zamonaviy hayot va zamonaviy shaharlar shakllana boshladi. Sotsiologiya kitoblariga mavzu bo\u2018lgan Fordizm shunday tug\u2018ildi.  <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>Bir Tip Modeldan Ko\u2018p Turdagi Mahsulotlarga<br\/><\/strong><\/h3>\n\n<p>Ford fabrikasidagi eng katta muammolardan biri ishlab chiqarish tezligining faqat bitta rang \u2013 bitta turdagi avtomobillarni ishlab chiqarish orqali ta\u2019minlanishi edi. Bu holat Fordning mashhur: <br\/>\u201cMendan xohlagan rangdagi avtomobilni sotib olishingiz mumkin, faqat qora bo\u2018lishi shart!\u201d degan so\u2018zlarini tasdiqlardi. <br\/>Keyinchalik General Motorsning bozorga kirishi bilan mahsulot, model va rang xilma-xilligi yuzaga keldi. 1930-yillarga kelib Yevropa ham o\u2018yinga qo\u2018shildi va avtomobillar model va rang jihatidan tobora xilma-xil bo\u2018la boshladi.<br\/><br\/>   <\/p>\n\n<p>Ammo Ford ishlarni kichik qismlarga ajratib soddalashtirishni uddalagan bo\u2018lsa-da, tashkilotchi qobiliyatlarini to\u2018liq rivojlantira olmagani uchun General Motorsdan orqada qola boshladi.<\/p>\n\n<h3 class=\"wp-block-heading\"><strong>Cheklangan Resurslar Bilan Mahsulot Turfa-xilligini Boshqarish<br\/><\/strong><\/h3>\n\n<p>Amerika va Yevropada shu ishlar bo\u2018layotgan bir paytda, yaponlar mavjud ishlab chiqarish usullaridan boshqacharoq ishlab chiqarishga majbur edilar. Chunki Ikkinchi Jahon Urushidan keyingi yapon resurslari (uskunalar, materiallar va h.k.) juda kam edi. Ular cheklangan hududlarda avtomobil ishlab chiqarib, shu bilan birga Amerika va Yevropa bilan raqobat qila oladigan mahsulotlar yaratishlari zarur edi.<br\/>  <\/p>\n\n<p>Buning uchun mahsulot turfa-xilligini ta\u2019minlashning boshqa yo\u2018llariga ehtiyoj bor edi. Ular ishlab chiqqan SMED texnikasi yordamida 1 kun davom etgan qolip almashtirish muddatini 10 daqiqadan ham pastga tushirishdi. Bu nafaqat quvvatni oshirdi, balki bir xil uskuna yordamida turli mahsulotlarni ishlab chiqarishni ham mumkin qildi. <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>\u201cQo\u2018yavering Ishlasinlar!\u201d<br\/><\/strong><\/h3>\n\n<p>Yaponlarning boshqalardan farqli qilgan yana bir jihati montaj liniyalaridagi ishlab chiqarish falsafasidagi \u201cmadaniy buzilishlar\u201d edi. Ketma-ket ishlab chiqarish nomidan ma\u2019lumki, \u201cketma-ket\u201d bo\u2018lishi shart edi va montaj liniyasi hech qachon to\u2018xtamasligi kerak edi. Sifat xatosi bo\u2018lsa ham ishlab chiqarish davom etishi, keyinchalik ta\u2019mir bo\u2018limida bu xatolar tuzatilib, baribir ishlab chiqarish sonlari yuqori bo\u2018lishi talab etilardi.<br\/>  <\/p>\n\n<figure class=\"wp-block-image size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"717\" src=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1-1024x717.jpg\" alt=\"\" class=\"wp-image-665\" style=\"width:840px;height:auto\" srcset=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1-1024x717.jpg 1024w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1-510x357.jpg 510w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1-300x210.jpg 300w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1-768x538.jpg 768w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/taiichi-ohno-1.jpg 1500w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n<p>Ammo Taiichi Ohno buni o\u2018rganar ekan, muhim bir jihatni payqadi. Sifat xatolari bo\u2018lsa ham \u201cishlasinlar\u201d mantig\u2018i ko\u2018plab qayta ishlash isroflarini va oldindan aytib bo\u2018lmaydigan ta\u2019mir xarajatlarini keltirib chiqarardi. Murakkabligi ortib borayotgan avtomobillarda o\u2018rnatilgan har bir detalni sifat nazorati bo\u2018limi yakunda to\u2018liq tekshirishi imkonsiz edi. Qisman nazorat qilingan, xatosi \u201cgo\u2018yo\u201d tuzatilgan mashinalar esa mijoz nazarida potentsial sifat muammolari sifatida qabul qilinardi.   <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>O\u2018z Vaqtida (Ishlab Chiqarishda) Sifat<br\/><\/strong><\/h3>\n\n<p>Ohno liniyalarni tekshirganida shuni ko\u2018rdi: montaj paytida osongina bartaraf etiladigan bir xato, montaj davom etsin deb qoldirilgani uchun keyin ta\u2019mir bo\u2018limida uzoqroq va yuqori ish haqi evaziga tuzatilar edi. Bu ta\u2019mirlar asl muammoni hal qilmaydigan, faqat yuzaki yechim bo\u2018lib qolayotganini anglatardi. Shu sababli bir xil sifat xatosi qayta-qayta takrorlanar, natijada soatlarlab vaqt yo\u2018qolardi.<br\/>  <\/p>\n\n<p>Bugun ko\u2018p eshitadigan \u201cIsh joyida sifat\u201d (Built-in Quality) tushunchasining kelib chiqish nuqtasi ham shu klassik montaj liniyalaridagi tuzatish-ta\u2019mirlash isroflarini yo\u2018q qilishdir. Bu yondashuv dastlab montaj liniyalari tez-tez to\u2018xtab qolayotgandek tuyulishi mumkin. Ammo muammolar ildizi bilan yo\u2018qotila borgani sari, kelajakda bir xil xatolar uchun hech qachon to\u2018xtamaydigan montaj liniyalari poydevori yaratiladi. <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>Ishni Eng Yaxshi Kim Biladi?<br\/><\/strong><\/h3>\n\n<p>Toyota uslubidagi montaj liniyalarida e\u2019tibor qaratiladigan yana bir jihat shuki, sifat muammolarida birinchi tashabbus doimo operatorlarga tegishli edi. Taylor va Fordning ishlab chiqqan ketma-ket ishlab chiqarish liniyalarida operatorlar faqat jismoniy kuch bilan ishlab chiqarishni davom ettirishga majbur manba sifatida ko\u2018rilardi. Shuning uchun sifat muammolari keyinchalik hal qilinadigan narsalar edi va operatorlarning muammolarni hal qilish yoki liniyani yaxshilash haqida mutlaqo tashvishi yo\u2018q edi.<br\/>  <\/p>\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"900\" height=\"600\" src=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Andon-Cord.jpg\" alt=\"\" class=\"wp-image-666\" srcset=\"https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Andon-Cord.jpg 900w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Andon-Cord-510x340.jpg 510w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Andon-Cord-300x200.jpg 300w, https:\/\/leansolutions.kz\/wp-content\/uploads\/2023\/11\/Andon-Cord-768x512.jpg 768w\" sizes=\"auto, (max-width: 900px) 100vw, 900px\" \/><\/figure>\n\n<p>Ohno tuzgan liniyalarda esa operatorlar sifat muammosi paydo bo\u2018lsa, Andon ipini tortib liniyani to\u2018xtatish huquqiga ega bo\u2018lgan, ishlab chiqarish sifatiga mas\u2019ul birinchi shaxslar edilar. Ular faqat ishlab chiqarishni davom ettiradigan kuch emas, balki o\u2018z g\u2018oyalari va takliflari bilan sifat va samaradorlikni oshiradigan xodimlardilar. Chunki Ohno fikricha: \u201cSifat nazorat qilinmaydi, u ishlab chiqarilayotganda yaratiladi!\u201d Montaj liniyalarida \u201cishni eng yaxshi qilgan \u2013 eng yaxshi biladi\u201d tushunchasi shakllandi. Bu esa Toyota Yo\u2018lining asosiy qadriyatlaridan biri \u2013 Insonni Hurmat tamoyilining va TPS uyining ustunlaridan biri bo\u2018lgan Jidokaning manbasini tashkil etdi.   <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>Liderlik va Liniya Boshqaruvi<br\/><\/strong><\/h3>\n\n<p>Yal\u0131n montaj liniyalarini klassik montaj liniyalaridan farqlaydigan yana bir jihat \u2013 bu Liniya Liderligi tushunchasidir. Klassik montaj liniyalari konveyer tezligiga asoslanib, xodimlarni uzluksiz ishlashga majbur qilar edi. Xodimlar imkon qadar tez va standart tarzda bir xil vazifani takror-takror bajarib, fikrlashga imkon topmasligi kerak edi.<br\/>  <\/p>\n\n<p>Ohno ilgari surgan Ish joyida sifat tushunchasi sifat muammolarini ishlab chiqarish jarayonida aniqlash va bartaraf etish g\u2018oyasini o\u2018zida mujassam etgani sababli, muammolarga aralashadigan va liniyaning umumiy \u201cbarqarorligidan\u201d mas\u2019ul bo\u2018lgan Liniya Lidere tushunchasini ham kiritdi.<br\/>Liniya Liderlari montaj liniyasidagi 5\u20137 kishilik jamoalarning yetakchisi bo\u2018lib, ular qilayotgan ishlarning barchasini yaxshi biladigan, liniyaning samaradorligi va sifatidan mas\u2019ul, yo\u2018qlik yoki ishlashdagi o\u2018zgarishlarda jamoaga yordam beradigan pozitsiyada edilar. Bundan tashqari, yaxshi muammo hal qilish ko\u2018nikmalariga ega bo\u2018lishlari ham zarur edi. 1910-yillarda Taylor ta\u2019riflagan \u201cjismoniy kuch yiginilari\u201ddan ancha ustun bo\u2018lgan bu liderlar o\u2018z liniya bo\u2018limining ishlashidan mas\u2019ul boshqaruvchilar edilar.<br\/>   <\/p>\n\n<p>Bugun ham ko\u2018plab fabrikalarda ishlab chiqarish menejeriga bir smena boshlig\u2018iga bog\u2018langan 50\u201380\u2013100 kishilik jamoalar qarashini ko\u2018rsak, bu usulning qanchalik tizimli va ierarxik tuzilishga ega bo\u2018lganini tushunish qiyin emas. Ushbu tizimning tafsilotlarini keyingi yozuvda ko\u2018rib chiqamiz. <\/p>\n\n<h3 class=\"wp-block-heading\"><strong>Davomi Keyingi Yozuvda<br\/><\/strong><\/h3>\n\n<p><em>Bu maqolada montaj liniyalarining qisqa tarixini va klassik montaj liniyalaridan Yal\u0131n montaj liniyalari hamda liniya boshqaruviga olib kelgan tushunchalarni muhokama qildik. Keyingi maqolada esa bir montaj liniyasida liniyani muvozanatlashning asosiy tamoyillari bilan davom etamiz.<br\/> <\/em><\/p>\n\n<p><em>Agar bu mavzu haqida yanada ko\u2018proq ma\u2019lumot olishni, liniya boshqaruvi va liniya muvozanatini amaliy o\u2018rganishni istasangiz, <a href=\"https:\/\/egitim.lean.org.tr\/is-dengeleme-simulasyonu-yamazumi\/\" rel=\"noreferrer noopener\" target=\"_blank\"><strong><u>bu Yerni<\/u><\/strong><\/a> bosib Yamazumi Treningiga ro\u2018yxatdan o\u2018tishingiz mumkin.<\/em><\/p>\n\n<p><strong>Manbalar:<br\/><\/strong><\/p>\n\n<ul class=\"wp-block-list\">\n<li>Taylor, W. F., Ilmiy Boshqaruv Tamoyillari, 1911<br\/><\/li>\n\n\n\n<li>Ohno, T., Toyota Ruhi, 1988<br\/><\/li>\n\n\n\n<li>Jones, D. T., Womack J., Dunyoni O\u2018zgartirgan Mashina, 1988<br\/><\/li>\n\n\n\n<li>Toyota Motor Corporation, Toyota Way 2001, 2001<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Bug\u2018 mashinalari bilan ommaviy ishlab chiqarishni boshlab bergan birinchi sanoat inqilobidan (Industria 1.0) keyin, Genri Ford ishlarni kichik qismlarga bo\u2018lib, xodim samaradorligini oshirishni maqsad qilgan ketma-ket ishlab chiqarish g\u2018oyasi ikkinchi sanoat inqilobini (Industria 2.0) boshlab berdi. Liniya Muvozanati tushunchasining paydo bo\u2018lish nuqtasi aynan shu yer edi. Frederick Winslow Taylorning Ilmiy Boshqaruv Tamoyillari nomli kitobida batafsil [&#8230;]\n","protected":false},"author":4,"featured_media":8684,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","_joinchat":[],"footnotes":""},"categories":[218],"tags":[],"class_list":["post-8683","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized-uz"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.1.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lean Line Management va Yamazumi (Line Balancing) -1 | Leansolutions.kz<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/leansolutions.kz\/uz\/lean-line-boshqaruv-va-yamazumi-line-balancing-1\/\" \/>\n<meta property=\"og:locale\" content=\"uz_UZ\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lean Line Management va Yamazumi (Line Balancing) -1 | Leansolutions.kz\" \/>\n<meta property=\"og:description\" content=\"Bug\u2018 mashinalari bilan ommaviy ishlab chiqarishni boshlab bergan birinchi sanoat inqilobidan (Industria 1.0) keyin, Genri Ford ishlarni kichik qismlarga bo\u2018lib, xodim samaradorligini oshirishni maqsad qilgan ketma-ket ishlab chiqarish g\u2018oyasi ikkinchi sanoat inqilobini (Industria 2.0) boshlab berdi. 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