{"id":9181,"date":"2025-03-04T22:44:24","date_gmt":"2025-03-04T17:44:24","guid":{"rendered":"https:\/\/leansolutions.kz\/ayven-guruhi-lean-loyihasidan-5-ta-ajoyib-saboq\/"},"modified":"2025-11-01T11:12:30","modified_gmt":"2025-11-01T06:12:30","slug":"ayven-guruhi-lean-loyihasidan-5-ta-ajoyib-saboq","status":"publish","type":"post","link":"https:\/\/leansolutions.kz\/uz\/ayven-guruhi-lean-loyihasidan-5-ta-ajoyib-saboq\/","title":{"rendered":"AYVEN guruhi: Lean loyihasidan 5 ta ajoyib saboq"},"content":{"rendered":"\n
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2022\u2026 Bu AYVEN Group uchun qiyin yilning boshlanishi edi. Bizning omborlarimiz to’la edi, mijozlarimiz doimiy ravishda kechiktirilgan buyurtmalar haqida shikoyat qilishdi va bizning operatsiyalarimiz tobora qimmatga tushdi. Ochig\u2018i, qayoqqa ketayotganimizni ham bilmasdik. O’shanda biz tejamkor transformatsiya tushunchasini kashf qildik. Avvaliga \u201cBu haqiqatan ham ish beradimi?\u201d deb hayron bo\u2018ldik. Biroq, oxir-oqibat, sinab ko’rishdan boshqa ilojimiz yo’qligini angladik va biz yenglarni shimaladik. Biz jarayonga kirishgunimizcha, kichik o’zgarishlar qanchalik katta farq qilishi mumkinligini bilmas edik! <\/p>\n<\/div><\/div>\n\n

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AYVEN Group – O’zbekistonda keng tarqatish tarmog’iga ega kompaniya. Ushbu transformatsiya jarayonida, gubernator (bosh direktor)<\/strong> rahbarligida kompaniyaning turli bo’limlari yaqindan muvofiqlashtirilgan holda ishladilar. Hosildorlik muammolari va yuqori operatsion xarajatlar tufayli kompaniya 2022 yilda Tejamkor transformatsiya loyihasini boshladi. Ushbu loyiha xarajatlarni kamaytirish, mijozlar ehtiyojini qondirish va operatsion jarayonlarni takomillashtirish orqali xodimlarning ishtirokini ta’minlashga qaratilgan. <\/p>\n\n

Ushbu hujjat AYVEN Group Lean Transformation loyihasining boshlanishidan to yakuniy natijalarigacha bo’lgan jarayonlar va asosiy saboqlarni o’z ichiga oladi. Shuningdek, u xom ma’lumotlardan olingan tushunchalarga asoslanib, har tomonlama baholashni ta’minlaydi. <\/p>\n\n

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Kompaniya haqida ma’lumot va joriy vaziyat tahlili<\/strong><\/p>\n\n

AYVEN Group haqida umumiy ma’lumot<\/strong><\/p>\n\n

Xodimlar soni:<\/td>700+<\/td><\/tr>
Savdo jamoasi:<\/td>450 kishi<\/td><\/tr>
Orqa ofis:<\/td>250 kishi (Ombor: 50, Tarqatish: 50, Ofis: 60)<\/td><\/tr>
Filiallar<\/td>13<\/td><\/tr>
Omborlar<\/td>13<\/td><\/tr>
Toshkent idorasi<\/td>400+ kvadrat metr<\/td><\/tr>
Filo:<\/td>Toshkentda 30-40 ta mashina, Toshkentdan tashqarida 20 dan ortiq mashina<\/td><\/tr><\/tbody><\/table><\/figure>\n\n

Joriy vaziyat tahlili<\/strong><\/p>\n\n

Loyihadan oldin AYVEN Group duch kelgan asosiy muammolar:<\/p>\n\n

    \n
  • Ortiqcha inventar va yuqori xarajatlar:<\/strong> saqlash xarajatlari doimiy ravishda oshib borardi va ortiqcha inventarizatsiya rentabellikka salbiy ta’sir ko’rsatdi.<\/li>\n\n\n\n
  • Past mahsuldorlik:<\/strong> Xodimlar noaniq jarayonlar tufayli vaqtni behuda sarflashdi. Buyurtmani noto’g’ri qayta ishlash va operatsion xatolar ortib borardi. <\/li>\n\n\n\n
  • Mijozlarni qondirish bilan bog’liq muammolar:<\/strong> Kechiktirilgan etkazib berish va buyurtma xatolari mijozlarning shikoyatlarini ko’paytirdi.<\/li>\n\n\n\n
  • Moliya va buxgalteriya jarayonlarida raqamlashtirishning yo’qligi:<\/strong> barcha jarayonlar qo’lda bajarilgan. Hujjatlarda adashib qolish va hatto oddiy ma’lumotlarni qidirish uchun soatlab vaqt sarflash deyarli odatiy hol edi. <\/li>\n<\/ul>\n\n

    Bu jarayon davomida xodimlarimiz yuzidagi charchoq, ishlarni zudlik bilan yaxshilash zarurligini ko\u2018rsatdi. Biror narsani o’zgartirish vaqti keldi. <\/p>\n\n

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    Moliya va buxgalteriya jarayonlari<\/strong><\/p>\n\n\n\n

    Loyihani amalga oshirishdan oldin AYVEN Groupning moliya va buxgalteriya jarayonlarida ba’zi samarasizliklar mavjud edi. Bu, ayniqsa, xodimlarning haddan tashqari ko’pligi, qo’lda ishlov berish va raqamlashtirishning etishmasligi bilan bog’liq edi, bu esa operatsiyalarni sekinlashtirdi. Aniq transformatsiya doirasida Azaljon Turdaliev (CFO)<\/strong> boshchiligidagi moliya jamoasi bilan Kaizen ilovalarini integratsiyalash orqali samaradorlik oshirildi. <\/p>\n<\/div><\/div>\n\n

    <\/div>\n\n

    Loyihadan oldin AYVEN Group duch kelgan asosiy muammolar:<\/p>\n\n

      \n
    • Ortiqcha inventar va yuqori xarajatlar:<\/strong> saqlash xarajatlari doimiy ravishda oshib borardi va ortiqcha inventarizatsiya rentabellikka salbiy ta’sir ko’rsatdi.<\/li>\n\n\n\n
    • Past samaradorlik:<\/strong> xodimlar o’rtasida jarayonlarning aniq belgilanmaganligi vaqtni yo’qotish va keraksiz ish yukini keltirib chiqardi.<\/li>\n\n\n\n
    • Mijozlarni qondirish bilan bog’liq muammolar:<\/strong> Kechiktirilgan etkazib berish va buyurtma xatolari mijozlarning shikoyatlariga olib keldi.<\/li>\n<\/ul>\n\n

      Ushbu loyihada nimaga erishdik?<\/strong><\/p>\n\n

        \n
      • Ombor xodimlari soni 50 tadan 34 taga qisqartirildi.<\/li>\n\n\n\n
      • Avtomobillar soni 41 tadan 27 taga qisqartirildi.<\/li>\n\n\n\n
      • Moliya va buxgalteriya jarayonlarida raqamlashtirish kuchaydi.<\/li>\n\n\n\n
      • Yetkazib berish muddatini 25% ga qisqartirish<\/li>\n\n\n\n
      • Ish kuchi samaradorligini 30% ga oshirish<\/li>\n\n\n\n
      • Mijozlarning shikoyatlarini 15% ga kamaytirish<\/li>\n\n\n\n
      • Ombor va zaxiralarni boshqarishni optimallashtirish<\/li>\n<\/ul>\n\n
        \"\"<\/figure>\n\n

        Amaliy tejamkor vositalar va yondashuvlar<\/strong><\/p>\n\n

        1. Qiymat oqimini xaritalash<\/strong><\/p>\n\n

        Buyurtmalarni yig’ish va tarqatish jarayonlarida chiqindilarni aniqlash uchun Murodjon Xamidullaev (Kaizen ofis menejeri)<\/strong> rahbarligida qiymat oqimi xaritalash usuli qo’llanildi.<\/p>\n\n

        2. 5S tizimi<\/strong><\/p>\n\n

        Ombor va ofis maydonlarini tashkil qilish va standartlashtirish orqali ish joylarining samaradorligi oshirildi.<\/p>\n\n

        3. Kanban tizimi<\/strong><\/p>\n\n

        Jo’rabek Ashurov (Bosh ombor menejeri)<\/strong> boshchiligidagi Kanban tizimi inventarlarni boshqarish ustidan vizual nazoratni ta’minlash uchun joriy qilingan. Buyurtma berish jarayonlari yanada soddalashtirilgan va samarali bo’lib, etkazib berish muddatlarini qisqartirdi. <\/p>\n\n

        4. Marshrutni optimallashtirish<\/strong><\/p>\n\n

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        \n
        \"\"<\/figure>\n<\/div>\n\n\n\n
        \n
        \"\"<\/figure>\n<\/div>\n<\/div>\n\n

        Tarqatish jarayonlarini samaraliroq qilish uchun marshrutni optimallashtirish amalga oshirildi. Bu transport vositalarining bandlik darajasini oshirdi va etkazib berish muddatlarini qisqartirdi. Bundan tashqari, tashqi subpudrat ishlarini jalb qilish orqali yangi loyihalar bilan operatsion xarajatlar kamaytirildi.<\/p>\n\n

        Tarqatish jarayonlarini samaraliroq qilish uchun marshrutni optimallashtirish amalga oshirildi. Bu transport vositalarining bandlik darajasini oshirdi va etkazib berish muddatlarini qisqartirdi. <\/p>\n\n

        \"\"<\/figure>\n\n

        Erishilgan natijalar: Katta yutuqlar<\/strong><\/p>\n\n

        Jamoamizning ushbu loyihadagi mehnati va fidoyiligi haqiqatan ham ajoyibdir! Mana bizning eng katta yutuqlarimiz: <\/p>\n\n

        \u2714 Omborlarimizda toza havodan nafas oldik:<\/strong> zahiralar narxi 25% ga kamaydi, endi keraksiz jamg’arish yo’q! <\/p>\n\n

        \u2714 Yetkazib berishlarimiz tezlashdi:<\/strong> marshrutni optimallashtirish tufayli buyurtma vaqtlari 30% ga qisqartirildi. <\/p>\n\n

        \u2714 Mijozlarning shikoyatlari kamaydi:<\/strong> Xatolar va kechikishlarning oldini olish orqali mijozlar qoniqishini 50% ga oshirdik! <\/p>\n\n

        \u2714 Operatsion samaradorligi oshdi:<\/strong> Ombor xodimlari soni 50 tadan 34 tagacha qisqartirildi, bu bizga kamroq odam bilan ko’proq ish qilish imkonini berdi! <\/p>\n\n

        \u2714 Optimallashtirilgan transport vositalaridan foydalanish:<\/strong> Avtomobillar soni 41 tadan 27 tagacha qisqartirildi, bu esa tarqatish xarajatlarini sezilarli darajada kamaytiradi!<\/p>\n\n

        KPI<\/td>Oldindan<\/td>Post<\/td>Qayta tiklash (%)<\/td><\/tr>
        Qimmatli qog’ozlar narxi<\/td>Yuqori<\/td>25% ga kamaydi<\/td>-25%<\/td><\/tr>
        Yetkazib berish vaqti<\/td>UZOQ<\/td>30% ga qisqartirildi<\/td>-30%<\/td><\/tr>
        Mijozlarning shikoyatlari<\/td>Ko’proq<\/td>50% ga kamaydi<\/td>-50%<\/td><\/tr>
        Ombor xodimlari soni<\/td>50<\/td>34<\/td>-32%<\/td><\/tr>
        Avtomobildan foydalanish<\/td>41 Transport vositalari<\/td>27 Transport vositalari<\/td>-34%<\/td><\/tr><\/tbody><\/table><\/figure>\n\n

        Ushbu loyiha tufayli biz shunday yaxshi natijalarga erishdikki, jamoamizning sa’y-harakatlari va qat’iyati haqiqatan ham tahsinga sazovor!<\/p>\n\n

          \n
        1. Inventarizatsiya xarajatlari 25% ga kamaydi:<\/strong> Ortiqcha zaxiralar va keraksiz inventar xarajatlari optimallashtirildi.<\/li>\n\n\n\n
        2. Yetkazib berish muddati 30% ga qisqartirildi:<\/strong> marshrutni optimallashtirish orqali tarqatish jarayonlari yanada samaraliroq bo’ldi.<\/li>\n\n\n\n
        3. Mijozlarning shikoyatlarini 50% ga kamaytirish:<\/strong> Xatolar va kechikishlarni kamaytirish mijozlar ehtiyojini qondirish darajasini oshirdi.<\/li>\n<\/ol>\n\n
          \"\"<\/figure>
          \n

          Jamoa haqida hammaning fikri olindi<\/strong><\/p>\n\n\n\n

          Bu jarayonda jamoamizdan kelgan har bir g\u2018oya ko\u2018rib chiqildi. Cezmi Aytekin (Lean loyiha rahbari)<\/strong> xodimlarning ishtirokini rag’batlantirdi va takliflarning amalga oshirilishini ta’minladi. Kayzen uchrashuvlarida hamma o’z fikrlari bilan o’rtoqlashdi va jarayonni yaxshilashga hissa qo’shdi. Misol uchun, bizning ombor xodimlarimizdan biri buyurtmani qabul qilish maydoniga kichik tuzatish kiritishni taklif qildi, bu bizning ishlov berish vaqtimizni sezilarli darajada qisqartirdi! <\/p>\n<\/div><\/div>\n\n

          <\/div>\n\n

          Bir uchrashuvda savol tug’ildi: «Buyurtmalarni g’ildirakli savat yordamida yig’ib olsak, tezroq bo’lmaydimi?» Avvaliga bu oddiy g’oyadek tuyulgan bo’lsa-da, biz buni sinab ko’rdik va natijalar ajoyib bo’ldi! Shuningdek, tekshirishlar soni va vaqtini qisqartirgan yaxshilanishlarni amalga oshirdik. Bizning kundalik ishlov berish vaqtimiz deyarli ikki baravar qisqardi. Bu nozik fikrlashning kuchi! <\/p>\n\n

          Bu jarayonda jamoamizdan kelgan har bir g\u2018oya ko\u2018rib chiqildi. Kayzen uchrashuvlarida hamma o’z fikrlari bilan o’rtoqlashdi va jarayonni yaxshilashga hissa qo’shdi. Misol uchun, bizning ombor xodimlarimizdan biri buyurtmani qabul qilish maydoniga kichik tuzatish kiritishni taklif qildi, bu bizning ishlov berish vaqtimizni sezilarli darajada qisqartirdi! <\/p>\n\n

          \"\"<\/figure>
          \n

          Kichik teginishlar, katta o’zgarishlar<\/strong><\/p>\n\n\n\n

          Maslahatchilar sifatida biz Jo’rabek Ashurov (ombor bosh direktori)<\/strong> va Murodjon Xamidullaev (Kaizen ofis menejeri)<\/strong> kuchli transformatsion jamoaga aylangani va ular erishgan muvaffaqiyatli natijalardan juda mamnunmiz. Ularning rahbarligida jarayonlar sezilarli darajada yaxshilandi va jamoa motivatsiyasi oshdi. <\/p>\n\n\n\n

          Kichik o’zgarishlar katta natijalar berdi!<\/strong> Biz Kaizen amaliyotlari bilan jarayonlarimizni inqilob qildik. Tovarlarni qabul qilish jarayoniga qo\u2018shilgan oddiy nazorat ro\u2018yxati xatolik darajasini 40 foizga kamaytirdi. <\/p>\n\n\n\n

          \u2714 Texnologiya tomonidan qo’llab-quvvatlanadigan tejamkor jarayonlar:<\/strong> Biz raqamlashtirish orqali qo’lda ish yukini kamaytirish orqali buxgalteriya va ombor jarayonlarini soddalashtirdik. Solih Temurcu (IT tizimlari menejeri)<\/strong> boshchiligida yangi tizimlar joriy etildi va mavjud tizimlar takomillashtirildi. <\/p>\n\n\n\n

          \u2714 Jamoa ruhi:<\/strong> Bizning xodimlarimiz endi faqat o’z ishlarini bajarmaydilar; jarayonni o\u2018zlashtirib oladilar. Har bir inson \u201cMening ham hissam bor!\u201d deb o\u2018z ishiga qo\u2018shimcha qiymat qo\u2018shadi. <\/p>\n<\/div><\/div>\n\n

          <\/div>\n\n
            \n
          1. O’zgarish madaniyatini shakllantirishning ahamiyati:<\/strong> jarayonda xodimlarning faol ishtirokini ta’minlash katta ahamiyatga ega.<\/li>\n\n\n\n
          2. Ma’lumotlarga asoslangan qarorlar:<\/strong> Jarayonni takomillashtirishda muntazam ma’lumotlarni tahlil qilish muvaffaqiyatli natijalarga olib keldi.<\/li>\n\n\n\n
          3. Hatto kichik o’zgarishlar ham Kayzen tufayli katta o’zgarishlarga olib keldi! Misol uchun, tovarlarni qabul qilish jarayoniga oddiy nazorat ro’yxatini qo’shish xatolik darajasini sezilarli darajada kamaytirdi. <\/li>\n\n\n\n
          4. Texnologiya va raqamli vositalardan foydalanish:<\/strong> jarayonni yaxshilash raqamli echimlar bilan tezlashtirildi.<\/li>\n<\/ol>\n\n
            \n\n

            Noqonuniy kelajakka sayohat<\/strong><\/p>\n\n

            Kaizen ofisida o’qitilgan Lean xodimlar bilan boshqa sho»ba korxonalarda tejamkorlik amaliyotini joriy qilishni boshladik. Biz allaqachon birinchi natijalarni ko’rmoqdamiz va bu o’zgarish yong’in kabi tarqalmoqda. Tajribali jamoamiz a\u2019zolari olgan bilimlarini turli operatsiyalarda qo\u2018llamoqda va AYVEN Groupning umumiy samaradorligini oshirishga hissa qo\u2018shmoqda. <\/p>\n\n

            Bizning sayohatimiz shu erda tugamaydi! AYVEN guruhida biz o’z o’zgartirishimizni faqat ombor va logistika jarayonlari bilan cheklamaymiz. Mahmud Nasrollayev (loyiha koordinatori)<\/g> jamoalarni birlashtirib, jarayonning har bir bosqichida muvofiqlashtirishni ta\u2019minladi. Biz buxgalteriya hisobi, moliya, inson resurslari, xaridlar va hatto IT jarayonlarini tejamkor tamoyillar bilan o’zgartiramiz. <\/p>\n\n

            Xo’sh, keyin nima bo’ladi? Biz tejamkor jarayonlarni yangi texnologiyalar bilan qo’llab-quvvatlamoqchimiz, xodimlarimizning takliflarini yanada o’z ichiga olmoqchimiz va butun sanoat bo’ylab o’zgarishlarga rahbarlik qilmoqchimiz. Hosildorlik endi shunchaki maqsad emas; bu bizning mehnat madaniyatimizning ajralmas qismidir! <\/p>\n\n

            AYVEN Group o’zining tejamkor transformatsiya jarayonini yanada rivojlantirishni maqsad qilgan. Kelgusi davrda biz tejamkor ishlab chiqarish tamoyillarini IT va savdo jarayonlariga integratsiya qilishni rejalashtirmoqdamiz, bu esa kompaniyaning barcha operatsiyalarida doimiy yaxshilanishni ta’minlaydi. Raqamlashtirish bilan bir qatorda, biz tejamkor boshqaruvni yanada samarali qilish uchun jarayonlarni avtomatlashtirish va ma’lumotlarni tahlil qilishdan foydalanamiz. Bundan tashqari, biz boshqa kompaniyalar bilan bilim almashish orqali sanoatni barqaror transformatsiyaga olib borishni maqsad qilganmiz. <\/p>\n\n

            Bizning sayohatimiz shu erda tugamaydi! AYVEN guruhida biz yanada tejamkor o’zgarishlarni amalga oshirishni maqsad qilganmiz. Biz tejamkor jarayonlarni yangi texnologiyalar bilan qo’llab-quvvatlashni, xodimlarimizning takliflarini qo’shishni va sanoat bo’ylab o’zgarishlarda kashshof bo’lishni xohlaymiz. <\/p>\n","protected":false},"excerpt":{"rendered":"

            2022\u2026 Bu AYVEN Group uchun qiyin yilning boshlanishi edi. Bizning omborlarimiz to’la edi, mijozlarimiz doimiy ravishda kechiktirilgan buyurtmalar haqida shikoyat qilishdi va bizning operatsiyalarimiz tobora qimmatga tushdi. Ochig\u2018i, qayoqqa ketayotganimizni ham bilmasdik. O’shanda biz tejamkor transformatsiya tushunchasini kashf qildik. Avvaliga \u201cBu haqiqatan ham ish beradimi?\u201d deb hayron bo\u2018ldik. Biroq, oxir-oqibat, sinab ko’rishdan boshqa ilojimiz yo’qligini […]\n","protected":false},"author":4,"featured_media":9184,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","_joinchat":[],"footnotes":""},"categories":[228],"tags":[],"class_list":["post-9181","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-muvaffaqiyat-hikoyalari"],"yoast_head":"\nAYVEN guruhi: Lean loyihasidan 5 ta ajoyib saboq | 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\/ayven-guruhi-lean-loyihasidan-5-ta-ajoyib-saboq\/\" \/>\n<meta property=\"og:locale\" content=\"uz_UZ\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"AYVEN guruhi: Lean loyihasidan 5 ta ajoyib saboq | Leansolutions.kz\" \/>\n<meta property=\"og:description\" content=\"2022\u2026 Bu AYVEN Group uchun qiyin yilning boshlanishi edi. Bizning omborlarimiz to’la edi, mijozlarimiz doimiy ravishda kechiktirilgan buyurtmalar haqida shikoyat qilishdi va bizning operatsiyalarimiz tobora qimmatga tushdi. Ochig\u2018i, qayoqqa ketayotganimizni ham bilmasdik. O’shanda biz tejamkor transformatsiya tushunchasini kashf qildik. Avvaliga \u201cBu haqiqatan ham ish beradimi?\u201d deb hayron bo\u2018ldik. 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