Publication Details
Abstract
Enterprises operating in transformational economies increasingly face persistent operational losses, limited process transparency, and weak alignment between strategic objectives and day-to-day execution. This challenge is especially pronounced in small and medium-sized enter- prises, characterized by a lack of resources and proliferation of digi- tal immaturity, making automation challenging. This research elaborates and validates the Adaptive–Intelligent–Management Lean (AIM Lean) framework, being an integrated management model targeted in order to minimize operational waste while realizing the transparency and usability of key performance indicators. The approach described has successfully integrated the tools and methods of Lean Management with a practicable digital technology, as well as a systematic KPI system which should allow for ongoing performance monitoring and data-driven decision-making without the necessity for large upfront capital investment. Methodologically the study follows a synthesised analytical process combining logical modelling and evidence-based data from industrial companies operating in Uzbekistan. Performance indicators such as equipment efficiency, rate of errors, stock turnover and process stability are considered before and after the introduction of AIM Lean contents. Results show that the use of the AIM Lean framework causes a quantifiable decrease of wastage, sharing and production efficiency and KPI transparency at various managerial levels. By consolidating fragmented operational data into integrated numerical dashboards, the model enhances management response and fosters adaptive control in uncertain environments with limited resources. The research is practically relevant to the field of smart management, where it introduces a scalable and context-driven framework linking Lean philosophy with digital analytics, hence provides actionable implications for organizations seeking sustainable performance enhancement in emerging economic trends.