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| Criterion |  Operations Bottleneck Analysis |  Operations PDCA Cycle |  Operations DMAIC |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 1 h bis mehrere Wochen | 2-12 Wochen | 0.5-5 Tage |
Participantsdifferent | 3-8 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FlowMeasurementConstraints | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | LeanContinuous improvementOperations |