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| Criterion |  Operations Bottleneck Analysis |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 3-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FlowMeasurementConstraints | ProcessOperationsImprovement | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
