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| Criterion |  Operations Bottleneck Analysis |  Operations Standard Work Analysis |  Operations PDCA Cycle |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 1 h bis mehrere Wochen | 30-120 min |
Participantsdifferent | 3-8 | 2-6 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas |
Tagsno overlap | FlowMeasurementConstraints | LeanProcessQuality | Continuous improvementLeanExperiments | LeanObservationProcessOperations |