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| Criterion |  Operations Bottleneck Analysis |  Delivery Value Stream Mapping |  Operations Kaizen Event |  Engineering Kanban |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 0.5-5 Tage | Ongoing |
Participantsdifferent | 3-8 | 4-10 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current-state map, Future-state map, Bottleneck list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FlowMeasurementConstraints | LeanFlowWasteDelivery | LeanContinuous improvementOperations | FlowVisual managementDelivery |