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| Criterion |  Operations Bottleneck Analysis |  Operations Waste Analysis |  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 a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 | 45-120 min | 2-12 Wochen | 0.5-5 Tage |
Participantsdifferent | 3-8 | 2-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Waste Map, Prioritized Waste, Improvement Backlog | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | FlowMeasurementConstraints | WasteLeanProcess improvement | Continuous improvementQualityProcess improvement | LeanContinuous improvementOperations |