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| Criterion |  Operations DMAIC |  Operations Bottleneck Analysis |  Delivery Value Stream Mapping |  Operations Waste Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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 process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-12 Wochen | 1-3 h | 1-3 h | 45-120 min |
Participantsdifferent | 3-10 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current-state map, Future-state map, Bottleneck list | Waste Map, Prioritized Waste, Improvement Backlog |
Tagsno overlap | Continuous improvementQualityProcess improvement | FlowMeasurementConstraints | LeanFlowWasteDelivery | WasteLeanProcess improvement |