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| Criterion |  Operations DMAIC |  Engineering Kanban |  Operations Bottleneck Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-12 Wochen | Ongoing | 1-3 h | 1-6 Wochen |
Participantsdifferent | 3-10 | 2-12 | 3-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kanban board, WIP policies, Flow metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | FlowVisual managementDelivery | FlowMeasurementConstraints | QualityProblem solvingRoot cause |