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| Criterion |  Operations DMAIC |  Engineering Kanban |  Operations PDCA Cycle |  Operations Kaizen Event |
|---|---|---|---|---|
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 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. | 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 | High | Medium | Low | Medium |
Timedifferent | 2-12 Wochen | Ongoing | 1 h bis mehrere Wochen | 0.5-5 Tage |
Participantsdifferent | 3-10 | 2-12 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kanban board, WIP policies, Flow metrics | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementQualityProcess improvement | FlowVisual managementDelivery | Continuous improvementLeanExperiments | LeanContinuous improvementOperations |