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| Criterion |  Operations DMAIC |  Delivery Value Stream Mapping |  Engineering Kanban |  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 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. | 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 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 | Medium | Medium |
Timedifferent | 2-12 Wochen | 1-3 h | Ongoing | 0.5-5 Tage |
Participantsdifferent | 3-10 | 4-10 | 2-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementQualityProcess improvement | LeanFlowWasteDelivery | FlowVisual managementDelivery | LeanContinuous improvementOperations |