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| Criterion |  Operations DMAIC |  Operations Waste Analysis |  Operations Kaizen Event |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 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 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 45-120 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Waste Map, Prioritized Waste, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Continuous improvementQualityProcess improvement | WasteLeanProcess improvement | LeanContinuous improvementOperations | Root causeQualityOperations |