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| Criterion |  Operations DMAIC |  Operations Waste Analysis |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 45-120 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 3-10 | 2-8 | 4-10 | 2-6 |
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 | Observation Notes, Improvement Ideas |
Tagsno overlap | Continuous improvementQualityProcess improvement | WasteLeanProcess improvement | LeanContinuous improvementOperations | LeanObservationProcessOperations |