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| Criterion |  Operations Kaizen Event |  Operations Bottleneck Analysis |  Engineering Kanban |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | Ongoing | 1-3 h |
Participantsdifferent | 4-10 | 3-8 | 2-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanContinuous improvementOperations | FlowMeasurementConstraints | FlowVisual managementDelivery | LeanFlowWasteDelivery |