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| Criterion |  Operations Kaizen Event |  Operations Bottleneck Analysis |  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 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 |
Timedifferent | 0.5-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 4-10 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanContinuous improvementOperations | FlowMeasurementConstraints | LeanFlowWasteDelivery |
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