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| Criterion |  Operations Kaizen Event |  Operations DMAIC |  Delivery Value Stream Mapping |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 0.5-5 Tage | 2-12 Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 4-10 | 3-10 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Current-state map, Future-state map, Bottleneck list | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement | LeanFlowWasteDelivery | RiskQualityOperationsRoot cause |