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| Criterion |  Operations Kaizen Event |  Engineering Kanban |  Operations Kepner-Tregoe |  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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | Ongoing | 2-8 h | 1-3 h |
Participantsdifferent | 4-10 | 2-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kanban board, WIP policies, Flow metrics | Problem Analysis, Decision Analysis, Risk Plan | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | LeanContinuous improvementOperations | FlowVisual managementDelivery | Problem solvingRoot causeDecisionOperations | LeanFlowWasteDelivery |