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| Criterion |  Operations Kaizen Event |  Engineering Kanban |  Operations Theory of Constraints |
|---|---|---|---|
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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 0.5-5 Tage | Ongoing | 2-4 h Analyse, laufend |
Participantsdifferent | 4-10 | 2-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Kanban board, WIP policies, Flow metrics | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanContinuous improvementOperations | FlowVisual managementDelivery | OperationsConstraintsFlowImprovement |
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