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| Criterion |  Operations Kaizen Event |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  Engineering Kanban |
|---|---|---|---|---|
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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | 45-90 min | Ongoing |
Participantsdifferent | 4-10 | 4-10 | 2-5 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanContinuous improvementOperations | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | FlowVisual managementDelivery |